1. The Origin Story: How I Built a Government Contracting Empire

Episode Transcript
Available transcripts are automatically generated. Complete accuracy is not guaranteed.
(00:00):
Hey guys, it's Desmond Acha and you'relistening to the Real DNA podcast.

(00:04):
And seven years ago I stumbledinto government contracting.
I knew absolutely nothing aboutdoing business with the government.
I didn't even know it existed.
But I accidentally stumbled intogovernment ing and I found it
interesting enough to where I wasable to quit everything and focus
specifically on government contracting.
So over the past seven years, we'vehelped thousands of businesses
enter the government marketand win government contracts.

(00:26):
We've also winning won our owngovernment contracts as well.
And if you combine my resultswith my client's results.
We've won collectively over $23billion in government contract
rewards over the past seven years.
Okay.
And to date, we've supported over5,000 businesses in this industry.

(00:47):
So 5,000 businesses have paid meto help them and to the government
market and win government.
Contracts.
All right, so I have a lot of handson experience in this industry
in a very short period of time,and I'm here to show you exactly
how you can take your business.
Enter the government market andwin these government contracts.

(01:07):
All right, now, this is the firstepisode of the podcast, the Real
DNA podcast, and you wanna make surethat you subscribe to the channel,
subscribe to the, uh, the podcast, andjust overall join, join this journey
with us as we share this knowledge.
Support you and overall provideguidance in this industry
for the foreseeable future.
Okay.
And if you're wondering,what does DNA stand for?

(01:30):
Well, DNA are my initials.
Okay.
DNA are my initials.
Desmond Gem, say acha.
Okay.
So why did I start this podcast?
Why I really start thispodcast for three main reasons.
The first is.
I want to help businesses winmore government contracts.
After supporting all these businesses,I realized that there's not enough

(01:50):
quality tactical information outthere that businesses can actually use
to win government contracts, right?
So I feel information outthere is watered down.
It lacks quality.
There's, it's not tactical.
It's hard to understandand it's too complicated.
So I want to, uh, I want to makeit easier for you to understand.
I want to di uh, what'sthe word, Dimi Dify.

(02:11):
I want to dify, I dunno what theword is, but I want to make it
easier for you to win governmentcontests and grow your business, and
that's why I created this podcast.
That's the first reason.
The second reason is Iwant to provide motivation.
I want to motivate youin a real authentic way.
I want to genuinely motivate you to getup and start bidding these contracts.

(02:32):
The government is spending billions andbillions of dollars every single year
on government contracting opportunitiesfor small businesses and small
businesses don't know how to do it.
Right.
So I'm gonna give you guys a realauthentic way to, I'm gonna give you guys
real authentic information to go out thereand win these contracts, and I also want
to give you real motivation on a dailybasis and answer your questions, guide you

(02:53):
and help you overcome all the challengesthat you are for sure going to face.
On this journey.
Okay, so the first is I wanna giveyou the right information that
we can use the information to gowith more government contracts.
I also want to motivate you becauseyou're gonna get discouraged at times
and you need a community where youcan tap into to get charged back up to
keep going because we're not gonna stopand you shouldn't stop either, right?

(03:17):
The third reason I'm doing this podcastis I want to document my journey.
I want to share my journey with the worldbecause I'm not gonna stop doing this.
So I'm gonna share my journey and alsodocument the journey so that, you know,
10 years down the road we can look backand say, Desmond, how did you start?
We can go back to episodenumber one and play.
And you just follow the journeyall throughout the ages, right?

(03:39):
So.
I want to share my journey, whetherit is my government coning journey, my
business journey, my fitness journey,my, um, spiritual journey, right?
I simply want to be a voice and sharemy journey from where I am today
to where I'm going in the future.
Okay?
So those are the three main reasonswhy I'm creating this podcast.
One is to provide real, authentic, qualitycontent related to government contracting.

(04:04):
Two is to motivate the entrepreneurs, thegovernment, contractors, the go-getters
that are out there striving everysingle day to become better, right?
And third is to share my journeyas I grow in entrepreneurship,
in government contracting, andin every other facet of my life.
Okay?
So that's why I'm creating this podcast.
So this podcast is goingto be very authentic, okay?

(04:26):
And I look forward to buildinga relationship with you.
Just overall growing withyou in every possible way.
And that's why I really, you know,want you to subscribe to the podcast,
subscribe to the channel, and just showyour support because we're gonna be
doing this every single day to document.
And, um, we're gonna be documentingour journey every step of the
way to essentially, you know.
Help everybody grow and help myself grow.

(04:47):
And it's my goal that I also grow in this,you know, as I'm sharing this part, I also
grow as well, become a better speaker.
Use my words wisely.
I've already messed up so manytimes in my talking already that,
you know, I'm like, wow, that's me.
You really gotta get it together.
But overall, as you know, I growin this podcasting industry and
as I, as I grow, you know, um, in.

(05:08):
In my speaking, I'll be able to speak moreeloquently, more, uh, more fluently and
not stumble or say the wrong words, right?
So overall, gimme some grace.
And um, yeah, this is the first podcast.
As you can see right now,I don't have a co-host yet.
We will have a co-host at somepoint in time, but right now, you
know, I'm just doing the podcastby myself in my office right here.

(05:29):
Okay?
So that's the intro.
Now, how did we get here, right?
How did we get here?
The first episode.
So it is very important tounderstand how we got here.
Well, honestly, let's startin the beginning, right?
So how did we get here?
Well, first I was bornin Cameroon, west Africa.
So I was born in Cameroon.
And I came to Americawhen I was 11 years old.
I'm currently 30 years old,so I've been here for about

(05:51):
like almost like 21 years now.
19 years now.
Right?
So I've been here for quite some time.
I went to a middle schoolyear, high school year.
I played college football.
I played high school footballand college football.
And after graduating college I knew thatI wanted to be a business person, right?
So.
I knew that the only way for me toachieve the goals I want to achieve
would be I need to have a business.

(06:12):
So I was like, okay, what am I gonna do?
What?
Like what business can I start toget, you know, to make some money?
Right.
Well, the first thing Ithought was, okay, perfect.
Let's go find successfulpeople and see what they do.
Right.
That's the first thing you wanna find.
Who can you model?
What do the success people do?
The first thing I realized was theyall did real estate in some capacity.
So I said, we'll do real estate.

(06:34):
I went to real estateschool, about 80% into it.
I dropped out.
'cause I realized that you don't need areal estate license to do real estate.
You just need some moneyto go buy a property.
You can start doing real estate.
I did not want to be a real estate agent.
I wanted to do real estate,not be a real estate agent.
You see what I'm saying?
That's why I dropped out of the realestate, uh, program that I was in.

(06:56):
After I dropped out,I said, okay, perfect.
I need to go find a mentor that will teachme how to become a real estate investor.
So I started following GrantCardone and Grant Cardone taught
me everything about real estate.
But the problem was I didn't have nomoney because I would look at deals.
I ain't had no money.
So I said, well, if I'm gonna doreal estate, I need some money.
So step two, let's go make some money.

(07:16):
What was the best way to make money?
Gotta start a business, right?
So, wow.
I actually jumped from college.
It's a business.
Let's go back a little bit.
When I came from Cameroon, I was11 I while I was gonna school
and all those stuff, right?
I had different businesses.
I had, you know, I did snow removal.
I had a very big landscaping company.

(07:37):
We used to mow a lot of lawns.
During the summertimes, I hadabout five kids mow lawns for me.
I would go door knocking, knock thedoors, close the deals, and have
my team go out there and mow lawn.
So I was always a hustler, right?
Even in middle school and highschool, I was selling hats.
I was selling other thingsthat probably get you in jail.
Right.
Selling some weed.
Yes.
I know.
I used to sell some weed.
Yes.
Right.
But anyways, that, that was, you know,obviously I feel like everybody sold

(07:59):
weed back in the day, like for real.
But, uh, anyways, but, um,did entrepreneurship for sure.
All throughout high.
All throughout school.
College as well.
In college, I was selling hair.
I used to sell weaves and bundles.
I used to sell hair, you know, likeliterally like, like wigs, closures,
frontal know my, my, my women.
You end up buy them hair, man.
I used to sell extensions and thenknow after I, uh, also in college,

(08:22):
I also, what did I do in college?
I used to also trade.
I traded Forex.
Yep.
I traded Forex.
I traded currencies.
And then, uh, what else did I do?
I, um, and then that was college.
And then after college,that's when I graduated.
And then I started to, um.
Do the real estate thing and Irealized I didn't have no money.

(08:42):
So I said, okay, I'm gonnago and start a business.
I said, okay, what am I gonna do?
So while studying, I realized thatto build a big business, so I said,
okay, I'm gonna model the success.
Right?
So I was modeling Grand Cardoneat the time, and what I did was I.
I said, okay, grant.
Grant makes money doing sales training,and then he uses the money from the sales
training and dumps it in real estate.

(09:03):
So I said, okay, I need to create acompany where I can make money in this
company and dump it in real estate.
Fundamentally, the companyneeds to have a sales team.
So I said, okay, what canI do that has a sales team?
I was like, okay.
I was thinking I was, okay.
Well, I know transportation isnot going anywhere anytime soon.
So I chose transportation.
So my plan was I was going to, youknow, learn transportation and then

(09:25):
build a transportation company.
Hired to have trucks, havefreight brokers, my freight
brokers with my sales team.
They're gonna call and close,you know, and book loads.
Then my drivers who drive theseloads, I'll make them money and
then dump it in real estate.
That was the plan.
So what did I do?

(09:45):
I went and found a job workingfor a freight brokerage.
I was working for this freight brokerageafter I worked for this freight brokerage.
While working for this freight brokerage.
I got my CDLs.
Then I started driving truckswhile driving these trucks.
I.
That's actually when I stumbledinto government contracting.
But while driving these trucks,I was studying Dan Pena.

(10:06):
Dan Pena was teaching me acquisitionshow to buy and sell businesses because
I knew that it would take way too longto go from one truck to two trucks
to three trucks and so on, right?
So I figured I would fast track my way tosuccess by learning how to buy companies.
So I would buy these companies.
I'll buy these other truckingcompanies and consolidate

(10:29):
them into a bigger company.
So that's how I buy, you know, afive trucking company, a five truck
company, buy a 10 truck company.
Then I have 15 trucks,buy a 10 truck company.
Now I have 25 trucks.
So by me consolidating all these smallertrucking companies, I can then build
a bigger company relatively fast.
Build the sales team.
The sales team is now booking more loads.

(10:52):
They're booking loads, the driversare driving the loads and sometimes,
you know, we'll book the load andwe'll hire a different driver that
is not driving under my company.
So having the freight brokeragegave me flexibility to be able to.
To move a lot more loads thanjust using, than only book

(11:12):
the loads that I could move.
So a freight broker, what theydo is they find loads and then
they go find drivers, right?
They call 10 99 drivers and have thempick up their loads and drive it.
So I was gonna leverage that, butalso add my own trucks into the mix.
That way, instead of limiting myselfto only, let's say 15 trucks that I
have, I now have an infinite amountof trucks because I can literally

(11:35):
call every driver in the country.
And one of them would take my load forme, even though it's not my driver.
You follow me?
So that was the plan.
So I became a freight broker.
I learned the middleman game.
And by the way, the reason why I chosethe freight brokers was because I needed
to get better at sales because GrandCardone was teaching me how to sell.
So I picked up the phone.

(11:56):
I knew that, you know, to be,to become successful, I need
to master these three skills.
I need to know how to sell, how to market.
Well, I guess those arethe main two skills.
Yeah, those two skills, right?
Sales and marketing.
I need to know how to sell and Ineed to know how to market for sure.
So I first chose to tackle sales,so has to learn how to sell.
If you're listening to this rightnow and you don't know how to

(12:17):
sell, man, go learn how to sell.
Okay?
Go learn how to sell.
It's a very important skillthat you will always use.
You know, whether you're inbusiness or you have a job.
You need to know how to persuadepeople to give you what you want.
Okay, so I learned sales fromGrant and I had to go practice it.

(12:38):
So I chose transportation.
I became a freight broker.
Now I'm in the office booking loads,so I'm cold calling companies and
booking loads when we book a load.
We find the driver, the driver takes it.
So if you don't know what freightbrokering is, it's, let's say I call
Walmart, they have a load going from,you know, from Westminster, Maryland, all
the way to Chattanooga, Georgia, right?

(12:59):
Well, Walmart wants to move this loadfor, you know, 2, 2 50 a mile, right?
Let's just say $3 a mile.
I get the load for $3 a mile.
Let's say it's 5,000 miles.
I'm not gonna go find a driverthat will drive this load for.
Two 50.
So I'm getting paid $3 per mile.

(13:21):
I give it to a driver for two 50 per mile.
I make 50 cents per mile.
Now, you see what I'm saying?
If it's 5,000 miles, Imade $2,500 on that load.
The driver made whatever thenumber is on that load, right?
Two 50 times five or 5,000 miles.
That's like 12,500,something like that, right?
So they're gonna make 12,500 on the load.

(13:43):
I'm gonna get 2,500.
Walmart's gonna pay me 15,000.
I'll pay them 12,005.
I take 12,005.
Everybody's happy, I'm afraid, broker.
So that's what I was doing.
I was brokering loads.
I was the middle man.
Okay?
I was the middle man.
Brokering this loads betweenmanufacturers, shipping
companies, and drivers.

(14:04):
That's what I did.
I got really good at sales doing that.
Then the plan was I'll get,I'll get really good as a
middleman, as a freight broker.
Then I'll start driving my own trucks.
So now I'm driving my own trucks,but I'm also booking my own loads.
So I would book my own loadand then I would drive it.
Now, eventually I would hire adriver, put them inside my truck.

(14:25):
Then I will stay in the office andI'll book more loads, and they'll
drive, they'll drive the trucks, right?
And then I'll slowly go from one truckto two trucks, to three trucks and so on.
And then I'll start buying companiesand increasing my fleet, and also
hiring more salespeople to build mysales team, to keep booking more loads.
And then I'll step back, use themoney that we're making to then

(14:45):
buy in real estate and eventuallytransition into real estate, and then
eventually sell the transportation.
Company.
That was the plan and I was doing it.
I got my CDLs, I was driving trucks.
It was good.
Life was good.
I was following my plan.
I was learning more stuff aboutreal estate and so on, and that's
what I was doing until I stumbledinto government contracting.

(15:08):
So how I found out about governmention is a very long story.
I'll tell y'all one day.
But once I stumbled into governmentcontract, then I saw a clear
path to achieving my goals.
I saw a very clear pathto achieving my goals.
Right?
So, Desmond, what are your goals?
Well, I actually plan out my entirelife, and this is your homework.

(15:30):
I want you to plan out your entire life.
Okay?
Here's how I did it.
I said, okay, Desmond, you're 21.
You're, you're a 21 right now.
Right?
Perfect.
So what are you gonna do?
I'm like, well, at 60, I wantto be a billionaire by 60.
That meant that by 50.
I should at a minimum have a hundredmillion dollars, which means by 40,

(15:54):
at a minimum have $10 million, whichmeans by 30 at a minimum have a million
dollars, and by 20 I'm broke as hell.
So by 20 I need to figure out how I'mgoing to make a million dollars by 30.
Right.
That was the plan.

(16:14):
So I need to work my ass off andmake a million dollars by 30 years
old, like have a million dollarscash in my account by 30 years old.
Then from there, the samething from 30 to 40 half.
At least 10.
'cause if I have 10 by by 40, Ican compound that, invest that, and
possibly have a a hundred million,right, at least net worth, right by 50.

(16:38):
And then again, through compoundingand investing, I could have
over a billion dollars by 60.
You follow me?
So that was the plan.
Those were my landmarks, right?
So I'm like 18, 20 years old.
I'm like, okay, how yougonna make this money?
I.
Transportation created a plan, andI started doing the activities.
I knew that to get to thatmillion by 30, I need to know

(16:59):
how to sell and how to market.
The question was, what wouldI be selling and marketing?
And I chose transportation.
I was gonna build a companyproviding transportation services,
and then do it like that, right?
And then dumping in realestate, and that was the plan.
When I found government ing,it's like, oh my goodness.
I saw a clean, a cleaner pathto get to my goals, right?
I saw it.
It just made sense to me.

(17:20):
The government is the biggestbuyer, the biggest spender.
They buy everything.
I can leverage this to achieveall goals I have set for myself
if I can simply learn how to dobusiness with the government well.
That was the plan.
Now, okay, we're gonna dogovernment contract then.
So I literally quit my job and said,okay, we're gonna figure out how
to do business with the government.

(17:41):
Now, mind you, while I quit, Ineeded to go all in because I knew
that worst case scenario, I canmove back home to mommy's house and
stay there while I figured it out.
So I, I needed all my attention onfiguring out government contracting.
So I quit.
And when I quit.
Literally a few days later, right?
I started a new business.
It was a pressure washingcompany to wash cars.

(18:02):
So I was pressure washing com carsto make money, and it was called Wash
and Shine in Baltimore, Maryland.
So we're washing these cars andmaking money to pay our bills.
And in my free time, I'm literallydriving across Maryland and DC to learn
government contracting because if Iwas working, I'll not be able to attend
all the government contracting events.

(18:23):
And networking to learnabout government contenting.
So I needed to be free to be able to,you know, to learn the skillset, right?
So I quit the job, started washing cars,you know, in the evening time and on
the weekends and doing business hours.
I would literally go to everysingle free event about government
countering repeat ta, apex, the SBDC.
I'm going everywhere to learnabout government consciousness.

(18:44):
'cause the governmentoffers free training, right?
And doing business hours.
So I had to be availableduring business hours.
So I would go to all these differentevents to learn about government coning.
Now, as I was doing that, I waswatching all the YouTube videos.
There were not that many, but Iwas, I bought all the books, man.
I bought everything, everything.
Government consciousness.
I was buying.
I was attending this stuff, butI was so lost and so confused.

(19:06):
It was great information, but Ididn't know how it all came together.
Right.
It was like, Hey, dothis, do this, do this.
It's okay.
What's step one?
What's step two?
That was not there for me.
I was confused.
What I did was I had a businessdegree, so I took my business
degree, went and got a job.
I.
I only got a job for a consultingcompany that had won billions of
dollars in government contracts.

(19:27):
Billions of dollars, right?
So while working there, I learnedhow everything came together.
Mind you, I already hadall the information, but I
didn't have the sequence.
Sequencing is very importantbecause if my sequence is 1, 2, 3,
4, 5, I will get there faster thanyou 'cause, matter of fact, yeah.

(19:48):
If you need sequence, because if thesequence is 1, 2, 3, 4, 5, but your
sequence is 5, 4, 3, 2, 1, it might takeyou longer to figure it out versus me.
That's straight.
1, 2, 3, 4, 5, you follow me?
So I had to learn the rightsequence of steps to take.
So in the process of me doing thatwhile I was working for the company

(20:09):
and that's now learned the sequence.
Once I understood the sequence, I quit.
And then.
Literally my first bidthat I ever submitted.
Once I understood the sequence, I won.
Yes.
My first ever bid submission,I won the contract.
Now mind you, I went really lowbecause I could do the project.

(20:33):
The project was to docarpet removal, right?
I was a carpet removal project where we,all we had to do was go to this pharmacy
was a, was a, um, it was a pharmacyin, uh, I'm not, it was in Maryland.
It was, it was a pharmacy there,like it was a government facility.
It was like, it was a government hospital.
And inside the hospital onthe, on the first floor, they
had a pharmacy there, right?

(20:54):
So we had to go in there and pull allthe carpet off and replace the carpet.
So I literally went to the site visit.
I saw it.
There were a lot of people there.
I was asking them questions.
Hey, you know how, like,what, what are you asking?
The price?
Like how, how do you price this job?
What about this?
What about that?
I was just asking questions.
I didn't know anything, right?
So I'm asking questions.
They obviously didn'ttell me anything but.

(21:16):
I said, well, you know, I canphysically go do this project.
I can pull this carpet off.
I can go buy the carpet andI can lay this carpet down.
'cause it was very simple.
I had to move some cabinets around andjust, it was just pull the carpet, get
the adhesive off, and then put a newadhesive and lay a new carpet down.
That was the project.
And literally after going to the sitevisit, I went to YouTube and watched

(21:38):
videos and that's how I knew I had justpulled the Carrol off and do these steps.
Right.
So not knowing that I said yo.
I can do this by myself.
Worst case.
So I put my numbers together.
I submitted the bid boom.
I submit the bid a few dayslater 'cause it was fast, right?
If you probably like about abouta week or two they emailed me.

(21:59):
That's man, your company hasbeen awarded the contract.
I said, for real.
Let's go.
Right?
So, and mind you, when I submitted thebid, my profile was not completed yet
inside the database, the SBDC database.
So, 'cause it wasn't completed, theysaid, you gotta com complete your
profile first and send me your insurance.
And they sent send me 3D references.

(22:19):
I was like, references, I'mgonna reference this, right?
So I'm like, oh my goodness,I won the contract, but I have
no insurance, no references.
The game was on.
Next step was to get insurance,so I started calling insurance
companies, end up getting insurance.
Same day they sent it to me.
Perfect.
They was all about the references.
I didn't have references.
What did I do?

(22:40):
I literally went to Craigslist.
I went to Craigslist.
And on Craigslist, I found somebodythat did carpenter removal and I
said, Hey, I'm gonna hire you forthis job, but I need three references.
They gave me three references.
I called the reference, say, Heylisten, I'm working with Jose.

(23:01):
Name was Jose.
I'm working with Jose on this project.
And Jose said that you are his references.
He said, yes, he did a great job.
I vouch for him.
I said, perfect.
Now, because I'm workingwith the government.
I'm a company and thegovernment is my customer.
I need you to vouch forme to the government.

(23:22):
If you vouch for me, I can then hireJose to help me do this project.
He said, okay.
Well, all three them said, okay.
Two of them, the governmentcalled, two of them.
They vouch for me.
Perfect.
When the governmentcalled the third person.
The third person was confusedand didn't know Desmond, right?

(23:45):
The third person knew Jose,but he didn't know Desmond.
The government emails me says, Hey,I spoke to two of the references.
They said everything was good.
The third one said he didn't know you.
I said, what?
I said, one second.
I called him, yo, what are you doing?
Da da, bro.
He's like, oh my God.

(24:06):
I like, yeah, man, you saying it wrong.
Say it like this.
I called the government back.
Hey, government misunderstanding.
We changed company names.
He know it was me.
So yeah, just call him again.
Who will vouch perfectgovernment calls him back.
He vouches for me.
All three of them checked out.
I get the contract, nowit's time to do the project.

(24:28):
I call Jose, right?
I say, Jose, do you wanna do this workor you just wanna, you know, let it go.
So I said, okay, perfect.
So now, Jose, right?
So.
I call Jose and Jose says, um,who did the project with me?
Perfect.
So we go to Home Depot.
We then go ahead and hire somepeople from Home Depot and some

(24:48):
people from um, from Jose's team.
We hired them.
And my boy Danny, Danny comes with me.
We go to the projectand we do the project.
We pull the whole carpet offand was phenomenal, right?
We did a great job.
After we did a great job, theycame down to check this out.
'cause the first thing we didwas we pulled all the carpet off.
We spray adhesive, adhesiveremover everywhere.

(25:08):
After we did the adhesive remover,we then, uh, let it sit for a little
bit, and then we started scrapingeverything off with scrapers.
We scraped off all the adhesive, buffedthe floors, pulled the carpet off
right, and then lay down new carpet.
Right.
Then it was a weekendproject, got everything done.
We invoiced the governmentthe following day.
The, uh, after three or fourdays after, after we finished the
project, we invoiced the government.

(25:30):
We got paid.
Everybody was happy.
I was like, yes, firstgovernment contract complete.
Right.
So that was the first project.
Then we went on to win multipleprojects, and then what happened was
I quickly realized that it's hard.
It would be hard to win largecontracts because I was still
brand new to this space.
I didn't have that many references.

(25:51):
I didn't have that big of an insurance.
That much past performance,I didn't have that.
I quickly realized that.
For me to get to the next level,I would need to partner with other
businesses to win bigger contracts.
And that's, I had an idea.
I said, I'm gonna use my coldcalling skills that I learned from
being a freight broker to call thesecompanies and work with them today.

(26:14):
We call that the middleman strategy.
Back then, it wasn't middleman strategy,it was just, I'm just trying to be smart.
I'm just trying to findways to make money.
Right?
So I would now find contracts.
I would cold call companies.
Hey, my name is Desmond Acha.
I have an opportunity, you know, inthis location for X, Y, and ZI would
love to work with you on this contract.
Are you interested?

(26:35):
They'll say, yes.
Someone would say no and so on.
But that led to me, you know, working withall these different businesses because
they were the ones that were experienced.
Over me.
They were the primary andI was the subcontractor.
I did all the paperwork, I did allthe site visits, I did every, all
the paperwork, everything right.
And then I'll put their name on thecontract and they would win the contract.

(26:55):
And when they won the contract, theywould hire my company as a subcontractor.
Then me and Danny would go out thereand become the, just be extra hands,
just literally just extra hands.
Like, Hey, what you all need to do, right?
So we were subcontractors workingthese projects as subcontractors.
We did that and won a lot ofgovernment contracts doing that.
We went to make a lot of money,and the best part about it was I

(27:17):
didn't have to provide any insuranceand any paperwork, no references.
I was literally just an extra employeeon the prime contractors company and
we make a whole bunch of money andeventually what happened was I was
like, yo, Desmond, these companieswere like, yo, we're paying you all
this money and not really do nothing.
Why didn't you just teach us how to do it?
I was like, oh.
I can teach this stuff now.

(27:38):
So that's when I transitionedinto being a consultant.
'cause I was like, okay, wellI'm winning these contracts, but
like I'm not really doing much.
It's all their information.
I'm just presenting themin the best possible way.
They're winning.
Well, let me just their mask in theoffice and just help them win and just
not have to go out there and do work.
Right?
I said, okay, that makes sense to me.

(27:58):
So me and Danny went to the office.
And just started workingfrom the office to kept.
I kept on cold calling these businesses.
I'll cold called them.
We find clients, we help'em through the process.
You pay commissions, everybody made money.
And then the pandemic happenedright when the pandemic happened.
Oh my goodness.
I wasn't home and I was, I was at home.
I, the pandemic happened.

(28:20):
I was on an app called Clubhouse.
Talking about government contracting,and that's when I realized I knew
a lot more than most people becausebefore, prior to the pandemic, we
were mainly cold calling businesses.
I wasn't really creatingany content on social media.
I really wasn't.
I didn't have any courses.
I didn't have anything.
I was just talking about government.
I was just, uh, cold calling businessesand working directly with them.

(28:42):
Nobody knew who I was.
That's all I did.
Boom, pandemic happened.
When the pandemic happened, I wasin an app called Clubhouse, talking
about government contracting.
I'm talking about governmentcontracting on the app called Clubhouse.
And I looked down in the audienceand there were like over 2000
people in the room listening tome talk about government ing.

(29:02):
And I got so many dms, so manymessages that day, Hey, teach
me, teach me, teach me, teach me.
I said, oh my goodness,I got something here.
And that's, I said, yo,I'm gonna create a course.
Right?
So I created a course forgovernment contracting.
And then now, right?
Me cold calling businesses,I became a magnet.
So I started creating a course,started creating content.

(29:24):
People started reaching out tome, buying my courses, asked me
to help them with government T.
And before we knew it, we had afull blown consulting business where
we're helping businesses and to themarket and win government contracts.
We've sold over 5,000 people intoour program, right into our courses.
They've bought our programs, boughtour books, they've bought our, you
know, everything that we had, right?

(29:45):
We trained them, we taught them.
We had coaching calls,we had support calls.
We did, we wrote proposals for them.
We literally did everythingfor these clients, right?
They went on to win contractsafter contract after contract.
We have so many differenttestimonials after lost count.
Okay?
And ultimately.
It got to the point where that wemade, first of all, we made millions

(30:05):
of dollars just helping businesses dobusiness with the government, right?
I was able to achieve my goals formaking a million dollars by the age
of 30, and now we're on track tomake obviously 10 and more, right?
So.
Help all these businesses, all oursystems started to break because we had
way too many people going through oursystems, going through our organizations.
It was just, was very unorganized, right?
We, we, we were literally scaling chaos.

(30:28):
I didn't even like that.
So I took a two year break.
To boot my software.
So I literally boot a fully custom, afully custom software that is designed
by government contractors for governmentcontractors because, no, this, um,
because before what happened was.
We get, we, we had, we had a CRMthat managed all our clients.

(30:51):
Then we had a CRM that, you know,managed all our clients' projects.
Then we had another tool like Slackwhere we had all the communication.
So watch this.
We had A-A-C-R-M that had justlike all the leads inside, right?
Then we had Slack where wecommunicate with channels.
Then we had Clickup, then it was Asana.
We had monday.com.

(31:11):
We had, we had literally three differentplatforms just to manage our business.
The CRM for leads, slack forcommunication, and then Asana and
clickup for project management.
And whenever something break.
Everything broke.
It was three differenttools that was unorganized.
This platform was not communicatingwith this platform, this not

(31:32):
communicating with this one.
If something here breaks, itbreaks This one over here.
It was freaking chaos.
Right.
I was like, yo, you know what I.
Let's time out, timeout, time out, time out.
This is too much.
Let's build a, let's build oneplatform that had everything in one
place before we start scaling again.
So for the past two years,we built our software, right?

(31:53):
It's called Gha, G-O-V-A-C-H-A.
We built a software, we justlaunched it recently and that's
why it came out of hibernation.
And I am launching the podcastbecause need to obviously
start marketing again, right?
To start promoting talk by governmentcontenting to help build the platform
and grow the platform becausethe platform is truly amazing.

(32:13):
And honestly, I'm gonnagive you guys a free trial.
So go in the niche shownotes, go to gache.com/free.
And you'll be able to actually no, yeah.
gache.com/free
and you'll be able to do a free trial,you know, on the platform and, um,
and just login in, you know, and yeah,matter of fact, not gache.com/free.
Go to gache.com.
Actually do free yeah slash free.

(32:35):
Go to gha.com/free,
GOV aach hha.com/free.
You can do a free trial to the platform.
You will love it.
Inside the platform, there's a community.
There's different industry groups.
There's um, there's curriculumwhere I teach you everything.
You can actually find contractsdirectly through the platform.
There's just, there's support,there's resources, there's

(32:57):
templates, there's coaching calls.
Literally log into theplatform, you will love it.
It's literally one place wherewe can literally help you do
business with the government.
And the good thing is youonly need to get help.
Like you literally only need to get help.
You can just log into theplatform, use the platform to,
to do your business, right?
And the best part is you have a fullproject management dashboard and
there as well that is specificallydesigned for government contractors.

(33:20):
So go in there, check itout, you will love it.
So.
That's where we're at.
That's literally, I, I just broughtthis up to speed from when I just
came to America all the way up to now.
So quick recap, right?
Came to America in 2000 and um,and six when I was 11 years old.
Middle school, uh, high school, playedfootball in high school, played college

(33:40):
football as well all throughout, youknow, school and college and high school.
I was, I had different businesses.
I had snow stand.
I had, uh, snow removal, landscaping.
I sold hair like wigs, extensions.
I did Forex.
I did uh, I tradedcurrency, which is Forex.
I did e-commerce too.
Yeah, I did eco, I diddrive shipping, e-commerce.
I, um.
Did literally everythingright and then eventually, uh,

(34:03):
started a car wash business.
After, after, after quitting my job,well, after college, I then did my
transportation thing, became a freightbroker, started to drive trucks,
eventually stumbled into government ing.
Quit driving drugs, learned aboutgovernment ing, couldn't figure it out.
Went and got a job figured out.

(34:24):
Government ing started withmy own government contracts.
That transitioned into me partneringwith these businesses to win
bigger government contracts.
And then that led to me beinga consultant, consulting these
businesses to win government contracts.
And then during the pandemic, peoplestart, I was on an app talking
about government contracting.
People started, I went,I guess I went viral.
People started reaching out to me toteach them about government contracting.

(34:46):
I created a course, started teaching them.
We had over 5,000 businesses dobusiness with our organization.
And then all our systemswere constantly breaking.
So I took a time out and built a softwareto help businesses with government
contracting, and then now we are here.
So that's how I got here.
Right?
And by the way, all throughout allthese obstacles, all these, no.

(35:09):
Throughout all this entire journey, right?
There were so many obstaclesand lessons learned.
Oh my goodness.
There were so many obstacles that, that wewent through to get to where we are today.
Mind you again, like working with5,000 businesses is not easy.
Okay.
From a marketing perspective,having to market Facebook
ads, content creation, right?

(35:31):
And then systems operations,hiring people, firing people.
You know, KPIs, training, workingwith clients, fulfillment,
expectations, systems.
Oh my goodness.
Payroll, overspending.
I lost so much money.
Oh my goodness.
I lost so much money because I had theexpectation that I had to this start

(35:54):
my mind that, you know, you gottaoverpay people, like from or from a.
I lost a lot of money onpayroll because I was naive.
I didn't know any better.
I was paying people way morethan they should be getting paid.
I had like, I had like all theselike, uh, these employee packages.
I had like 50 days off.
You, you can like take, takedays off paid, uh, paid day, PTO,

(36:18):
paid days off, give vacations,gave bonuses, paying top dollar.
Had, you know, insurance, dentalman, I had the biggest offices.
Oh man, listen.
I took my licks.
I took my licks, man.
That's why I'm saying like, youknow, this podcast is gonna be really
cool because I'm gonna be able to,uh, reflect on my journey, right?

(36:41):
On how we got here, right?
And then how we obviously are gettingwhere we're getting to now, because
again, I've learned a lot, andagain, a lot of my lessons learned.
Came from me working with a lot ofbusinesses because I've worked with
businesses that are just in thebeginning phases just getting started,
and they need literally handheld.
I've also worked with businessesthat are already super established

(37:03):
and they already have the systems,the resources, the money, and they
just need to submit more bids.
I've helped clients win large contracts.
Win small contracts.
Clients have lost contractsnavigating those things as well.
Clients have one contracts andcouldn't fulfill it, and then we had
to communicate with the governmentthat we couldn't fulfill it.

(37:23):
Hmm.
Those were interesting conversations.
'cause like when you work with me, right?
Like in my highest levelpackages, I'm hands on with you.
I literally rolled my sleeves up.
I get in, I'm hands on with you, right?
So clients will call me, yo Desmond,I have a meeting with the government
tomorrow about X, Y, and Z.
Can you join?
I'll literally clear on my calendar andI'll be on that meeting with them because

(37:45):
they don't know what to say or what to do,and I want to go on this so I can learn
also, but also use my expertise and whatI know about government counseling to help
them navigate this the best way possible.
Like one example was.
Client won a multimillion dollar contract.
It was a staffing opportunity andwe couldn't, like, after winning the
contract, we're not able to staffthe people because the government

(38:06):
had a very long onboarding process.
'cause they had to go throughbackground checks, security
clearance, all these different things.
Right.
And because we priced thecontract so competitively, it
would take about 60 days or so.
For the person to be fully staffedand actually start getting paid, but
because we charge, we, we, we hiredthe person at a very competitive rate.
The employee that we hired didn't have60 days to wait before they got paid.

(38:30):
So we'll hire somebody.
We say, Hey, you know, start theonboarding process, let get you
credentialed, background checks,all those different things.
And because the government wouldtake so long, the person would say,
listen, I cannot keep waiting foryou guys to like put me on the job.
I quit.
Like I'm gonna go somewhere else.
So we'll place somebodyand then they'll back out.
'cause the government took too long.
So we told the government, yourgovernment, your process is too long,

(38:53):
man, you do like, it's too long.
Everybody would bring, keeps backingup because of you, you know, so.
Through going back and forth with them.
We eventually, this, they tried threatenus, well, we can cancel the contract
and give you a bad C par reviews.
I'm like, yeah, but it's not my fault.
I'm placing the people, but becauseof your process and your long

(39:15):
process, they're quitting on you.
What do you want me to do?
So went back and forth, back and forth.
Eventually, we convinced thegovernment to increase the
value of the contract because.
If they were to cancel the contract,it will cost them more money because
when they cancel the contract, now thegovernment's, you know, customer is

(39:35):
not getting the people that they need.
'cause they're already behind becausethey're waiting on us already.
Right now, the customer that they'reworking with is not getting the, the
hospital that they're working with isnot getting the people that they need.
And also when they repost it, it has to gothrough more administrative hours of like.
Posting it, evaluating all the bids again,then rewarding it and go through the same

(39:57):
process again since we're already here.
Just increase the value of ourcontract and our people will stay.
It took, after that conversation,took about three weeks, the email
was saying that it's been approved.
Right.
Then increase the value of the contract.
Yes.
This is what we did right after theincrease the value of the contract.
We literally called the runner up companythat, that, that came in second place.

(40:21):
And, and hired them as our subcontractor.
And then they went and did the entireproject and now we're just getting paid
every single month on the contract.
Still to this day.
But this was like, thiswas, uh, two years ago.
It was a five year contract.
Right.
So lot of lessons learned.
Right.
So that's who I know for a fact.
I am super qualified to be teachingyou how to win government contracts.
Alright.
So overall, a lot has happened over thepast, you know, almost a decade now of us

(40:45):
learning, me learning about this industry.
And getting into it, just diving intoit, you know, can't figure it out.
Eventually figuring it out, winning myown contracts, finding a better way to
win my own contracts, you know, 'causeagain, you can win contracts, you know,
by yourself and you know, you, you wina 20,000 contract and a 30, then a 40,
then a 100, then a one 20, and so on.

(41:08):
That's too slow for me.
I wanna go for a million dollaropportunities, but I didn't
have the resources, the pastperformance, the capabilities to
win the contract of that magnitude.
So the only way to I could have donethat was to partner with businesses.
So I became, you know, a quote unquote,I guess a, a, a project manager.
I would find these contracts,work with these companies.

(41:29):
I will let them be theprime and I will be the sub.
Now, today, right as I'mrecording this video.
There's a thing out there calledthe middleman strategy, right?
Where people are essentiallyfinding contracts.
Calling a company, getting a quote, addingtheir profit on top and submitting the
bid, and then when they win, they hirethe sub and they can do the project.
That's fine, but that's not gonna workfor a multimillion dollar deal, right?

(41:51):
For a multimillion dollar project.
That is not gonna work.
It's just not gonna work for that, right?
Because it's too large of a contractand because it's such a large contract.
You are somewhat responsible todo some of the work, 'cause if
not, it's a pass through charge.
Okay, so we're gonna be talking about a,like, we're gonna be, uh, demystifying
a lot of things about governmentconducting all throughout this podcast.

(42:11):
And again, this is the first episode.
Let's not make it two.
We're already what we are, 42minutes into it already right now.
About 40 minutes intoit already right now.
So.
Let's go and, and wrap this up, right?
So overall, okay guys,this is the first podcast.
I'm gonna be sharing a lot withyou guys over this, over this
storm, throughout this podcast.
So again, make sure you subscribe.
This was just to let you know thatlike this was the first episode just to

(42:34):
show you how I got here today, right?
To also let you know I'm very qualified.
To be talking about this thing calledgovernment ing, and if you want to
learn more about, you know what we do,go to the government contractor.com.
Very simple domain name, thegovernment contractor.com.
If you go there, that's our hub.
I.

(42:54):
On that hub, you'll learneverything about what we do.
You can also check outour software@gocha.com,
G-O-V-A-C-H a.com.
My YouTube channel, DesmondAcha, Instagram, Desmond nacha.
You'll find me.
I'm gonna include all these linksinside the show notes, okay?
Make sure you subscribe to thechannel, like the chant, like
the video, like the channel.

(43:15):
Subscribe to the channel, leaveme a comment, leave me a review.
Let's get this.
Let's, let's get thispodcast up and running.
And most importantly.
You got to share the show, okay?
Don't be a hoe.
Share the show.
I probably shouldn't havesaid that, but share the show.
Okay?
Share the show because there'ssomebody out there that will benefit
significantly from this podcast,and there's somebody out there that

(43:38):
is not gonna become who they needto become until the hear my voice.
Okay?
So share the show.
And of course, subscribe to the channel.
Now, your homework, okay?
Your homework is to design your life plan.
Ask yourself when you're 70,when you're 80 years old, what do

(43:58):
you want your life to look like?
This, because if you, if you design yourlife at 60 or 70 or 80 years old, right?
You can then reverse engineerit and say, okay, listen.
If I'm going to be a billionaire by60, that means by 50 I need to be at
least by here, by 40, by here, by 30, Ishould be here at 20, I should be here.

(44:19):
Then all you need to do is figureout how to go from 20 to 30.
Go from 30 to 40, 40 to50, and so on, right?
And the beautiful thingabout doing this is this.
You can now say, okay, if my goal isto be a billionaire by 60, by 70, by
80, what opportunity would I need topursue to make sure I get to that goal?

(44:40):
You follow me?
So now let's say I wantto be a billionaire by 60.
Well, it would probably not makesense for me to say, I'm gonna do
drop shipping because drop shipping isnot gonna get me to a billion by 60.
So, because you have a, you have a lensnow, like that's your lens of like,
because you design your life, you.

(45:01):
You not have the lens toqualify each opportunity.
That's why when I stumbled intogovernment contracting, I was so
convicted that this would get me toa billion dollars transportation.
It could but be a very hard battle.
You follow me?
I'll need to have thousands of trucks,thousands of employees, lot of payroll.

(45:26):
With government contracts.
I can win a hundredmillion contract tomorrow.
I.
Just by simulating a bid and puttinga good proposal together, then
hiring subcontractors and managingthe project, then do it over and
over and over and over again.
Build a multi-billion dollar company.
Sell it.
Cash out, dump it in withestate and boop, billionaire.

(45:46):
So when you design your entire lifeplan, you can reverse engineer to
where you are today and ask yourselfwhat steps you need to do today
to get to your first milestone.
So I like operating in,in, in decades, right?
So, excuse me, I'm givingmyself essentially.
Four, uh, four decadesto be a billionaire.

(46:09):
Four decades, right?
The first decade.
Figure out a million second decade, figureout 10, third decade, figure out a hundred
fourth decade, figure out a billion.
So all I need to do right now is figureout how to make $10 million by age of 40.
I'm 30 years old right now,and trust me, I'm gonna do it.
I'm so close already.

(46:29):
So I'll, I'll like, this isthe best part too, right?
I made my first million at 27years old, so I'm three years
ahead of my initial milestone.
That does not mean I chillout for the next three years.
No.
Or that does not mean that I moved the,the, the milestone a little bit forward.
No, the milestone wasstill figured out by 30.
So while, yes, I'll probably make $10million this year, that does not mean that

(46:54):
I moved my 40 year milestone to 30 No.
It is gonna stay there.
I'm gonna keep working as if Ihaven't made $10 million yet.
That way, by 40, if I've made $50million by 40, I'm ahead of schedule,
but just because I'm ahead of scheduledoes not mean that I move the goalposts
forward, keep it there, and keep running.

(47:16):
Keep it there and keep moving.
Keep worrying.
Worry about the next goal.
Now you see, see what I'm saying?
The overall goal is this by 60.
I'll be a billionaire for sure,because I'm not gonna stop.
I know what I need to doto get to the next level.
I found my vehicle.
I'm boot my systems to getto the billion dollars.
And that's why I'm saying that whenyou design your life plan, you now

(47:38):
know what step, what opportunity, orwhat business you need to start that
can for sure get you to your goal.
Because if you're constantlychanging different industries,
you do drop shipping today.
It tomorrow, construction next week,uh, airdrop, whatever it is, right?
You're doing differentthings every single year.
It's gonna be hard for you to get toyour goal, but if you just sit down
and say, Desmond, what do I want?

(47:59):
What do you want to achieve?
And you design your life plan.
Now you have a filter.
You have a lens.
To qualify every opportunity through.
Because now, okay, if somebody says,Hey, you know, let's do crypto.
Ah, eh, not gonna get me to a billion.
I mean, it could, butlike, that's not for me.
Hey, let's, let's do, um.

(48:20):
Let's go buy and sell cars.
Can I get to billions buy and sell cars?
Eh?
Probably not.
Sorry man, I ain't doing it becauselike you want to put all your energy
in something that will get you to whereyou need to get to versus spending.
Because think about it,whatever you decide to do,
it's gonna be hard regardless.
You're gonna spend the first threeyears going through the pain and
trying to figure it out, and then thenext two years of actually figuring

(48:43):
it out, but still not fully thereyet, after around year five and six.
That's when you really figured itout, and that's when you start seeing
the money that you really wanna make.
But people think that when theystart something today, they'll
get big results tomorrow.
Now granted, it's definitely possible, butthe reality is there's a buffer period of
where you're learning the industry, right?

(49:03):
It's like you, you're paying your dues.
Those first five years, youreally paying your dues.
I paid my dues duringthose first five years.
I went through hell and backto get to where I am today.
And now we're on the other side ofthat, about to go on a full sprint
forward towards that $10 milliongoal, then to a hundred and so on.
And the beautiful thing is this, right?

(49:24):
The way I'm setting up thecompany is fully designed
to get to a billion dollars.
That's the best part.
When you know what your goal is,you design your entire life plan.
You can put things in place today thatyou're not gonna see the benefit of until
five years from now, 10 years from now.
For example, building the software.
What's not for today, it's for year 15.

(49:46):
When I have thousands of people insidethe software, I can then now partner
with you to win big government contracts.
Matter of fact, while we're on that topic,lemme tell you about the goals, right?
So I.
There's five.
There's five goals, okay?
There's five phases to getto a billion dollars, okay?
Phase one is to help overa million businesses do

(50:07):
business with the government.
How are we gonna do that?
By using the software?
If we add over a millionbusinesses, lemme matter.
Let's just say a hundred thousandbusinesses, a hundred thousand
businesses into this platform, right?
Well, first of all, a lot of impact.
That's the first thing.
So.
That's with the software.
That's very doable with the software.
It's extremely difficult to help thatmany businesses without your own software.

(50:30):
So step one, help over a hundredthousand businesses enter the
government market with our software.
Phase two, we're now going topartner with these businesses to
go win big government contracts.
That's phase two.
Now, how can I partner with thebusiness if I don't have my own software
to make it easy for us to partner?

(50:51):
And even at that partner with themat scale, if let's say I have 100
partners, how am I going to manage ahundred partners without having my own
software tool to systemize everything?
Very difficult.
And that's why the software wasvery important if we're gonna
get to the billion dollars.

(51:12):
So phase one, help a hundredthousand businesses enter the
government market, phase two.
Partner with these businesses towin these government contracts.
Phase three, go to the government myself,win the a hundred million dollar contract
and distribute it to my community ofsmall businesses as my subcontractors.
So now I literally go win ahundred million dollar contract.

(51:35):
I go in the software, make it post inthe community, Hey, I got this contract.
I need this, this, this,and this, and this.
Send me a capability statement.
I will have thousands of peopleinterested in working with us, then my
team can now sift through that and hirethe small businesses and place them.
And that's actually a really strongvalue proposition in my proposal, because

(51:55):
I'm gonna say government, I'm not justcoming to I'm, I'm not just bid this
with five, you know, subcontractors.
I have 100 subcontractors linedup, super qualified, ready to go.
You follow me?
Boom.
Government give us the a hundredmillion dollar contract, billion
dollar contract to give it to us.
We sub it out to our community.

(52:16):
We work together to obviouslygrow the, fulfill the contract.
That's phase three,phase four acquisitions.
We now start buying companies andbringing them to the government market.
We now go buy an IT company, buy aconstruction company, healthcare staffing
company, healthcare IT company, right?

(52:37):
We start buying these big companies andbringing them to the government market.
Now we have a portfolio of bigbusinesses all pursuing big
multi-billion dollar contracts andthen subbing it out to our community.
You follow me?
That's phase four, phase five.
Expanding.
How do we expand?
We now strategically positionourselves in different country, in

(52:58):
different states and countries too.
One in California, one headquartersin dc, one in Florida, one in Texas,
one in Georgia, one in Boston.
I.
You follow me?
Now, we have locations all acrossthe country and also internationally,
all taking care of different regionsin the government marketplace.
'cause mind you, the government spendsbillions of dollars every single year.

(53:23):
If I made $25 billion thisyear from government contin,
it will not impact them.
At all.
I'm simply building the platform,the systems to be able to
support that kind of growth.
You follow me?
That's phase five is havingdifferent locations all across the
country and phase six we go public.

(53:44):
Yes, we go public.
We now become a publicly tradedentity on a New York stock exchange.
And guess what?
Billionaire.
Billion dollar company, and that'show we get to a billion dollars.
This is, here's the crazy part though.
Here's the best part.
We cannot do this without you becausephase one help a hundred thousand
businesses enter the government market.

(54:04):
Because by you, by us helping you enterthe government market and win these
contracts, we can now partner togetherto win more government contracts.
And this is the number onelesson I've learned after working
with all these businesses.
The only way to truly grow inthe government market is to
partner with other businesses.
That's the only way to trulygrow in the government market,

(54:24):
because you cannot do it alone.
You can't, you are unlimited.
The bigger the opportunities are, themore, the more you need to subcontract.
Like if I win, if I win a hundredmillion dollar contract today, well
first of all, the government's gonnamandate me to hire small businesses
as part of the subcontracting plan.
Full stop.
That alone should tell youthat you cannot do it alone.

(54:47):
You follow me?
So you need to sometimes borrowcapabilities from other businesses
to increase your value proposition.
So phase one is to bring all thesebusinesses into one location, and
then we can now partner with eachother to pursue larger contracts.
And it's not just about Desmondpartnering with them, other community
members can partner together.

(55:09):
Literally, we've done that already.
Like for example, one of ourclients won a $23 billion contract.
Yes, right.
Literally a $23 billion contract.
They won the opportunity.
They called me and said,Desmond, I need subs.
What did I do?
I went into my Rolodex.
I found all my best clients that werevery qualified to this kinda work.

(55:32):
I introduced them to the companyand now they became subcontractors.
With that client of ours.
So you can't do it alone.
You really can't.
And I've not seen a platform likethis that is designed to really bring
everybody together in one location.
It's like a town square.
I've literally created a townsquare that we can all collectively

(55:53):
come on here and work together on.
And do business with the government.
And I cannot wait for you to experiencethis platform because it's literally
gonna change the way you do businesswith the government because it'll give
you all the tools and resources all inone place and allow you to systemize
your business and get to the next level.
And that's why I had to start thispodcast because I need my voice to go.

(56:15):
Everywhere.
I need you guys to sharethe message, right?
Share the message.
Do a free trial.
Join the platform.
Let's work together,because think about it.
If I'm able to go in that$20 billion contract.
Who are my subs?
You are my subcontractors.
You guys are people thatcan be doing the work.
I'll be working with youto fulfill this contract.

(56:36):
I'm good at paperwork.
I'm good at closing the deals.
I'm not good at being in the field.
Well, I can't, I don't like it.
I don't like being in the field,you know, doing the physical work.
My, I'm better, my strengthis using my brain, right?
Some other strength mightbe using their hands.
I use my brain, you mightuse your hands, right?

(56:56):
You, you, you're the expertin whatever it is that you do.
Allow me to put the proposals together,submit the bid, and win the contract,
and hire you as a subcontractor.
That's one way, but I can alsoteach you how to do what I do.
You follow me?
So let's work together.
Let's make it work.
So overall guys, we're now officiallyan hour into the podcast right now.
We are 57 minutes into it right now.
So.

(57:17):
Whoa, what a first episode.
But overall, your, your, your, yourhomework is to first subscribe to the
channel, find me on YouTube, DesmondAcha, D-E-S-M-O-N-D, last name a CHA, find
me on Instagram as well, Desmond Acha.
Check out the website is going tobe the government contractor.com.

(57:39):
And you also want to checkout the software, which is
gocha, G-O-V-A-C-H a.com,
and most importantly.
You wanna buy the book?
Get the book.
Okay.
The book is titled TheWinning Government Contractor.
It's on Amazon.
Go to Amazon, type in thewinning government contractor
and you will find it there.
You can also go to the website,the government contractor.com,

(58:00):
and you'll find the book there as well.
But overall, this is episode number one.
I truly hope you enjoyed it.
I look forward to seeing you back onthe next episode where we talk about.
Something else.
Alright.
I appreciate you guys for listen.
If you listen this far, Igenuinely appreciate you.
Make sure to hit that subscribebutton, you know, save the podcast,

(58:20):
share with somebody, and make sure toshare the podcast because this podcast
is only gonna grow if you share it.
Tell somebody so thatthey can tell somebody.
They can also tell somebody, and before weknow it, we have everybody on one platform
doing business with the government.
Okay?
Make sure to get your free trial.
That's my gift to you fordoing the podcast today.
I really appreciate you guys, andI will see you on the next one.

(58:42):
Thank you so much.
Let's go.

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.css-14f5ked{margin:0;word-break:break-word;display:-webkit-box;-webkit-box-orient:vertical;box-orient:vertical;-webkit-line-clamp:2;overflow:hidden;}1. The Origin Story: How I Built a Government Contracting Empire