Your ATO Isn't a Growth Strategy
Public sector traction fails when product, procurement, and authorization aren’t designed as a single system.
PSF aligns authorization, packaging, acquisition, and growth into a single operating model so market entry becomes fundable, findable, and fit to scale. Without that alignment, public sector entry becomes an unmanaged exposure risk surface.
Why Products Fail in Public Sector
Public sector outcomes are decided upstream by authorization choices, funding fit, packaging, and procurement pathways.
Most teams treat these as separate, linear decisions across different functions.
That’s how “progress” turns into rework, stalled awards, and non-scalable wins.
How PSF Reduces These Risks
We design the decisions as a system, not a sequence.
PSF works with executive, product, security, and GTM leaders to evaluate authorization, funding fit, product posture, acquisition pathways, and partner strategy in parallel. The output is a coherent market entry operating model that prevents early, narrow decisions from constraining future adoption, procurement, or scale.
When market conditions change, we help leaders re-stabilize the system to reduce market erosion risk across authorization, procurement, and growth decisions.
PSF Client Portfolio Overview
We support organizations from early-stage innovators to enterprise platforms when public sector exposure becomes material.
Our work sits where product integrity, authorization strategy, acquisition design, and growth mechanics collide—so leadership can make defensible decisions before capital and credibility are on the line.
Who We Work With
PSF works with senior leaders accountable for product viability, market entry decisions, and long-term public sector outcomes often under conditions of uncertainty, compressed timelines, and asymmetrical risk.
Our clients span early, adoption, and growth stages, but they share a common reality:
critical decisions made now will either preserve future options or quietly constrain them.
Investor & Board Readiness
Assess public sector exposure before it becomes structural
Investors and board members evaluating how product posture, authorization strategy, procurement pathways, and go-to-market assumptions shape risk, valuation, and long-term scalability across public sector-exposed portfolios.
Focus: portfolio exposure clarity, decision risk mapping, and scale preservation
Early-Stage Products
When the question is whether public sector is a real, defensible path
Founders and leadership teams evaluating public sector exposure before commitments harden to clarify product posture, authorization implications, and operating assumptions before early decisions create downstream constraints.
Focus: decision clarity, exposure mapping, and option preservation
Adoption-Stage Products
When early traction exists, but the structure underneath is still fragile
Leadership teams navigating first customers, pilots, authorizations, and funding pathways—where misalignment between product, procurement, and compliance can turn early wins into long-term friction.
Focus: stabilizing the operating model so adoption doesn’t introduce hidden risk.
Growth-Stage Products
When expansion pressure exposes structural limits
Executive teams moving beyond pilots into sustained, multi-program adoption, where packaging, funding durability, acquisition pathways, and operational scale must align or growth stalls despite demand.
Focus: reducing market erosion risk while preserving scale options.