GUAM – Two Guam natives with experience at the Pentagon and the U.S. Interior have established Galaide Professional Services, Inc. to go after professional program management contracts in the private and government sectors, while positioning themselves for buildup-related opportunities down the road.
Galaide co-owners Albert Yanger, a retired U.S. Army Major, and retired Air Force Sr. Master Sgt. Frankie Dumanal have returned to Guam after spending some of the last 30 years in the D.C. metro area. The two high school friends have spent the last three years accruing a high-level repertoire of project management and federal set-aside contracting know-how through assignments with the military, the Washington bureaucracy and private companies like Verizon, AOL Online and the Native American firm, NAID, Inc.
“We watched the movements of Congress, the Department of Defense and the Japan Diet,” said Mr. Yanger “and we could see that the buildup was going to move more slowly than expected.” So as they planned their Guam move last January, the duo designed a strategy that would be a stepping stone to eventual military contracting opportunities, allowing them to establish a professional management business in other Guam sectors until the buildup really got rolling.
For now, Galaide is going after more immediate business in Guam’s under-served Operations & Management sector. In the same way that contractors will soon need tight program management for new military construction and infrastructure projects, Mr. Dumanal said that already-existing programs in local and federal government agencies, Guam’s tourism and real estate development industries and other commercial sectors need O&M professionals to streamline operations and manage the day-to-day.
To illustrate, Mr. Dumanal said Guam’s $286 million ARRA sector — where American Recovery and Reinvestment Act funds are tied to complex federal accountability and reporting standards — has a great need for O&M. He should know. The former Air Force systems and communications specialist worked six years as a project manager for the U.S. Department of Interior’s Bureau of Indian Affairs where he handled $838 million in ARRA-funded programs for Native American and Alaskan Native tribes and trained over 1,000 recipients in federal reporting requirements.
Economic growth set in motion by unprecedented military expansion over the next five-plus years will only magnify the need for tight coordination of increasing layers and moving parts in civilian-military projects. For government programs funded by ARRA grants, design-bid-build construction orders, business acquisition strategies and even government-wide infrastructure development, professional program management will become even more crucial, Mr. Dumanal said.
Like the Chamorro outrigger canoe that is the company’s namesake, Mr. Yanger and Mr. Dumanal see Galaide as a vehicle for swift commerce. They want to use their military discipline to professionalize program management and their Washington know-how to ease more federal contract wins for Guam companies, streamlining the business of business and of government.
Crisp, orderly whiteboard drawings in their small office, located at the end of a long row of military recruiting storefronts in the GCIC Arcade in Hagatna, reveal how the two type-A personalities get any job done. Like the canoe, the Galaide approach is downright aerodynamic: establish clear lines of authority, accountability, coordination, timing and budget on each project. On top of that are plans for an added wind sail that, once hoisted, will be potent: Galaide wants to be able to assemble a strategic mix of Guam-fluent, locally agile small business teams to solve any project need.
The company has plans to eventually facilitate teaming among Guam’s growing sector of federally qualified disadvantaged small businesses to “go after the big guys,” Mr. Yanger said. He sees no reason such a team should stop short of winning federal contracts beyond Guam. “I look forward to the day when Galaide bids on an IDIQ contract out of Washington, D.C. with a team from Guam,” he asserted.
While Galaide builds its small Guam business network, it already has strategic alliances for certain subcontract vehicles: GSA VETS GWAC, a federal set-aside for small technology firms; Seaport Enhanced, a federal procurement vehicle for professional program management, engineering, logistics and financial management services; and GSA Alliant for comprehensive information technology services.
Helping more and more Guam companies qualify for federal set-aside contracting opportunities, including the so-called indefinite delivery indefinite-quantity contract, is an important first step towards joining the big leagues, but it will take time, Mr. Yanger admitted.
In the nearer term, Mr. Yanger envisions Galaide playing a role in buildup construction programs or military support programs that need Guam-based centralized management solutions. The company is a federally certified “service disabled veteran owned small business” and will soon also be HUBZone-certified, which positions them well for both prime- and sub-contracting opportunities down the road.
Before, during and after the buildup, the partners believe that their military discipline and precision approach to problem solving will have relevance for just about any business or program.
Mr. Yanger handled a nationwide configuration and change management program for the DOI’s Bureau of Indian Affairs as a project manager with NAID, Inc. He also oversaw the $15 billion GSA 8(a) STARS program and the $5 billion VETS Government Wide Acquisition Contracts program.
In addition to his ARRA work at the Interior, Mr. Dumanal managed significant information technology projects for Verizon and American Online. He also led the development of Andrews Air Force Base’s $5 million, 79-building combat information transport system.
There’s hardly a day that goes by on Guam when the team doesn’t find another opportunity for their new company. “Just the other week,” Mr. Yanger said, “DPW was unhappy with some roadwork.” Mindful of that agency’s many simultaneous and overlapping road upgrade projects, he pointed out, “A well-positioned small company would have gone in there with a white paper and said, ‘Here’s your solution.'”