The product mindset introduces a deliberate pause. Not to slow things down, but to ensure we are solving the right problem before proposing the right solutions. For VA, where programs directly impact Veterans, clinicians, and frontline staff, that distinction matters.
I recently took a Product Management course to better understand how delivery teams approach their work. What surprised me was how much it changed the way I think about capture. Not because it made capture more competitive, but because it sharpened the focus on outcomes: mission outcomes, user outcomes, and long-term value for the government and taxpayers.
One of the core principles in Product Management is that great outcomes start with understanding the problem before building solutions. Strong Product teams align around problems worth solving, not assumptions about what should be built. When asked to build something new, they ask “Why?” before saying “Yes.”
When a request comes in, whether driven by operational needs, policy changes, or new Congressional mandates, the instinct can be to move straight into implementation. But asking “Why?” early often reveals critical context. Sometimes the initial request would not actually meet the mandate. Other times, it introduces unnecessary complexity, rework, or delays that ultimately slow delivery and increase cost.
We’ve seen this play out with VA customers. A change request may appear straightforward, but deeper exploration uncovers alternative approaches that better support compliance, reduce risk, and deliver value faster. By understanding the underlying motivation and constraints, teams can focus on the smallest useful solution: one that meets the need, supports adoption, and can evolve based on real feedback from users.
For VA, this approach supports several priorities at once: faster access to services, reduced administrative burden, improved system reliability, and responsible stewardship of taxpayer dollars.
Traditional capture success is often measured by familiar indicators: Pwin, teaming strategy, competitive positioning, pricing, and compliance. These still matter. But mission success asks additional questions. Did the solution built actually get used? Did it improve access to care or services? Did it reduce processing time, errors, or burden for Veterans, clinicians, or VA staff? Did it increase trust in the system?
A product mindset pushes us to measure what matters most to the mission. Not just features delivered or systems deployed, but outcomes experienced by users, such as faster claims processing, more reliable scheduling, clearer communication, or fewer manual workarounds. The value is in what gets used, not what gets built.
This focus aligns closely with VA’s emphasis on Veteran experience, clinician experience, and operational efficiency. The value of a system is not in its complexity or scope, but in how effectively it supports the people who rely on it every day.
This mindset also changes how contractors talk about past performance in bids. They still have to answer compliance-driven questions about scope, scale, and similarity with clarity.
But past performance can be strengthened by framing experience through outcomes. Not just what was built and where, but who was helped, how their challenges were addressed, and how we know their experience was better because of it. Did the solution improve timeliness? Increase adoption? Reduce errors or rework? Improve satisfaction or trust?
For VA, this kind of storytelling provides confidence that a contractor understands not just delivery, but the responsibility that comes with supporting mission-critical systems and services.
Shifting to “Why?” also improves customer conversations. It helps uncover the motivations, constraints, and assumption behind an ask, whether related to policy, oversight, operational pain points, or prior experiences.
When contractors understand these drivers, they can bring relevant research, lessons learned from other agencies, and proven practices from the private sector. This leads to more informed discussions, better-aligned requirements, and ultimately procurements that are structured to reduce risk and improve outcomes.
For VA, where programs are often complex and highly visible, this collaboration helps ensure that acquisitions support long-term success rather than short-term fixes.
Capture will always involve strategy, competition, and winning. But a product mindset reframes capture as a mission-supporting function. By focusing first on user needs and mission outcomes, capture teams can help shape solutions that are more effective, more resilient, and more trusted once they are in production.
That leads to better customer conversations, better shaping strategies, and better outcomes for Veterans, Clinicians, and VA Staff. And ultimately, that is the goal we all share.
