Finding Success - and Joy - in the Government Contracts Process

By: Kristin Fairman, Principal Contracts Manager

Kristin Fairman is a seasoned expert in the world of government contracting. With over twenty years of experience spanning the spectrum from working with massive primes to agile small businesses, she brings a unique, high-energy perspective to a field many find daunting and perhaps a little less than joyous.

We’re talking about the magic behind the scenes, the devil found in the details, and finding joy and success in the government contracting process.

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Q: You’ve been in the gov-con world for over two decades and you still have so much passion for it! You’ve seen it from both the "Big Box" corporate side and now from the small business perspective here at CANA. What is the biggest shift you’ve noticed between those two worlds?

A: It’s been a wonderful evolution! The biggest difference is definitely the structure of the expertise. In a large business, you have devoted departments for everything—a proposal shop, a contracts and  subcontracts department that are separate, AP, AR, a team of business analysts, and insurance experts.

In a small business, you don’t just call an expert; you become the expert! Each team member wears multiple hats. I love the all hands on deck mentality where you get to touch every part of the lifecycle. It makes the wins feel that much more personal.

Q: People often describe you as the positive force on a project. In a high-stakes environment with rigid federal guidelines, how does a positive attitude actually change the outcome of a contract?

A: I’ve always lived by a piece of advice a boss gave me years ago: "Never lose your smile." Even in the hardest moments, attitude is the magic that binds a team together. When you’re working toward a common goal, staying positive fosters the collaboration you need to get across the finish line. It’s hard to innovate or problem-solve if everyone is focused on the stress instead of the solution!

Q: Let’s get into the nitty-gritty. Teams don't always agree. How do you navigate a partnership that is out of sync?

A: I look at it as a translation exercise. Often, parties don't even realize why they are in conflict. I’ve found most friction comes from three areas:

• Direct vs. Indirect Charges: Helping the team understand the financial mechanics.

• Scope Creep: Going back to the Statement of Work (SOW) to identify exactly where the ask disconnected from the award.

• Negotiation Flexibility: Knowing where we need to be firm and where we can bend.

  
  

Q: You’ve been with CANA for nearly six years now. Have you had a hand in building the playbook for how we handle these things?

A: Absolutely! I’ve helped develop our Business Operations standards from the ground up. This includes our formal contract file structures, our agreement logs, and the approval process for new awards. Some of our processes are papered and formal, while others are part of our unwritten culture—but they all ensure we stay compliant and consistent.

Q: You’ve said that a smooth contract actually starts long before the award. What’s your golden rule for a successful proposal?

A: Be 100% compliant. Give the customer exactly what they asked for in the solicitation, no more, no less, and then use metrics and past performance to prove why you are the best choice.

Q: Who needs to be in the room to make that happen?

A: It takes a village! You need a powerhouse team:

• Proposal Manager: The drill sergeant who keeps everyone accountable.

• Technical Lead (SME): The person who actually knows how to execute the work.

• Pricing/Cost Lead: The wizard who handles labor, travel, and ODCs.

• Technical Writers & Color Review Teams: To ensure the message is polished and professional.

• Contracts/Subcontracts: To ensure we are including subcontractors when needed and that all data calls and paperwork are in place.

  
  

Q: We can’t talk tech integration without mentioning AI. Is there a place for Artificial Intelligence in the world of contractual clauses and FAR/DFAR regulations?

A: Definitely! I incorporate AI into my daily workflow to help compare massive documents, suggest alternate phrasing, or extract specific details into a clear format.

However - and this is a big however - you cannot 100% replace the human element. I use my experience to verify every output and check for hallucinations. AI is a powerful tool, but federal contracting requires the judgment and trust that only a human professional can provide.

Thank you, Kristin Fairman. You’re such an asset to the CANA team!

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About CANA. CANA is a veteran women-owned small business (VWOSB) that empowers federal and commercial organizations to thrive in a global digital world through precise and adaptable technology solutions. We fuse our rigorous analytics and top-tier talent with deep expertise in complex logistics to design customer-centric, powerful solutions. We strive to create an environment that allows our Team and Clients more time to focus on the things that matter most