The government contracting world rarely stays still, but the past year has been a whirlwind. In the first episode of series 4 of the Optimize Podcast, former Federal Acquisition Service (FAS) Commissioner Alan Thomas sits down with host Chris Hamm. They unpack his leadership journey and the major shifts now reshaping the Federal Acquisition Regulation (FAR). The conversation gives GovCon professionals rare insider context and insight into where we came from and where we’re headed.
From Fire Hose to Focus
Alan opens the episode by recalling his sudden immersion into the world’s largest buying organization. As the first political appointee to run GSA’s FAS, he faced a portfolio that ranged from fleet management to telecom contracts. The job felt like “drinking from a fire hose,” he admits. He quickly realized that success required focusing on a few measurable outcomes rather than drowning in endless to-do lists. He and his team narrowed twenty disparate goals to five shared, outcome-based targets. They then built cross-functional teams to drive those targets. The merger of the Technology Transformation Service (18F and related digital teams) into FAS was a prime example.
We created a set of working teams, we called it Joining Forces. We thought carefully about how to bring that team in, knit them into the FAS family, and still give them some independence.
Alan recalls, noting that this approach preserved the digital team’s agility while aligning it with the broader mission.
Building trust was central to Alan’s strategy. He invested in off‑sites, regular “management by walking around,” and informal conversations over coffee. These interactions served as the glue for a diverse organisation. It also helped that he could empathize with staff. He had been on the government side, the small business side, and the consultancy side. That breadth allowed him to translate between cultures and explain why certain metrics mattered. Throughout the conversation, he draws parallels between managing a basketball team. Not everyone can be the top scorer, just as not everyone can lead a sprawling acquisition service. Success comes when people know their roles and feel they contribute to a larger mission.
The FAR Overhaul and the New Rules of the Game
Alan’s early career stories show how to lead through change. The podcast’s second half focuses on the change itself. In 2025 the FAR received its most significant update in four decades. Executive orders and an ambitious Revolutionary FAR Overhaul aim to streamline acquisition and strip away non-statutory requirements. They also give contracting officers freedom to design deals that better serve mission outcomes (2). Under Part 15, contracting officers can now use innovative contract types without seeking deviations (1). The updated Part 12 reorganizes commercial buys and requires simplified procedures up to $7.5 million, reducing competition and paperwork (2). Agencies are also being steered toward “best‑in‑class” government‑wide contracts; this centralisation promises efficiency but may reduce small business set‑asides (3).
On paper, these reforms promise faster awards, more flexibility, and a shift to mission-focused results. Thomas welcomes the intent but notes a critical human factor: contracting officers must feel safe using their newfound discretion.
My fear is that people will have this additional discretion but hesitate to use it. They’ll think, ‘I’d love to be the third person to do this,’ because they want to see others go first.
When leaders fail to back their teams, innovation stalls. Those words echo across the industry as procurement professionals question whether agencies will reward or punish their creative choices. Similarly, Chris cautions that without trust, staff will revert to just compliance.
If I don’t feel like you believe in the workforce. You’re not getting my discretionary creativity, you’re getting my compliance.
Trust and Creativity: Breaking the Compliance Trap
These statements illustrate a tension that every GovCon leader now faces. New regulations invite experimentation, yet an ingrained fear of missteps persists. Alan argues that the solution lies not in more rules but in culture. Leaders must model the risk‑taking they wish to see and provide air cover when things go wrong. Chris’ experiences show how quickly upper management can stifle creative ideas when they refuse to back bold proposals. In the wake of the Department of Government Efficiency’s cost-efficiency executive order, many agencies responded by slashing travel budgets and cancelling conferences. The order froze government purchase cards and mandated reviews of existing contracts (4).
Chris says conferences and everyday interactions are at an all-time low, making it harder for contractors to build rapport.
Yet this scarcity has only increased the value of the interactions that do happen. As offices reopen and the coffee shops around federal buildings buzz again, Thomas sees an opportunity. People are “starved for interaction,” he says, and meeting in person helps rebuild the trust necessary for courageous contracting.
Conferences and events and general interactions are probably at an all‑time low.
Navigating the Shifting GovCon Landscape
What does all this mean for today’s contractors? First, stay informed about the FAR overhaul and its companion guides. The government is issuing non-regulatory resources to support the transition. Resources like the FAR Companion Guide and Practitioner’s Album help the workforce adopt the new rules (3). Contractors who understand these tools can become trusted advisors to program offices. Second, recognise that centralisation will favour companies that hold best‑in‑class contracts (3). Small and mid‑sized firms may need to team up or invest in obtaining multiple government‑wide vehicles to remain competitive. Third, be mindful of the ongoing DOGE reviews and cost‑efficiency mandates. Agencies must still justify every conference trip and freeze certain purchase card spending (4). So don’t expect large in-person events to return overnight. Finally, remember that culture eats policy for breakfast. Flexibility on paper won’t matter unless contracting officers feel supported.
Alan closes the episode with a piece of country‑music wisdom: “Every storm runs out of rain.” His message is simple but powerful. Procurement professionals have weathered shutdowns, executive orders and sweeping regulatory rewrites. By focusing on the mission, building trust and embracing smart risk, GovCon leaders can turn these storms into opportunities.
Listen for the Full Story
Ready for the full story? Visit the Optimize podcast page to stream this episode. You can also watch on YouTube or listen via Spotify and Apple Podcasts.
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