Built by somebody who had to get it right the first time, for twenty-two years.

The background

Scott Marchand retired from the United States Navy as a Senior Chief Petty Officer after twenty-two years, serving from 1 October 1998 to 31 August 2020. The work was strategic weapons systems aboard submarines. That is an environment where a procedure is followed exactly or somebody explains why not, in writing, to people who do not accept explanations easily.

Three habits come out of that career and they are the whole basis of this business. Build to the drawing. Document the process so it survives the person who wrote it. Teach it to the next person well enough that they can do it without you.

Why a woodshop, a consultancy, and a training outfit are the same business

They look unrelated on a capability statement. They are not. Every one of them is the same discipline applied to a different material.

Custom millwork is a drawing, a tolerance, a finish schedule, and a deadline. A process improvement engagement is the same thing with a workflow instead of a cabinet. A curriculum is the same thing again, where the deliverable is a person who can perform a task.

A buyer with a conference room refresh, a procedure that keeps failing, and a workforce that needs training on both has historically needed three vendors. Running all three out of one entity removes two contract actions and the coordination burden that comes with them.

Where the firm is going

Federal certification through SBA VetCert is in process, along with Washington veteran-owned business certification and SAM.gov reactivation. None of those are claimed here before they are issued.

The near-term plan is deliberately unglamorous: micro-purchase and simplified acquisition work that builds a real past-performance file, in the Kitsap corridor where the work is and the travel cost is zero. Larger set-aside work follows the certification, not the other way around.