Running a government contracting firm requires navigating federal regulations, winning competitive bids, retaining skilled talent, and sustaining the institutional relationships that keep contracts flowing. Margarita Howard has managed all of those demands for more than two decades at HX5, a Fort Walton Beach firm that has grown into a 1,000-plus-employee operation with contracts at 90 government locations.
Talent Retention as a Business Strategy
One of the less-discussed drivers of HX5’s growth is how long the company has kept its senior leadership in place. Many of Howard’s top managers have been with the organization for roughly a decade. That continuity matters in government contracting, where long-term client relationships and deep institutional knowledge often determine whether a firm wins re-competes. “We were very selective of people that we chose for our management team. And really, I could not be more proud of them,” Howard said. “We could not do what we do without them.”
Margarita Howard’s Formula for Competing
Margarita Howard built HX5 to compete rather than rely on federal programs designed to protect small businesses from open competition. When the 8(a) program helped the company land four contracts in a single year early in its history, Howard treated it as a runway, not a destination. She watched peer companies in her region take the opposite approach, using sole-source awards as a primary revenue source until their 8(a)-eligibility ended and left them without the skills or infrastructure to win on merit. HX5 invested in compliance systems, management depth, and operational capability that government clients value. The result is a company that has grown steadily and earned a reputation for delivering without needing to be managed. See related link for additional information.
Visit his page on https://www.finsmes.com/2026/01/margarita-howard-on-how-hx5s-defense-origins-launched-its-expansion-into-nasa-contracting.html, to learn more.