Recently our colleagues at Government Technology Insider interviewed Mr. Jay McCargo, CEO of ARServices. As a purpose-built government contracting firm, ARServices has supported federal government agencies for decades, including the Defense Threat Reduction Agency (DTRA), the Department of the Navy, and the Department of Homeland Security with research and development, logistics integration, and business transformation services. Capitalizing on opportunities created by past contract wins, ARServices is investing in its capabilities to deliver even more services to federal agencies to aid in mission success.
Read on to learn more about their story and learn about the attributes that have made this success possible.
Government Technology Insider (GTI): One year on from the DTRA contract win, how has ARServices grown and changed?
Jay McCargo (JMc): It’s been a fast-paced year and a year of tremendous change for us at ARServices since we were awarded the contract to support DTRA’s Research and Development Directorate. We knew at the time the contract was awarded that it was significant – transformative, even – but with the perspective of a year, that transformation has taken form in enabling us to build and grow our capability and capacity to support federal agencies in so many ways.
From leadership level-strategic hires to investments in our contract delivery capacity, we’ve prioritized reinvesting in the company to help the business grow and ensure operational excellence. This has meant investing in our employees to ensure they have the support they need at work to deliver their best work to our government clients, and in our technology infrastructure to allow us to grow in lockstep with our customers’ needs. Both types of strategic investments have enabled us to become a more cost-efficient and operationally effective organization. In turn, this enables us to pass on these cost savings to our customers and prime contractor partners while still delivering on critical projects and continuing to invest in the technology that will solve tomorrow‘s mission critical challenges.
GTI: How has this growth shaped ARServices?
JMc: Growth changes an organization, especially if it results in success. Perhaps the most important way growth has shaped ARServices is ensuring our place as a successful mid-size government contractor with a proven record of successful execution as a prime. Many companies graduating the 8(a) program don’t have the same trajectory and can languish as they try and find their footing. Our decision to reinvest the results of our success in the 8(a) program into critical areas like finances, operations, and talent acquisition, allowed us to compete from a position of organizational power. Allowing us to avoid that “valley of death” and demonstrating that we’re capable of delivering on sophisticated requirements for all government agencies.
While we’ve made this transformative leap and added to our team and our capabilities, I wanted to be sure some things didn’t change, such as our commitment to our employees and their families. We’re still a family-oriented company that can clearly articulate its values and its culture. While we’re definitely a larger organization than we were a year ago, our commitment to agility, efficiency, and our highly skilled team will never waver.
GTI: ARServices is expanding its services offering into strategic communications. How did you decide to build this new competency?
JMc: At ARServices we’re continually assessing both what government agencies need and what skills we have to support them, not only in our current Centers of Excellence (CoE) but also in areas that naturally intersect our CoEs. So, while our adjusted focus on the expansion of our Strategic Communications CoE may look like a new competency, it’s a service we’ve provided to agencies for years and a natural complement to our research and development, business transformation services, and logistics offerings because clear internal and external communications are an essential part of all those activities.
As the company grows and adds new team members it gives us the opportunity to strategically define new areas that are essential to delivering success. We’re never going to be a company that suddenly decides to deliver a new capability for the sake of delivering something new. Our plan for growth is to focus on our core strengths and grow in areas where we already implicitly deliver the capability and in a way that streamlines efficiencies and drives cost-savings back to our customers.
GTI: What opportunities does a strategic communications competency create for ARServices in support of federal agencies?
JMc: At the most fundamental level a strategic communications competency gives us more opportunities to be an advocate for our customer’s missions and a conduit for interagency coordination. For example, the new public information and communication services contract (PICS II) contract that the NIH will be releasing later this year, facilitates the opportunity to architect and deliver vital messages in support of the mission both inside the organization and outside stakeholders such as Congress and the medical and scientific communities.
For an organization like ours that’s already skilled in the language of research, it’s an opportunity to bring together the story and bring additional value to the agency. We already have a deep understanding of NIH’s mission, so it’s a natural extension of a core competency by a trusted organization.
GTI: Any final thoughts you’d like to share?
JMc: It’s an exciting time to be part of the ARServices team. We’re focused on future, expanding our capabilities from a firm footing so that we can enable both our current and future customers no matter what their need. we’ve been able to extend the value-added services we can bring to federal agencies in support of the mission. With our investments in place, both in terms of infrastructure and talent, we’re ready to take another transformative step forward.