Insights Article

Our Preferred Contracting Model Is Now the Federal Standard

The call for fixed-price contracting and measurable outcomes

An Executive Order (E.O.) signed at the end of April didn’t get a ton of attention in the news cycle, but it sparked immediate interest at Intact. The order, entitled Promoting Efficiency, Accountability, and Performance in Federal Contracting, was signed Thursday, April 30, 2026.

From where we’re sitting, this E.O., along with guidance in the Federal Acquisition Regulation (FAR), signal a significant shift not just in federal procurement, but in the services industry at large. And it’s one we’re excited for.

Executive Order

The E.O. mandates that it is the policy of the administration that “fixed-price contracts with performance-based considerations shall serve as the default and preferred method of procurement“, applying to executive branch departments and agencies.

Screenshot of the executive order from the White House website

The directive states, in part:

Many private-sector contracts focus on driving performance rather than ever-increasing costs, often dictating a fixed cost for a well-defined outcome. Fixed-price contracts (outcome-based contracts) are characterized by clearly defined outcomes and deliverables on predictable timelines for fixed prices that generally are not adjusted based on contractors’ costs, and often tie profit to the contractors’ performance, rewarding work that exceeds expectations and penalizing subpar performance. This performance-based model encourages contractors to control costs and expeditiously meet deliverables to maximize profits.

FAR Part 37 – Service Contracting

This is in alignment with guidance in the Federal Acquisition Regulation (FAR), Part 37, regarding Service Contracting. Part 37 echoes the recent E.O. stating that “performance-based acquisition is the preferred method for acquiring services.”

Screenshot of section 37.2 from the FAR website

Of particular note is subpart 37.6, which outlines the policies and procedures for Performance-Based Acquisition.

Among the requirements for these types of contracts are:

  • A performance work statement that describes “the work in terms of the required results rather than either ‘how’ the work is to be accomplished or the number of hours to be provided.”
  • The ability to assess work performance against measurable performance standards (e.g. results or outcomes).
So, what?

For professional services firms, this is a big deal. The E.O. signals a shift from the traditional models like Time & Materials (T&M) that have been the industry standard for decades.

For Intact, this means the federal government is prioritizing a model that we’ve been refining over the past 13 years: Outcome-Based Services.

The core elements of Outcome-Based Services have long aligned with federal Performance Based Acquisition standards and with this shift, our model now becomes the rule instead of the exception.

Among the key elements of Outcome-Based Services aligned with Performance Based Acquisition are:

  • Firm, Fixed Price Contracts: This means our price is agreed upon up front and we stay until the work is done, shifting the focus from hours billed to results delivered.
  • Clearly Defined Outcomes (also referred to as results, performance standards): Another guarantee of customer success is clearly defining what our customers want to accomplish up front and designing solutions to meet those goals.
  • Measurable Performance: We work with customers to establish realistic, achievable, and impactful goalposts and clearly defined metrics that tell us when we’ve reached them.

On the horizon, in alignment with the April 30 Executive Order, is scrutiny of existing contracts as each agency head has been directed to evaluate the top 10 non-fixed-price contracts for their respective agency and restructure, where possible, those contracts to comply with the order.

At Intact, we’re watching this moment unfold with genuine curiosity and optimism. After years of fine-tuning Outcome-Based Services, it’s encouraging to see the federal government formalize an approach we’ve long believed delivers better results: clearer expectations, accountable performance, and measurable value.

Insights Article

Why I Am Quitting Traditional IT Management Consulting

Silhouette of a person walking through an open door
Jesse White
Chief Executive Officer
Published
May 7, 2013

Traditional IT Management Consulting uses fear, doubt and powerful relationships to sell business leaders promises of game changing outcomes. They make the simple complex, extremely expensive and then get paid to simplify it again. Too many times getting paid to waste time and money to point the finger at their competitor, the IT department. How is this helping anyone? This is bullshit.

The way I see it, power is being stripped from IT departments by the business and transferred to consulting companies and outsourced service providers. Is that helping us mature IT capabilities an industry?

Internal IT departments should be a better consultant to the business than a for-profit enterprise. Why? Because they are the ones who understand the business. I am not saying that IT departments don’t need specialized help or that every IT department has what they need to support their business.

I am saying we need a fundamental change in the model.

I envision a new IT industry model where:

  • Consulting provides specialized services, enables IT departments to improve on their own and teaches them to communicate and market to the business
  • IT Departments act as internal consultants, have the operational capacity for continuous improvement and have established a value chain with the business
  • The Business perceives the IT department as their strategic partner and has a committed relationship based on common goals and definition of value

In order for IT to meet the demands of the business and their consumers, the business must commit time and resources to the long-term improvement of IT Management capabilities. The capability and potential exists in every IT department.

IT Management Consulting must shift from the traditional consulting model that promotes “continuous dependency” to a model that promotes enablement and self-sustained “continuous improvement.”

We need to revolutionize the industry. We need to understand that customer dependency is not the way. The definition of consulting is “the business of giving specialized advice to other professionals.” “Give” should mean more than emailing a PowerPoint!

Think about it, consulting should be about transferring the actionable knowledge customers need to succeed. If the advice we give our customers enables them to grow on their own:

  • IT improves capability and value perception
  • Consulting companies create new specialties to meet advanced demand
  • Businesses lower costs and innovate quicker than their competition

Join me in quitting traditional IT Management consulting and focusing on the new model.


This post originally appeared on Intact’s website on May 7, 2013. View the original post via the Internet Archive.