ABSTRACT
Corporate leadership demands such insight, but too often, defense executives prioritize investments haphazardly, succumbing to immediate pressures. Executives with higher levels of process awareness and understanding of the rules and policies of lobbying tend to have an easier time imagining the return on investment. Investment in BD, either with a full-time account executive, a team of business developers or through contracted third-party help, is required to generate perpetual federal sales. The most successful larger defense companies have other employees or teams of employees focused on budget development at the resource sponsor and program office levels of an agency. An in-house lobbyist is a full-time employee who performs the lobbying role as part of their job description, in whole or in part. Most contract support in the Washington, DC arena are interested in a predictable revenue stream, so they make themselves available for a recurring retainer paid monthly, quarterly, or even annually.
