DPC Technologies was founded in 1988 and by 1993 was a provider of high-performance data technology products and services for the National Security Agency. At that time, one of DPC’s founders developed and implemented an aggressive plan to increase the company’s presence in the NSA. The goal was to become a trusted supplier to all major NSA groups and to increase DPC’s position as a prime contractor.
After researching the available information about the NSA, a number of conclusions were reached:
- The NSA was a well-funded technical leader in the intelligence community.
- The NSA required the IT and AI products and services offered by DPC.
- High barriers to entry (clearances, security, strict technical specifications) created an opportunity for DPC.
- The NSA’s buying patterns included opportunities for small businesses.
Strategic plan
The strategic plan included eight steps:
- Research and understand the needs and purchasing patterns of the Maryland Procurement Organization and agency program elements.
- Unconditionally fulfill all commitments (never “walk away” from a problem).
- Use the most efficient contract vehicles.
- Hire experienced and effective sales and support staff who have the proper authorizations and access to program elements.
- Create an effective recruiting organization that can provide staff to meet NSA specifications.
- Strengthen relationships with key top contractors.
- Proactively seek new business opportunities as solutions to agency requirements.
- Review strategy to meet current conditions.
Performance results
The plan produced immediate and significant results. Revenues and profits doubled every year during 1994-98 and DPC became a well-known and respected provider in major NSA groups. Additionally, DPC established itself as an important partner and team member for the Ground Breaker Project.
The road to the breaker
During the 1990s, the NSA determined that non-mission critical IT efforts could be better managed through outsourcing. Since the NSA’s non-mission critical IT needs were so great, Ground Breaker became a major endeavor. An integral part of the NSA Ground Breaker strategy was the utilization of the NSA’s existing talent pool of IT specialists already employed by the agency.
As a first step, the NSA introduced the concept of “soft landing” as a way to utilize the NSA’s existing IT talent through outsourcing business vehicles. The Soft Landing concept allowed existing NSA IT staff the ability to leave the agency and re-enter as a contract employee. Since most NSA employees had a minimum of 30 years of experience with the NSA and government service, employee benefits became an important factor in evaluating offers for Soft Landing projects.
Soft landing
There were a total of seven Soft Landing awards with the large prime contractors winning the top two (DPC did not bid initially) DPC won the next four opportunities and became a recognized contractor for this effort. DPC’s strategy was to offer each Soft Landing RFP based on a personalized benefits program in addition to competitive prices. DPC also invested in personal support to ease the transition to the business world for new hires. Word spread among prospective NSA employees that DPC was an attractive soft-landing contractor.
Provisional contracts
There were other traditional contracts that DPC won in association with major prime contractors, and by the end of 1998, DPC was considered a valued teammate to the Ground Breaker effort by several prime contractors.
Sale to Northrop Grumman and Eagle Alliance
In 1999, DPC was sold to Northrop Grumman Corporation. An important part of the transaction was the payment by DPC of more than $ 1 million in retention bonuses for key DPC employees. These individuals were instrumental in the Eagle Alliance consortium’s winning strategy as the vehicle for the Ground Breaker contract awarded.