Public Sector Growth & Pursuit Strategy
Win the public-sector opportunity before the RFP is written.
Strategic advisory for GovTech and public safety companies navigating complex state and local government markets.
Where deals are really won
The RFP is usually too late to start selling.
Public-sector sales rarely fail because a team cannot respond to an RFP. They fail because the pursuit was never shaped properly before procurement began.
The agency has already defined the problem, budget, stakeholders and requirements — often with another vendor influencing the conversation.
Government pipelines can look healthy while teams spend months pursuing deals they were never positioned to win.
End users, executives, IT, procurement, finance, elected leadership and consultants can all influence a decision differently.
Strong opportunities require a repeatable strategy for qualification, stakeholder alignment, references, positioning and procurement.
Advisory Services
Senior strategy for complex government markets.
I work with GovTech, public safety and civic technology companies that need sharper pursuit discipline, stronger pre-RFP positioning and experienced public-sector judgment — without adding another full-time executive.
Public Sector Pursuit Sprint
A focused four-week engagement designed to pressure-test your most important public-sector opportunities and build a practical path forward.
- Opportunity & pipeline diagnostic
- Stakeholder mapping
- Pre-RFP pursuit strategy
- Competitive positioning
- Reference strategy
- Procurement path & risk review
- 90-day pursuit action plan
Fractional Public Sector Advisor
Ongoing senior counsel for companies that need experienced public-sector judgment without hiring a full-time sales executive.
- Strategic pipeline reviews
- Major pursuit strategy
- Sales leadership thought partnership
- Messaging & positioning
- Reference and customer strategy
- GTM alignment
Public Sector Sales Workshops
Practical workshops that help teams understand how state and local government opportunities actually develop — and how to influence them before procurement begins.
- Winning before the RFP
- Public-sector stakeholder strategy
- Qualification & pursuit discipline
- Government buying dynamics
- Reference strategy
- Account planning
My Approach
Process provides the blueprint. Relationships build the structure. Strategy determines the path.
Process as the Blueprint
Strong public-sector pursuits are not improvised. They require disciplined qualification, thoughtful discovery, clear milestones and early identification of how an opportunity can actually be won.
Relationships as the Scaffolding
Government buyers do not simply choose software. They choose organizations they trust to support critical operations for years. Credibility is built long before the procurement document appears.
Strategy as the Art
No two agencies, buying committees or pursuits behave exactly the same. Good strategy combines data and discipline with judgment — knowing when to push, where to pivot and what matters most.
Selected Experience
Built inside the market, not around it.
My perspective comes from carrying quotas, creating territories, developing enterprise opportunities, coaching sellers and leading teams inside public-sector technology companies.
Who I Work With
The right fit matters.
My best work happens with companies that already have something worth selling and want to become substantially more disciplined about how they sell it to government.
Teams with traction that need a stronger state and local sales motion.
Companies selling mission-critical technology into 911, law enforcement, fire and emergency services.
Commercial technology companies learning how government markets differ from traditional enterprise sales.
CROs, VPs and founders who need an experienced outside perspective on pipeline, pursuits and public-sector GTM.
About Alexandrea Cohen
Public service was part of my life long before public-sector sales was.
I grew up in a family deeply connected to local government. My grandmother worked in police communications and served as Communications Director and City Spokeswoman for Sanford, Florida. Other members of my family worked across law enforcement and municipal services.
I learned early that government employees are often asked to do the most with the least.
That perspective has stayed with me throughout nearly fifteen years in sales, client leadership and GovTech.
My career has included public safety software, public-sector ERP, accounting, permitting, tax, land records, community development and asset management. I've built territories from zero, carried enterprise quotas, developed multimillion-dollar pursuits, designed sales playbooks and led regional sales teams.
Today, I use that experience to help technology companies approach government markets with greater discipline, credibility and strategic clarity.
Start with the pursuit
Have an important government opportunity you need to get right?
Tell me where the pursuit stands, what is at stake and where the team is getting stuck. We can determine whether an advisory engagement makes sense.
Discuss a PursuitHello, World!
Why Public Sector?
Growing up, my entire family served in local government. From spending time in police dispatch with my grandmother, inspecting the sewage plant with my grandfather and watching my aunts and uncles serve as law enforcement, it became evident that government employees are the hardest workers - often asked to do the most with the least. This realization shaped my goal to serve those who serve.
Pictured - my grandmother, Cleo, Communications Director and City Spokeswoman for Sanford, FL and I, 1990.
Get in Touch!
