OSBP Webinar Preparing for Matchmaking Industry Days With NASA

0:00 Speaker 1: I've been in business for 60 years. I don't know how well you know us, doing space systems, mission ops, digital engineering. I'd welcome the opportunity to discuss where Teledyne can help fill gaps or increase competitiveness on upcoming markets. And it doesn't have to be that lengthy. It can be a lot quicker than that. But remember the who, the what, the why, and where can we play? Ask a question. And one reminder, remember, I am in business development, and so I'm doing what you do every day to grow Teledyne Brown Engineering.

0:34 Speaker 1: I'm doing exactly what you do every day. All right, so have your supply business calls. I know that sounds trivial, but you would be amazed how many people have showed up at a matchmaking or an industry day event or nasty outreach events, and they don't have them. You know, things do happen. It's okay. But be prepared. I always try to keep a stack in my car because you'll almost likely be driving yourself to an event. If you have them in your car, you can go out and get them. If you have a conversation running to somebody's grocery store, you can run out and get them, run it back in, as I go back to the grocery store example.

1:14 Speaker 1: But it's true. Have some in your car, and I think you hopefully will always have some with you. Being prepared. We're going to get in a little bit more your research. You have to do your research to be prepared for that matchmaking event. We want to have knowledge about the corporation, the organization. When you're matchmaking, you're provided a list of companies. We've talked about that earlier. Organizations you are planning and organizations or you're planning to meet with. I don't like this phrase, but I got to say it.

1:46 Speaker 1: Do your homework. Google the company. Understand their core capabilities and where are their synergies between your company and our company that you're meeting with. Share people that you know in the company, relationships, friends, neighbors. Could be somebody that recently retired, but you know them. You don't know how long the person sitting you're talking to has been with the company. They may know them very well. So that's where you're fostering and kindling that relationship with the person that you just met.

2:14 Speaker 1: Maybe not for the first time, but probably could be for the first time. Know how you fit into the business. The first thing I love to hear when somebody sits down across from me is, we're doing business today. Because it doesn't necessarily mean if you have a purchase order or you have a services contract, a subcontract with our team. As I mentioned in my kickoff, we do maritime, DOE, DOD, and Department of Energy work. I don't know all the purchase orders. I don't know all of our suppliers. So it's exciting to hear.

2:48 Speaker 1: And because then I'm going to ask you, how's that going for you? And I've had people say, well, it's kind of been a little challenge, blah, blah, blah. So when we hear then you're communicating with us because we're by far not perfect, share that with us so we can take it back inside and make it better for the next person and hopefully you, also you. Try to know the prime customers and programs they support. This is really key in the business development side of this too. Today you can Google the company contract awards.

3:21 Speaker 1: And programs, because when a company is awarded a new contract, we normally post a news release identifying where we are doing the work, what agencies we support. Be familiar with that because, oh, and do you know our customer? We like to hear that. You know our customer? We may ask, how's that going? What have you heard? Can you help us? Or can you help us? Do they have something you want? Because potentially we may have a contract vehicle that that customer needs. can get to your company, and we can bring you through if we have an IDIQ task order where we have a core contract, and an IDIQ means indefinite delivery, indefinite quantity, means it has task orders, and they could potentially use a task order if it's in our scope of work, the work that they're looking for you to do for them.

4:09 Speaker 1: So talk about programs, tools that you may have, capabilities you may have. Identify technology. I put this on here. It may be a factor for further discussion. It also depends on kind of who you're sitting across the table from in your matchmaking. They're not the program manager on something. You may not want to spend that time going technical in that conversation. This matchmaking event and sitting across the table is to get you, your next goal is to get a meeting inside the company with the decision makers and the right people.

4:45 Speaker 1: All right, next page. All right, now you've done all your homework and we're getting ready to go to the matchmaking event. So you've got your capabilities, your cards, your companies you're meeting with, your elevator pitch and all your knowledge. They're going to open those doors and you got 10 to 15 minutes in that window to do everything I just went over. I know that's not an easy task. So a few things I want to talk about before I start to get to this chart. And these are very important to me and I've witnessed a lot of it is why I wanted to share this with you.

5:19 Speaker 1: So be respectful. When you walk up to that table, if someone's taking a note or they're finishing something, stand back, hold on a second until they've looked up and said hello or acknowledge you or said, hey, please have a seat. Hold on for a second. Because a lot of times as a prime, I'll tell you what I'm doing with that card that just got up left. I'm writing my actions down or my next steps. I'm writing a program manager, a capture manager, who I need to get that information to. So those are my actions.

5:49 Speaker 1: So be respectful in that. Remember especially that this is a conversation. I hate to say it, but I've had someone sit down across from me and for the first eight minutes, they never stopped after they told me who they were. That's not a good matchmaking event for you. It's a conversation. Relax, take a breath, Introduce yourself and be a good listener in this conversation. And one more just suggestion, and I'll go to my charts, is please don't ask the agency or the prime or the organization you sit down across from, what do they do?

6:30 Speaker 1: That's not a good reflection that you were prepared. If you get an opportunity to meet with someone that you were not on their list, because as you know, sometimes if you hadn't been before, sometimes It's a quick conversation. We may know the small and they wanted to get on our calendar to tell us something really quick. They got their HUBZone status or, hey, I met Joe finally and we're talking about an NDA in place. We want to hear that as a prime. We want to keep, you know, that conversation going and developing a relationship.

7:00 Speaker 1: So those things are important to us. So if a small gets on my calendar for that, I appreciate that because sometimes it's hard to get our undivided attention. These are those opportunities, too. So if you sit down with someone and you weren't on their calendar, tell them, be honest with them. I don't know your company. I'm not familiar with your company. Can I get a card? I know our time is short. I'll tell you a few things. There's your elevator pitch. Get a card. You've accomplished what you wanted to do and move on.

7:31 Speaker 1: But if you were meeting with someone and they're on your list, don't ask, what do you do? Because you're going to lose them. You're going to lose them. Because they've already thought you didn't do your homework and you knew you were going to talk with me. So those are just some kind of little tidbits before you get to that table. Okay, you're in the seat. I'm going to keep moving quick. When you get up, if there's one or two people when you're sitting down, provide your name, title of each person.

8:00 Speaker 1: This helps the person better understand your role and responsibility within the company. And also make sure you hear their name and their role in the company to help You better understand, am I talking to the small business liaison officer? That acronym is SBLO. Am I talking to a technical program manager? Am I talking to supply chain and procurement? Or am I talking to business development? Because that may guide your conversation a little bit different. But the end result and the goal is you got a card and you got a point of contact in that company.

8:31 Speaker 1: So keep moving. So here we go. You're going to be focused. You're going to be positive. Because as we told since we were little, you got one time to make a first impression. Discuss where your capabilities fit into their business. You've done your homework. This is the perfect time for your elevator pitch. Talk capabilities and synergies at a high level. Discuss your clients, your location, where you're doing work, small business classification, and number of employees if you wanted to share that.

8:59 Speaker 1: We're interested in that. If we know you're working with, I'm working with Blue Origin today, I'm working with Lockheed Martin, I'm working with Boeing, then we know you can work with us. So tell them that. Tell them, I'm already doing work. I'm providing to Northrop Grumman. Tell them you're already working with the large primes if you're not working with the one you're talking to. Share the locations you're working. It could be an area that we happen to be looking to grow our business in. And you have contacts.

9:25 Speaker 1: You have relationships there. That's very important to us. Tell us where your offices are, the various locations, and your headquarters. And as I mentioned, your classification. Identify opportunities and discuss particular opportunities. Ask about an opportunity. If you know that prime's contract coming up for recompete, ask them where they're at on their capture. If you're interested in a particular opportunity, ask them who the capture manager is. If you're not ready to go there with that person and you want to go learn more about the opportunities, or one they have mentioned to you, then it's okay.

10:03 Speaker 1: You can reach back at a later date. You now have their contact. Your quality standards and certs, you all know or you should know these are very, very important to a large company and make sure they are on your capability statement. What you're leaving behind is what we use when we're discussing the teaming arrangements to build a team for an opportunity. ISO 9001, ASA 100, your quality systems, your certification stamps, NACAP, your cost accounting approved systems. Asset preference or soft copy or hard copy or both.

10:36 Speaker 1: You know, everybody has a different story on that. I'm a hard copy person and soft, but some people today, I don't need a hard copy, but ask. Be prepared to tell your story and don't be afraid to ask next steps. And if you got to skip through some of this, get to the last one. Ask, what is the next steps here? I'm going to send you my capabilities and then where we go from here. Okay, go ahead to my next chart, please. And just to share a little bit of the don'ts, please don't suggest us to visit your website for your capabilities because that's probably not going to happen unless we have them be looking for something.

11:18 Speaker 1: Your company comes up in our search. We need your capability statement. You've done your homework. We need to see that captured in one place. It's very helpful. I can't tell you how many people have sat down and said to me, I'm like, tell me about your core capabilities. Well, I'm a woman-owned. I'm a HUBZone. I'm a service-designed. But that's not a capability or strength. That's your small business classification. And please remember the difference in that because that's not your capabilities.

11:47 Speaker 1: We're looking for your technology, not necessarily your socioeconomic classification. We need your innovations, your discriminators, which I have a chart on what we need. Promise something and not deliver. We all know that's not good. And never misrepresent experience or past. Okay, we can move on to my next chart. And this is what I was talking about what the prime is looking for. I won't read all these, and as I mentioned, you're going to get the charts. Honestly and ethically, I think that's a given.

12:18 Speaker 1: Work as a team. You know, sometimes when you're working proposals, it can get, you know, a little anxious, especially when you get down to that wire, and that's when it's really important, especially as large primes. We're seeing how smalls come to the table. Are you a team player? Is that, well, that wasn't mine. That didn't come out of my, you know, that's not the time. We're all a team. We have usually teaming agreements set up at this point in time and responsibilities. But if somebody drops the ball or something didn't work as planned, we're all responding from our companies to win.

12:53 Speaker 1: So let's all get up to the table and see what we need to make it better. Communication, transparency. I can say this. When you have a let's say a purchase order or a contract and something's going wrong and you've heard this part's not going to get in and you're thinking, I can't call them and tell them that this is not going to work. The idea is you hang up and call us immediately. We can help you fix it. The largest can help you fix it, but we have to be aware of it. Don't wait till it's too late or where you've put us at a risk with our customer.

13:27 Speaker 1: That's not a good team player. Communication, transparency, very, very important. very important customer focus. Of course, cost, technical, schedule are three that drive us every day. Committed to quality, financially responsible, patience with the prime and the customer. As I said, we can go through some challenging times, but patience, I think every day we have to tell ourselves on that one. Top three differentiators, we talked about that. Top where you add value, commitment to invest resources.

13:58 Speaker 1: So you're on a team You've got a scope of work that you're writing to. So you're bringing your team over, maybe a couple of guys, ladies, to write that scope for your company in the proposal. That's your BNP money. That's your investment you're bringing to the proposal. And if there's issues or challenges, help us develop paths ahead for future work. What can we go make better? And foster relationships, which means network, network, network. So a next few charts I'm not going to go through, but I wanted to put them in the package.

14:30 Speaker 1: You can go ahead to my next one. I'm leaving this with you. It's a preparation checklist. It's everything I just mentioned, but it's kind of a cheat sheet for you to use as you're going through the package, and you can go ahead and go to the next one. This is my contact, as I mentioned. Please send me that capabilities when you get it ready. And the next couple of charts, let's just go to the first one. I wanted to put these in here because this is exactly what I went through in preparing you for matchmaking.

15:01 Speaker 1: And then once you get to the table and the next two charts are preparing for you with the prime decision makers, preparing for a meeting. So you met someone at the matchmaking. You now have been accepted to come in and meet and share your story. So this is what you need to do to prepare for that meeting. and you can go ahead to the next chart. That's once you get in the room. Oh, and there's some don'ts. Don't send us a meeting invite if a meeting wasn't pre-coordinated ever, because you'll probably get a delete.

15:32 Speaker 1: Exclude the point of contact if you begin working with a different point of contact. I would ask the SBLO or the person that you've been communicating with, because they're moving on, they think they've got you in a good place, but ask them. My personal approach is I like to continue Because it keeps me involved because I could see Joe or whoever on the way to the cafeteria and go, hey, did you get back with Bill on that email he sent you? So keep your small business liaison officer aware, but ask them the form of communication.

16:04 Speaker 1: And please never send a blast thank you note. I can't tell you how many hi Jennys, hi Beckys that I've received. So that's a reflection of your work. So please make sure you're watching what you're sending out, what we're receiving. You can go ahead. This is a summary of once you get in the room with the decision makers, you know, you're going to do a recap of why, how you ended up in the room with our team and be prepared to discuss, show your challenges, understanding the environment, be time sensitive, government and primes and you are busy.

16:40 Speaker 1: Do not try to prolong a discussion. Follow up and understand the organization you're working with and I'll close with this, that it's very important. The small business advocate in the large primes are your voice inside every day. That's what we do. Keep that relationship fostered and trust them. When you're preparing for this meeting right here on the screen, you have great ideas. Don't get us wrong. And you have your intention of what you want to accomplish when you walk in that room. But we know the people in the room better than anybody.

17:16 Speaker 1: We know what they like. what they don't like, what they want to see, what they don't want to see, what form they want to see it in, and how much time they got. So trust your small business liaison advocate and ask the questions. And make sure, you know, when you're scheduling these meetings, I think it was on the prep page, make sure you got your time zones right. I can't tell you how many times a team and the person said, oh, I thought it was my time. I've I didn't know it was central time. And you've got, I might have a vice president sitting there, a program manager,

17:52 Speaker 1: the proposal center manager. I mean, it's very important, the time, the place, the team's meetings of where you've got to be. I'm going to stop here because I know we have a lot of questions and answers ahead of us and a lot of great speakers sharing information. But I hope some of these tidbits have helped and I look forward to continuing conversations. Thank you, Anne. Thank you.

18:15 Speaker 2: Thank you.

18:16 Speaker 3: Thank you so much, Debbie. Just taking the time to share your perspective and valuable information to help industry make the most out of matchmaking. There's so many key takeaways I just wanted to mention, but I'll just mention a few. In the beginning, you had said a capability statement that's clean, clear, concise, citing the core capability, how the company adds value. And also the whole thing about when they come to the table and having a conversation, that it shouldn't be one way. It should, you know, just being a good listener and having that effective interchange is so key.

18:59 Speaker 3: So I really see a lot of value in sharing this information with industry, and they have a lot to take away with them. And I appreciate that you're The presentation is going to be available, and all the information shared is just nicely contained in that presentation. So, again, thank you so much for your time.

19:19 Speaker 1: Thank you, Ann. I appreciate the opportunity. Thank you.

19:22 Speaker 3: Okay.

19:23 Speaker 1: You're so welcome.

19:24 Speaker 4: Okay.

19:25 Speaker 3: Now we're going to shift gears, and we're going to hear from NASA's perspective. Today I'd like to introduce you to Candace Chappell. Sorry, Candace Chappell.

19:40 Speaker 1: Is it Chappelle?

19:43 Speaker 3: I've known Candace forever. Okay. I know her by Candace.

19:46 Speaker 1: Thank you.

19:47 Speaker 3: I got it right the first time. She has a wealth of information to share. She's the lead small business specialist with our office small business programs. And she's going to be, you know, she has a lot of expertise and knowledge directly with working with industry and small business to help them understand the how to best engage with NASA and all the different customers that are at NASA and the missions and the technical directorate. So without further ado, I want to give Candice the floor and thank you again, Candice, for being here and taking the time to share your expertise and information with industry.

20:32 Speaker 4: Thank you, Ann, for the introduction. I am going to talk today about not wasting the match. So you have 10 to 15 minutes, that's it. In that time, you're sitting across from someone who can help you better understand how to navigate NASA. But the value of that conversation largely depends on how prepared you are when you sit down. So I'm going to talk about not wasting the match. Next slide, please.

21:03 Speaker 2: Next slide.

21:04 Speaker 4: Thank you. So I'm sorry. So this isn't about giving the best elevator pitch or telling us everything that your company does. It's about knowing your audience. It's about knowing your value, understanding the problem you're trying to solve, doing your homework, and coming prepared with the right ask. The goal isn't necessarily to leave with a contract. The goal is to leave with what you should do next. So what's your destination? What NASA center are you talking to? What missions does it support?

21:45 Speaker 4: And what does that center buy? What are its current priorities? And what has changed recently? Are there organizational changes that affect who buys what? Which is very key in this ever fluid environment. So please keep that in mind. NASA is not one customer. Each center has different missions, capabilities, acquisition patterns, and priorities. When you sit down with one of the specialists, keep in mind that we are representing one center. And so the more information you have, the better in order to help so we can collaborate in pointing you in the right direction.

22:26 Speaker 2: Next slide, please.

22:35 Speaker 4: So what is in your toolbox? Don't bring the entire toolbox.

22:41 Speaker 2: Know which tool solves the customer's problem.

22:44 Speaker 4: Know which tool solves NASA's problem or the center's problem or the problem of the actual upcoming mission, if you will. So don't just tell the small business specialist what your company does. Be prepared to explain your core capabilities, as Debbie mentioned. What is your unique differentiators? What are they? What technologies do you offer? What are your relevant certifications? Do you have ITAR? Those things are so key in identifying and highlighting because we're looking for that information.

23:26 Speaker 4: Does your company have the capacity to scale? Can you really meet the breadth of work that is required for the mission. And that's really key because a lot of times even the end user doesn't necessarily have confidence in a company's ability to scale because it hasn't been communicated in your communication, whether it's in your response to your RFI or, you know, in just in your communication. So keep that in mind.

24:03 Speaker 4: Confidence is key. Socioeconomic status is a tool in your toolbox and can best be used for acquisition strategy. It is not the capability. And so leading with that kind of waters down the message in your value. Also, what does your past performance look like? You know, have you

24:32 Speaker 4: been awarded contracts and performed contracts elsewhere within the federal government? What are those contracts? Who are those customers? What are those contract numbers? What did that work entail? Not only that, but are there people on your team that individually have that past performance? That's significant as well and should be mentioned and not left out. Can you connect your capability to something that NASA actually needs? Again, NASA is not one customer, so you want to make sure that you're picking the right tool for the specific customer.

25:13 Speaker 4: Next slide, please.

25:19 Speaker 3: Okay.

25:20 Speaker 4: What are you trying to solve? Don't just know what NASA buys, but know why NASA needs it. Don't start with your solution, start with the problem. Understand the terrain. If you can't explain the problem, you're not ready to explain your solution. NASA is already publicly communicating future mission needs and capability gaps. Do you know where that information resides? Part of it is in our moon-based user guide, for example, where there's information available that you should be reading that speaks directly to our upcoming missions and the gaps.

26:01 Speaker 4: Your job is to identify where there may be a gap and determine whether your capability and past performance are relevant. You see here, you start out with the NASA mission, and then next comes, based off the mission, what is the need? And then based off the need, what is the gap? And then based off the gap, what is your capability? How do you fill that gap? And then how do we get to a successful mission outcome? That's what is key. Next slide.

26:40 Speaker 2: So do.

26:42 Speaker 4: You know the territory? So you haven't arrived at the matchmaking event yet. You're preparing for the journey. You need to understand where NASA is going, who you're talking to, and how they get there. Then you meet the small business specialist. NASA is a moving target. Stay current on mission needs, priorities, leadership, and organizational changes. Doing your homework doesn't mean you have to know everything. It means you should know enough to have an informed conversation. I'm underscoring this again.

27:21 Speaker 4: Remember, each center is different and the environment is constantly changing. If there's a new mission priority, a reorganization, or emerging requirement, that should affect the questions you're asking us. Then connect it to your website, for example. If the answer is already publicly available, you don't want to spend your 10 to 15 minutes on asking for information that you could already have read and been prepared for. And that is really key. I sit down a lot of times with small businesses, and unfortunately, to Debbie's point, where the business would talk for the first eight minutes.

28:10 Speaker 4: Similarly, I've experienced where they're using their time to ask information that's already available on our website. And it pains me when that happens because I think about how the time could be used much more valuably to get to the end result or what you're looking for as a small business.

28:37 Speaker 4: So just keep in mind that key point.

28:42 Speaker 3: Okay.

28:43 Speaker 4: Next slide, please. So where do you want to go next? Think of the SPS as your GPS. A GPS can't drive the car for you, but it can help you find the right route. So your current location exists in what we do, what your past performance is, and your destination should be the NASA mission or the problem that you want to support. And the GPS is the small business specialist. And we are here to help you and guide you along that route. So think of us as you need to know where you're starting from and where you're trying to go.

29:28 Speaker 4: And if you sit down and you simply say, take me somewhere, I don't know where to take you. But if you sit down and you say, here's my capability, here's the problems, trying to solve, and here's where I want to go, then the SBS can help you think.

29:45 Speaker 2: Up through that route and get you to that next destination.

29:53 Speaker 2: Next slide, please.

29:58 Speaker 4: So we've gone through all that. So now, should you have prepared properly, you will leave with next steps. Know your ask. Use the SPS as your GPS and leave with the next step. Validate, refine, and advance. Validate. Are we looking at the right problem and customer? Is there something that we're missing in our understanding of the requirement.

30:24 Speaker 1: Or the acquisition?

30:25 Speaker 4: And then what should we do next? A good matchmaking conversation should change what you do next. Know your audience. You know where you're going. Know your capability. You know where you're starting. Know the problem. You know why you're going there. Doing your homework. You've already mapped the area. Know your ask. You know what guidance you need. Remember, the SBS is your guide. It helps you identify the route. And then the next step is you actually move. Next slide.

31:03 Speaker 4: And then I've provided here the QR codes to our moon base user's guide and our FY26 civil space shortfall prioritization. They are lengthy documents, but they are insightful into illuminating what our technology gaps are and what our industrial base gaps are. And it's great. It will provide you great insight and give you good starting points. So that way, when you come to Lyft in September, you are much more prepared and ready to leave with your next opportunity. My name, again, is Candice Chappell, and thank you for the opportunity to be able to speak today.

31:48 Speaker 4: Look forward to seeing you in Lyft.

31:52 Speaker 3: Thank you so much, Candice. That was very informative and direct information. I even saw in the chat, someone said that you and Debbie are really dropping some gems. So I hope everyone's listening closely to all the advice and expertise that you both are sharing. The emphasis and the presentation that I want to reinforce, the items from your presentation are some key points. that NASA is not just one customer. Our centers have different missions, priorities, acquisition needs, and challenges, and understanding those differences is critical to having a productive and successful conversation.

32:37 Speaker 3: So really appreciate those insights, Candice.

32:41 Speaker 4: Thank you.

32:43 Speaker 1: You're welcome.

32:45 Speaker 3: Okay, now that we've discussed how to prepare for matchmaking from both a prime contractor industry and NASA's perspective, we want to give you that opportunity to put those strategies at play. And I'd like to introduce you to Naima Lee. She's a program specialist with the Office of Small Business Programs here at NASA, and she's going to give you an overview of our LIFT event this coming September.

33:16 Speaker 2: So thank you, Naima. Thank you, Ann. And you can hear me clearly?

33:23 Speaker 3: Yes.

33:24 Speaker 1: Excellent. So hello, everyone.

33:27 Speaker 2: Good afternoon.

33:28 Speaker 5: Again, my name is Naima Lee, and I serve as a program specialist in the NASA Office of Small Business Programs. And today I'm excited to talk with you all about our upcoming LIF event on September 15, 2006, at Space Center Houston in Houston, Texas. So just a little history, LIF stands for Leveraging Industry and Supply Chains for Future Technology, and it is designed to bring together small businesses, industry leaders, NASA procurement officials, key NASA organizations, and federal agencies to strengthen connections and create opportunities within the aerospace supply chain.

34:18 Speaker 1: One of the primary goals of LIFT.

34:21 Speaker 2: Is to give small businesses.

34:24 Speaker 5: A better understanding of where NASA is headed, what our procurement needs are, what opportunities may be coming, and how they can position themselves to become part of NASA's supply chain. The event also provides an opportunity for NASA to listen to industry. We want to better understand the capabilities that exist within the small business community and identify where those capabilities may align with NASA's technology needs in areas where there may be supply chain gaps. This allows us to have conversations about NASA acquisition strategies, emerging technologies, small business opportunities, supply chain needs, and potential partnership opportunities all in one place.

35:21 Speaker 5: And that's what really makes this event unique. It's not simply about NASA telling industry what we need. It's about creating a two-way conversation. We want industry to learn about NASA, but we also want NASA to learn about industries. who has the capabilities, what technologies are emerging, what challenges companies are experiencing, and where there may be.

35:52 Speaker 2: Opportunities for collaboration.

35:56 Speaker 5: LIFT also supports a broader goal of strengthening supply chain resiliency by expanding awareness of capable small businesses and increasing opportunities for small businesses to participate and NASA acquisitions and subcontracting, and can help build more competitive and resilient supplier base. And when we talk about future technology, we're talking about businesses that are developing innovative solutions that could potentially support NASA's future missions, whether that's space exploration, advanced manufacturing, communications, robotics, or other emerging technology areas.

36:43 Speaker 5: So as we prepare for Lyft this September, our goal is to create an environment where businesses can learn, connect, collaborate, and ultimately identify opportunities to engage with NASA. For us at OSBP, this is also an opportunity to demonstrate the value that small businesses bring to NASA's mission. and to continue building relationships between NASA and the companies that can help us accomplish what's next. We're really excited about what we have planned for September, and we're looking forward to seeing you in Houston.

37:27 Speaker 5: And that was just a quick overview of what LIF is all about, and I believe we provided the registration link in the chat.

37:39 Speaker 4: And that's all I have for today.

37:43 Speaker 3: Thank you, Naima. And thank you for mentioning the fact that, I mean, this is an event where industry is learning about us, but we also need to learn about industry and what their capabilities are to help us fulfill our mission. So really appreciate you mentioning that and sharing the overview of this event. We hope today's presentations, coupled with the upcoming LIFT engagement, provides you all, as our small business community, which we value very highly, with both the knowledge and the opportunity to put these strategies in place.

38:25 Speaker 3: We've heard from, as I mentioned before, heard from industry and also from NASA, and now it's our turn to hear from you. there was a link or a platform to submit questions. And so at this time, we would like to transition to a Q & A session. And to facilitate that, I want to welcome back Brianna. Again, she's one of our program specialists with NASA's Office of Small Business Programs. And she will guide us through the questions submitted. And I'm going to turn it back over to you, Brianna. So thank you.

39:09 Speaker 2: Thank you, Anne. Hopefully my internet is back and everyone can hear me okay.

39:15 Speaker 3: My apologies, it keeps.

39:16 Speaker 2: Going in and out. So hopefully this is the last time. But thank you, Anne, again for the introduction. So at this time, I would like to invite Candice and Debbie back to the virtual stage so we can get started with our Q & A session. So the first question is for both of you. Anyone can answer it. What is the biggest misconception you think small businesses have about matchmaking?

39:43 Speaker 4: I can go. I think it is that it's the time to kind of introduce the company where they spend a lot of the time on their elevator pitch, on their sales pitch, and not enough time about addressing the problem and being really specific and targeted in your ask.

40:15 Speaker 1: I was going to say, sometimes I think they may leave with thinking, it's a short time that I'm going to get a contract. I think that expectation and I get it, but it's a, it's a, it's a long process. I mean, it's a process. I'm not going to say necessary long. I could tell you I've known companies for five and eight years and never had time, never did we do business, but the right opportunity at the right time came and we did started doing business immediately. So don't, don't leave there, um, expecting that, but also if it doesn't happen, don't be, lack of a word, I say bummed about it, but it will happen.

40:56 Speaker 1: It's the persistence that, you know, keeps you going.

41:00 Speaker 4: Absolutely.

41:01 Speaker 2: That's great. Thank you. And Debbie, while I still have you here on the virtual stage, I have another question for you. From the prime contractor perspective, what separates a small business that you remember after a matchmaking event from the many other companies that you met that day?

41:22 Speaker 1: Yeah, I think what really stands out is the fact that they did their homework. They knew what their company's capabilities were and ours, our programs and what we do, and they provided where they added value. They showed interest. And actually, sometimes God helping me this is what I'm talking about and this is where I think who I need to talk to on a given time. But they had done their homework and they're guiding and shaping their destiny with me. And when I leave, I thought they did their work.

41:59 Speaker 1: They did exactly what we asked them to do. And now I have everything I need to go back to my team to get them in front of them and get that decision-making meeting on the calendar. That's my goal. Awesome.

42:13 Speaker 2: Thank you. That was really, really good. And then a question for the both of you, Candice or Debbie, whoever wants to jump in first, feel free. So the question is as follows. Sometimes the answer following a matchmaking conversation is essentially not right now. How should a small business distinguish between not now and not a good fit? And how should their follow-up approach differ?

42:46 Speaker 4: Um, I was.

42:49 Speaker 1: Okay.

42:49 Speaker 4: So in the difference of not right now, I mean, and we, even though each center by something different, we do buy almost everything. And so when we say not right now, it means that there may not be an immediate need, but that doesn't mean to not lay the groundwork and to not continue your research and to not get discouraged right away. Keep an eye out on our acquisition forecast. Stay in touch. Continue attending our outreach events just to stay current and up to date. It's a long process. I mean, it could be 18 months.

43:31 Speaker 4: And the earlier, the better. So not right now means you're ahead of the curve where you want to be at.

43:40 Speaker 2: That's great. Absolutely. Debbie, did you have anything to add to that?

43:46 Speaker 1: Yeah, I was just going to say I agree with that 100%, kind of like what I said a minute ago. Not now could be because funding's not available, you know, but as Candace said, be prepared when that funding is available or the government or our team is interested in your technology, but timing is not right right now. And the need, you know, if the need is there and there's funding available, we can go to work pretty quick. So that's the not now. So back to when I said, don't give up. And Candace said, keep fostering that relationship, keep checking in and stay current.

44:20 Speaker 1: But the not a fit, I thought was kind of an interesting way to ask the question, because if not a fit, I would think, because I mean, I run across that myself. You know, I can talk to people within a large or small and go, you know, I don't think that this is right right now. It's not a fit what you do, what we do. You know, and I could tell you what that is. And if you're not sure or if it feels so much of a struggle, it's hard, this isn't working, move on, I think.

44:50 Speaker 4: Or ask.

44:51 Speaker 1: Ask them. Do you really think that our companies can work together or what we have, our capability, is a good fit for your company? You know, ask them that. If you're not convinced it is, it's not. Ask them, you know, instead of just because there's so many more avenues ahead of you. And, you know, put it where it's productive. Put your energy where the resources and there's funding and there's opportunities. And it's not a bad thing. It's just it's just not a fit. Absolutely.

45:22 Speaker 2: And there's so many. Oh, go ahead, Candace.

45:26 Speaker 4: Sorry, I didn't mean to cut you off. I was going to say, I think that also a question, a follow up question to the doesn't fit would be, is there another agency that you can think of where I might be a fit? I know a lot of times in my matchmaking sessions, I offer that like, hey, you know, did you check out? this agency, or this person at this agency, but it's also good to kind of have that in your back pocket as a follow-up.

45:57 Speaker 1: Question to ask. Yeah, and same for the PROMs, Candace, you know, it may not be a good fit for, I'll make this up, Teledown Brown, but maybe that's exactly what Northbrook does, so on a certain program, could be maybe not even NASA, it could be actually, it's a fit for the DOD side of the house, it's not, you know, so there's so many avenues to Keep playing, but maybe where you're at is not the right one.

46:20 Speaker 2: I agree with you both. And to Candace's point, you know, there's so many different agencies. And I know when I participate in matchmaking, you know, they'll laugh, but I say it's like dating. You know, you have to, there's plenty of fish in the sea. So date them all. Date all of us. You know, we're not the only, NASA is great and we think we're the best, but there are other federal agencies and there are other primes. So like keeping in mind, like if you're dating, You know, just, you know, keep your options open.

46:49 Speaker 2: And if this one doesn't work, there's plenty of fish in the sea. So just have that perspective. Thank you for that. So Candace, question for you. When you meet a small business for the first time, what signals tell you within those first few minutes, because they only have about 10 minutes, so in those first few minutes, those two or three minutes or so, that they have truly done their homework?

47:15 Speaker 4: Yeah, I mean, I can tell by how targeted your approach is and how poignant your question is. I've had small businesses that said, you know, I already know this requirement, this end user. I know in terms of NASA, this center, you know, this is a specific, especially when they come with just one question. it allows us to spend that 10 or 15 minutes at length in that one question where I feel like they've left with so much insight that their next step is already identified and they're moving and they're moving fast.

48:00 Speaker 4: So that would be one suggestion that I would offer.

48:06 Speaker 2: Wonderful. Thank you for that. And so another question for the both of you. For a company attending an event with multiple matchmaking appointments in one day, what should they be doing differently from meeting to meeting rather than delivering the same pitch each and every time?

48:30 Speaker 1: Candace, I can go. I was going to say if you have the list of your matchmaking appointments, I think that's your call. I think if there's specific topics or subjects or programs like what Candice just pulled on, you could be there. You want to talk about one opportunity and you want to find out who that person is. It's your day and it's your time and their time. What are you trying to accomplish within each company that you're meeting with? If your whole goal is to share your capabilities and meet that person and get a business card and it's awareness of your company, introducing your company, I don't know so much that you change if you've done your homework on that particular prime.

49:15 Speaker 2: That's great. Do you have anything? Yeah, I agree.

49:18 Speaker 4: I would like to piggyback. and also just that kind of goes into when we talk about our capability statements and having several that are focused on different core competencies or capabilities. That's exactly how you would approach matchmaking in different sessions. If you're going to meet with NASA, and then you're going to meet with Teladon Brown. Sorry, you shouldn't have just the same capability statement unless you are going after that same type of requirement.

49:49 Speaker 2: So the same thing applies. Thank you, Candice and Debbie. And while we're on that topic, Candice brought up a good point about capability statement. Candice and Debbie, I'm not sure if you wanted to just like highlight anything regarding a capability statement. maybe something that stands out to you when you see capability statements or possibly things to not add or to not do that are a deterrent to include in your capability statement, anything that you would like to just, you know, add regarding that?

50:27 Speaker 1: I'll say kind of like I guess from the chart, some of the things that are important from a business development perspective I may be looking at. Taking the core capabilities off the table, just like your locations, your socioeconomic category, your certifications, all that is very important on that one piece of paper to me. And I like the front and back versus the two pages. It's easy. And a lot of times when we're going to events, we're traveling. And if you're a hard copy like me, it's easy to keep all that together.

51:00 Speaker 1: And while you are talking about the marketing part of the company, I will say, as I mentioned earlier about the business cards, the slick, shiny, because we do write notes on them, that doesn't work for those. So I don't necessarily, if you spend a lot of money on them, you know, you may change down the road, but we do keep notes and write notes on them. And I would consider that when you're ordering. And also, it's amazing and interesting to me that how many business cards do not have a socioeconomic category.

51:35 Speaker 1: And when they sit down and they say that, and I'm looking at the card, I said, oh, I didn't see that. And so that socioeconomic category on that business card, and especially on your capability statement, up by the top, by your name, or near your core capabilities, that's all one, one message. That'd just be my recommendation.

51:57 Speaker 2: That's great.

51:58 Speaker 1: Really good.

51:58 Speaker 2: Thank you so much, Candice and Debbie. And so the next question for the both of you, what is something you have seen a small business do during or after a matchmaking event that immediately made you think, wow, this is definitely a company we should be talking to?

52:23 Speaker 4: I would say somebody who has an answer to a problem. I would say somebody who can speak to, let's say, a requirement, especially if you've researched our forecast, you know what contract you're interested in, how you best fit. You've gone above and beyond and understanding the current statement of work that's out there on the previous contract, that shows that you've done your homework and that you kind of understand the expectations of the requirement. And it gives us more leverage in when we conduct market research and we're working with the technical teams and everything to kind of get an idea of the companies that are out there within the marketplace.

53:21 Speaker 1: Yeah, I did know all of that. And I would just add like asking about maybe did we respond to an RFI that NASA, you know, released? Or are you looking to recompete for something? Then I know that they're looking to grow their work, grow their company, and they're looking for teaming arrangements or a technical discussion. And, you know, one thing to remember, too, when you're talking to PROMs and also your small business partners, When you're teaming up together as smalls and talking about opportunities, it's bringing that team together and sharing.

53:59 Speaker 1: We as primes share other smalls with each other. So if Teledyne happens to be a subcontractor under another large, a lot of times those companies, they say they're not at that NASA center. Like somebody in Houston is priming something in Marshall and they're asking, who are the local small businesses? I mean, we share those stories. And that's why it's really good to be all those things that I wrote in the comments of what we're looking for in a partner. Because we share, oh, you're looking for somebody that does this located in Houston or located at Kennedy.

54:34 Speaker 1: I've got the perfect company for you. So we share resources. And by the way, because we're building a team to win. So then we're comparing, you know, if you have a company that does this and a company that does the same thing, well, it could be as simple as a location was more important. Your technologies were equal, but we needed to know somebody that knew the customer. So those are the type of things you can share with us as strategy if there are opportunities you want to talk to us about. And that's kind of why I mentioned earlier, if the person sitting across the table at the matchmaking event may not be that BD role, Ask them who it is.

55:13 Speaker 1: Ask who is that person within your company. And it's our responsibility as SBLOs to find that out and help you. So again, don't be afraid to ask. That's great.

55:26 Speaker 2: Thank you. Thank you, Candice and Debbie. So we're going to just switch gears just a little bit from this topic because we did have quite a few questions come through our conferencing portal. And so, you know, again, not related to the topic, but one of the top questions that came through is how can a small business start providing systems engineering support for NASA? Is there more opportunities with a prime contractor or directly with NASA? Whoever wants to jump in and take that question.

55:58 Speaker 4: We, we, have a lot of engineering opportunities at NASA, and they are at all levels, prime and subcontracting levels. My advice would be, in order to see where the opportunities are pertaining to engineering, I would recommend going out on SAM, doing a search, using what's out there in terms of solicitations and past contracts, and just take a look at the statement of work and see if it's more related to a prime or a sub-level. But we have engineering opportunities across the entire agency.

56:43 Speaker 1: I agree. That's exactly what I'd say, Candice. There's engineer contracts. The whole contract is all engineering. And systems engineering is broad. So like Candice mentioned, where are the programs At whatever NASA center you're focusing on or which, you know, hopefully more than one, but wherever you're looking at potentially doing work, look at those programs and those contracts that have been awarded on the acquisition link with NASA so that they have the strategies out there, the acquisition schedule, and see where you fit.

57:19 Speaker 1: And then start with the SBLO and the company. And also small business primes. Because sometimes they may not have that niche or that one or two people that they needed. They needed somebody with 30 plus years experience and their current contract. All of a sudden they need an SME to support them. And then they're now aware of your capabilities should that opportunity come up. Awesome.

57:46 Speaker 2: Thank you so much, Candice and Debbie. So this next question, Candice, I think this is more geared towards you. So the question is, how can a sole proprietor register with SAM.gov, get an exercise program for the ISS, get in front of human resources? So first I would look at the center that supports that requirement. And then I would reach out to that.

58:19 Speaker 4: Small business specialist and, you know, work with that center and see how they do business. If it is not something that's currently on the forecast or an upcoming opportunity, then you're always welcome to leverage our agency's front door as a tool for unsolicited proposals. And I can put the website in the chat after that.

58:50 Speaker 2: Thank you so much, Candice. That would be very helpful. Thank you. OK, so the next question, next few questions are actually for both Debbie and Candace. So any one of you can feel free to jump in at any time. So this next question is as follows. How can a small local business begin offering UX? UI design and development services to NASA?

59:15 Speaker 1: And any one of you can jump in. Candice, do you want me to go? It says services and apps. I'll let you go and then I'll come.

59:26 Speaker 4: Okay.

59:27 Speaker 1: I'll come right behind you.

59:28 Speaker 2: Okay.

59:30 Speaker 4: I think my advice is going to be similar to advice that I've said, which is, you know, first taking a look to see what it is that we buy, you know, aligning your NAICS code, looking at previous requirements and contracts, current contracts, And then again, leveraging our front door for unsolicited proposals. If it's not something that we procure, it also might be something that's embedded within a large contract. And so there could be some subcontracting opportunities with that.

1:00:09 Speaker 1: And I'll just add in confessing, I'm a marketing degree, not technical, but I looked up UXUI when Candace shared, I mean, Brianna shared this with us. And who does this for NASA? And eight large primes came up. You know, LIDO, KBR, SEIC, L3H, Lockheed Martin. And it was crew training from simulation training. And it told the capabilities that they're providing. So then what is their contract vehicles with NASA? And then there was a lot of small business primes doing this work. So again, it kind of goes back to your homework because I didn't even know what I was, now I know all about UX, UI I learned today, which is good.

1:00:54 Speaker 1: But I think again, it's doing your homework and connecting those dots to find that path. Where do you fit and who's doing what I need, what they need, that they need me to help them.

1:01:10 Speaker 2: Wonderful. Thank you so much for that. So the next question is, How do we find the organization or people within NASA that have the problem our technology is trying to solve?

1:01:28 Speaker 4: I can go. I mean, of course, for example, say you come to a matchmaking and you say, I have this technology and this is the problem I'm trying to solve. then that's what you would come to us with, and then we'd work together to identify the person or organization within NASA that most supports it. You can also leverage the information that's on our website, including the Moon Base User Guide and the Civil Space Shortfall Prioritization document to see if there's any identifying information in terms of the organization or person.

1:02:10 Speaker 1: And I'm going to speak for Marshall Space Flight Center. The partnerships office is really good about getting you to the technical teams based on your technology when you go in and you share, you know, where you think it's a fit. And definitely you want to be prepared for that meeting. What is your ask when you go in there?

1:02:32 Speaker 1: And being able to, you know, present your technology where you think it's a fit on NASA's mission. when you, if you can get on that calendar, and you can get on that calendar, the partnerships office. And I think some of the small business specialists at some of the centers have tech advisors on their teams that they can also share with. I'm speaking for Marshall, of course. That's who I'm here with.

1:02:59 Speaker 2: Thank you. Debbie, I just wanted to go back to one of the previous questions because I know we've received quite a few inquiries about that in the chat. And the question is, what did you use for the search you did on UX UI? Can you speak a little bit more about that as far as what did you use for that search?

1:03:19 Speaker 1: Yeah, actually, I was going to think if I still had it up, but I just used my copilot and I said, what companies support NASA with UX UI? Performing UX UI.

1:03:36 Speaker 2: Pretty straightforward.

1:03:36 Speaker 1: That was after I asked, what is you actually like? Just confessing.

1:03:41 Speaker 2: We appreciate the transparency. Thank you. Thank you for that. Okay. So our next question is, how does a woman-owned small business get opportunities with NASA to provide staff augmentation or supply direct hires?

1:04:08 Speaker 4: Kind of the same way that I've, strategy I've been, you know, speaking about, to start with.

1:04:16 Speaker 6: Our forecast and go from there.

1:04:23 Speaker 4: There are contractor support contracts that we have across the agency. So it's just a matter of seeing what's out there, what's going.

1:04:34 Speaker 6: To be expiring in the next, 12 to 18 months, and then starting that grassroots effort with reaching out to the appropriate point of contacts, including the small business specialist.

1:04:49 Speaker 1: Yes, and I was going to say, and what I'm getting ready to say here, I'm going to speak for Teledyne as a prime. As Candace said, the prime contracts, and it's not just woman-owned, it's all small businesses, right? That's applicable to staff augmentation or supply and direct hires, but For me, when somebody asks me this in a matchmaking, I guide them to go to our job postings. And then you can ask them, can I reach back or follow back up with you? Because in some cases, the prime could be trying to build a core team.

1:05:22 Speaker 1: And so it would be a Teledyne badge. But I can ask the hiring manager that. Is this somebody we could come in and try for the 90 days or work through a staff augmentation company? And become a Teledyne badge or is this a direct hire right from the beginning? But those job postings, you know, because when we don't fill those positions, we're losing revenue by the minute. It's very crucial, very critical today. And there's a lot of positions across all the large primes right now. And so you can, you know, talk to them about that in your matchmaking.

1:05:57 Speaker 1: If you've looked at some of their positions and I have some good candidates for this, you know, how does this work within your company?

1:06:07 Speaker 2: That's great. Thank you. And I just have one more question. I know we are kind of cutting it close to time, but this was a really great question. And Candace, if you're able to jump in and ask this question. And Debbie, if you wanted to as well, it's regarding our Lyft event from last year. And so can you share any testimonies from previous Lyft events? So Candace, I'm not sure if you wanted to jump in and take that question first.

1:06:40 Speaker 4: Um, yes. So can you repeat the question one more time?

1:06:45 Speaker 1: Sorry. Oh, yes.

1:06:47 Speaker 4: No worries.

1:06:47 Speaker 2: So this is regarding our lift event. So our first lift event that we actually had last year. So can you share any testimonies from the previous lift event?

1:06:57 Speaker 3: Yes.

1:06:57 Speaker 4: So the previous lift event was widely attended. And last year, we had so many high-level speakers we had from the A-suite at the agency.

1:07:13 Speaker 3: We had.

1:07:16 Speaker 4: Legislative speakers giving insight, heads of procurement giving insight, a lot of participation from our major prime contractors in terms of matchmaking. Tons of exhibits, opportunities to further meet with decision makers across the agency and across the prime contractors. So it's a really great time to network, expand your network, and really leave with some next steps and valuable information.

1:07:47 Speaker 1: And I agree, Brianna and Candice. To me, NASA has always been very good at Their outreach events was starting with the big picture. What's the mission? And, you know, where are we going? And they break it down from starting at the top, as Candace mentioned, the A-suite, and continue down to the NASA centers and the programs. Some program managers are there. All the primes are there. I had great matchmaking events. I actually met a lot of smalls that I had not met before in that, not just from there, you know, not just from Kennedy, but all over the U.S. that I had not met before.

1:08:26 Speaker 1: Um, it's really good and it's gonna, you know, bring you around to understand, help you understand, and it's applicable to all of us. Um, what is the mission? What are they doing? What are we doing? Where do we fit? But, but hearing the speakers and the information is critical, um, to where you're taking, you want to take your company, where your capabilities fit in this mission. Um, it's a great event and make sure you, you don't miss any of those, um, the speaking, the speakers. And then, of course, you're already ready for your match.

1:09:00 Speaker 1: and your capabilities. I think you got that, right, Candice? They're ready for that. We got that. You're ready for that, and I look forward to seeing you there, too.

1:09:12 Speaker 4: Awesome.

1:09:13 Speaker 2: Well, thank you again, Candice and Debbie. I can't thank you enough for your insights and your guidance and just putting everything in plain language. So we really appreciate that. And then also at this time, we'll go ahead and segue into just a few updates. So we can go to the next slide. That would be great. All right, so as we've been mentioning throughout today's session, it's all things Lyft. We are excited and our team is ready. We will have all of our small business specialists there from all of our NASA centers.

1:09:48 Speaker 2: Also, Debbie will be there. So if you would like to meet Debbie in person, as you can see, she is great. And she will be there. She will be there as an exhibitor and do a matchmaking session. So if you would like to come engage with us, with Debbie, we'll have a lot of different primes there as well. Remember what I said, date them all. So they will all be there. We will also have different federal agencies. So if NASA is not a good fit for you, that doesn't mean another agency won't be a great fit.

1:10:17 Speaker 2: So please register. Registration is open. Now seating is limited. We have to just respect the guidelines of the facility. So you have to register for the event in order to attend. Again, registration is required. Our team has been putting the registration link into the chat throughout the session, but we will go ahead and drop it in again, because again, it's really important. Please register for Lyft. I promise you it's worth the trip. Last year was absolutely amazing, and we're expecting this year to be even better.

1:10:49 Speaker 2: So again, register for Lyft. Naima did a great overview. of what to expect. And as a reminder, this presentation will be recorded, so you can also go back and just hear Naima's presentation regarding all things lift. And we hope to see you there. Next slide.

1:11:09 Speaker 2: And also, we are excited to announce that our annual town hall is coming up in October. This town hall will be hosted by our assistant administrator, Mr. Dwight DeNeal. This is another event that you do not want to miss. Now, this event is going to be virtual. All you have to do is register in order to receive all of the communications and the link to join, as well as the link to submit any pre-submitted questions that you would like to be asked to our assistant administrator, any of our teams. So be on the lookout for that.

1:11:42 Speaker 2: We just wanted to put it on everyone's radar that we will have our annual town hall in October. It happens every October, and more information will come out once we have that date confirmed. Yes, the registration is not open. I saw the question come through the chat. Registration is not open just yet. It will open shortly, and everyone that attended today's session will receive an email once.

1:12:06 Speaker 1: That is available. Next slide.

1:12:20 Speaker 2: We can go to the next slide. And then also we are so excited to announce that our mobile app, now it's going to be known as our NASA OSPPSDX, is coming soon. We just are so excited for these enhancements. The app is going to look completely different from the look and feel, from the resources available. It's just a lot of great information that is going to be on this app. So please download it. You can actually download it now. When you download it, that is not the enhanced version. Trust me, it will be updated and that will be coming soon in September.

1:13:01 Speaker 2: So if you want to be the first to see the app, please download it today. It is available in the App Store and on Google Play. And all you do is type in NASA OSBP and it will come right up. And then in September, you will see the app update. And it's just a great, great tool, especially if you're coming to Lyft. So if you're coming to Lyft, you'll be able to see the agenda. The agenda will only be on the app. You'll be able to develop your own schedule for Lyft. You'll be able to have the contact information for all of our exhibitors and matchmakers right at your fingertips.

1:13:34 Speaker 2: So please download the app and stay tuned for the updates that will launch in September. Next slide. And this is just a friendly reminder to please engage with us. We like to hear from you. So we are really active on social media. So on our LinkedIn account, follow us on LinkedIn, NASA, Office of Small Business Programs, as well as, as I've mentioned, download the mobile app. Trust me, you do not want to be left out on that. And then also please subscribe to our mailing list. We have officially decommissioned our NASF in the database earlier this year, and we have migrated only to this mailing list.

1:14:13 Speaker 2: So if you want to get firsthand updates from our office, opportunities, information about events, you have to be on this mailing list in order to get that information. So you can scan the QR code, and then our team will also put the direct link to our mailing list in the chat as well. And I believe that's my next slide. We can go to my last slide. We can go to the next slide.

1:14:35 Speaker 4: All right.

1:14:37 Speaker 2: And I will turn it back over to you to close us out. Thank you. Okay.

1:14:40 Speaker 3: Thank you so much, Brianna. And thank you to everyone for submitting your questions and participating in the webinar today. And also a special thank you to our featured speakers, Debbie and Candice. Really appreciate all the wealth of information and expertise and guidance and tips. to successfully navigate the whole process of matchmaking and attending our industry days and hope to see everyone at the Lyft event coming up. And also a thank you to Brianna and Naima for helping connect today's discussion to resources and opportunities and engagements.

1:15:23 Speaker 3: So we hope this information today has provided you with a clear and concise understanding of how to successfully navigate. Again, how to match make and also being prepared to be at the table and also attending our industry days and engaging with all the NASA centers and realizing the different missions and the different needs at the center level. So with that, again, a really huge thank you for everyone. taking the time to attend this and to participate and have a wonderful afternoon.

1:16:01 Speaker 2: Thank you.