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O P I N I O N
Says ‘Gridlock Sam’ Do whatever it takes to get your foot in the door, and then keep your foot on the gas pedal if you want to compete in a big market.
H ad I known in 1995 what I know now, I wonder if I would have started my own company; in any event, I made the right choice.
Government work in NYC was pretty much out of the question for a one- to two-, then five-person firm. Set-asides for minorities and women were quite high and the big firms used the MBE/WBE/ DBEs for their subs. Whenever I approached a prime to team the answer I got back was the same. “We’d love to include you but we need to fulfill our set-aside goals so there’s no room for you.” Clearly I needed a business plan that did not count on the public sector. Private sector work has no such requirements. To break into that market I built on my history as an NYC traffic commissioner and chief engineer. I emphasized my know-how, know-who, and know-what to do to expedite the process mainly for developers. Twenty years in the government sector gave me an edge. My second selling point was that the client would get the CEO in attendance, not a staffer,
for agency meetings, legislative hearings, and community outreach. For the first few years I billed 40-60 hours per week to projects and another 20 or so to marketing and administration. “I emphasized my know-how, know-who, and know-what to do to expedite the process mainly for developers. Twenty years in the government sector gave me an edge.” Thirdly, to get my foot in the door, I guaranteed my fee would be at or lower than the competition’s. Private clients will often let you know if your fees are a bit high if they want to
Samuel Schwartz
See SAMUEL SCHWARTZ, page 8
THE ZWEIG LETTER February 13, 2017, ISSUE 1187
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