Dr. Tiffany Parr’s Philosophy for Securing $860K in Government Contracts

Many people are attracted to corporate jobs because of the sense of stability and security they provide—such as consistent salaries, health coverage, and retirement benefits. This was a part of Dr. Tiffany Parr’s story before she decided to take the leap to become a government contractor.

Dr. Tiffany Parr is not your typical healthcare executive—she’s a bold visionary who turned a thriving corporate career into a mission-led movement. With over 15 years of leadership experience in Medicaid, Dual Eligible programs, managed care, and public health, Dr. Parr had already mastered the complexities of the healthcare system.

When Dr. Tiffany Parr stepped into the world of government contracting, everything was unfamiliar. But that didn’t stop her. She believed that investing in knowledge and staying persistent would pave the way forward. And she was right. As CEO and COO of Navana Health Agency, she led operations, managed P&L, and crafted the go-to-market strategy—resulting in an impressive 172% revenue growth in just 16 months.

Before we dive into how she accomplished this, let’s rewind to the moment she made the bold decision to pursue government contracts.

Dr. Tiffany Parr’s Journey to Building $860K in Revenue Within 16 Months

Dr. Tiffany Parr never imagined she’d enter the world of government contracting. For most of her career, she was firmly rooted in the corporate healthcare world, having worked her way up to report directly to the COO of a healthcare organization. She was thriving in that environment and had prepared diligently for her executive role. But a desire for greater challenges began to stir.

“Life was good,” she said. “I had prepared for that position. But I always wanted to challenge myself more.”

Her entry into federal contracting began with a conversation. A close friend, a CEO in the public health space, suggested she explore government contracts. Curious, she reached out to a few mentors—and most importantly, her mother. Surprisingly, her mother encouraged the leap, saying, “If not now, when?” That support gave Tiffany the confidence to take a leap of faith.

As a long-term thinker, Dr. Parr saved money aggressively before launching. She didn’t rely on investors, choosing instead to bootstrap and maintain full control of her company’s direction. She even planned for up to two and a half years of operating expenses, knowing that government payments can be delayed for months.

With her financial foundation in place, Dr. Parr resigned from her job in April 2023 and soon after launched Navana Health Agency. She began by watching videos and learning everything she could about the government contracting landscape. In May 2023, she officially joined the GovCon Winners program to deepen her knowledge.

At first, she leaned into what she knew best—consulting in public health, data analytics, and population health. That decision paid off as she secured a commercial contract just six months after launching Navana. But federal contracting proved to be a whole different game. While she had prior proposal experience, she quickly realized federal proposals came with their own language, standards, and learning curve.

In early 2024, Tiffany began expanding into federal work, enrolling in one-on-one coaching and pushing herself beyond her comfort zone. That led to a pivotal moment when she secured her first Department of Defense contract under Religious Organizational Support Services.

That contract opened the floodgates. Within months, she secured three additional DOD contracts in Alaska, Alabama, and Colorado. In just 16–17 months, Navana Health Agency had earned over $860,000 in federal revenue.

What Can Newcomers Learn from Dr. Tiffany Parr’s Story?

For anyone stepping into the world of government contracting, the journey can feel overwhelming—full of acronyms, regulations, and unspoken rules. But Dr. Tiffany Parr’s story offers a clear, inspiring roadmap for those who are still hesitating to tap on government contracting opportunities

Have Passion for What You’re Selling

One thing that Dr. Tiffany Parr encouraged others to do is to have passion. She believes passion is essential—you shouldn’t pursue something you don’t care about, even if it pays well. It’s important to know your values and stick to them. 

She explained, “You do have to have passion, ’cause what I try to do is—’cause I can’t go for something that I don’t feel like I have any passion for. And so, you have to know: what will I go for, what will I not go for, even if it’s money. What do your values hold? Because it really does come into play when you are interviewing these individuals.”

She continued, “Yes, they might check all the list, but what is their character like? Are they sustainable for this position? Can they be promoted when they’re able to be promoted?”

You Need to Have the Grit!

Entrepreneurs need to have grit because building a business isn’t just about having a good idea—it’s about pushing through when things get hard, uncertain, or downright overwhelming. Grit is what keeps you going when the money hasn’t come in yet, when your health is shaky, when your confidence dips, or when others suggest you give up and “go back to something safe.”

“I think the most challenging because no matter what you cannot get into this space if you don’t automatically have the grit,” she stated.

Waking up early, staying focused, and pushing through even on difficult days are baseline requirements. Entrepreneurship isn’t about motivation; it’s about consistency and structure, especially when there’s no one to hold you accountable but yourself.

Now, she wakes up at 3:00 a.m. every day, not to impress anyone, but to get a head start on the enormous mountain of tasks that come with building something from scratch.

Unlike a salaried position where you can take paid time off, when you’re running your own business, there are no such luxuries. Even during personal hardships—whether you’re sick or dealing with a family crisis—the business still needs to move forward. That unrelenting pressure is one of the hardest parts of the journey, especially for those who come from structured environments where backup and benefits are a given.

Dr. Parr also warns that while the title of “CEO” sounds glamorous, the reality is far from it. Leading a startup means learning every aspect of the business from scratch—creating and managing invoices, understanding payment timelines, and staying on top of cash flow. There’s no team to delegate to in the beginning; you are the team. This level of responsibility demands preparation, especially financial.

While government contracting can be tough, surrounding yourself with the right people will give you a boost of energy whenever you’re feeling down on the road, as shared by the founder of Navana Health Agency.

“I truly believe your tribe is your vibe. And if you don’t have people that are positive and that are naysayers, and they — you’re just like, ‘Okay, you know what, you can just go back right now. And who wants to do all this?’ – that it’ll just feed into your mind and then feed into your soul and then you’ll start to give up,” she articulated.

Get a Tax Strategist Early!

One of the key lessons she learned the hard way was the importance of having the right kind of financial advisor early on—specifically, a tax strategist, not just a CPA.

At first, like many new entrepreneurs, she thought hiring a CPA (Certified Public Accountant) who understood small businesses was enough. And while that was helpful, she later realized that a tax strategist could have made an even bigger difference. A tax strategist doesn’t just file your taxes or help you stay compliant, they proactively guide you through the financial decisions you should be making throughout the year, even before your business officially launches.

“I think it’s a difference between an actual CPA and a tax strategist — someone who is meeting you throughout that year saying, Okay, before you even start that business, what do you need to do and how do you need to do it?’” she said.

She found herself learning things the long and hard way – watching endless videos, piecing together advice, and second-guessing if she was doing things right. In hindsight, having a tax strategist at the very beginning could’ve saved her tons of time, stress, and potentially money by helping her lay the right foundation up front.

Be Laser Focused!

When Dr. Parr launched her business, her 7-year-old daughter was inspired to start her own creative journey—writing books and launching a YouTube channel. While this was a beautiful and empowering moment, it also became a distraction from Dr. Parr’s primary business, Nana Health Agency. She found herself splitting her energy between her daughter’s brand, Aviana Legacy Collection, and her own startup.

She realized that to truly grow her business, she needed to be laser focused. Around November, she made a conscious decision to shift her attention back to Nana Health Agency. She even put up reminders around her house to stay focused.

“So, my point is saying that you have to be laser focused on your business and not let anything distract you. You have to eat, breathe, sleep with that business,” she stated.

Success comes when you concentrate your efforts on what truly matters—rather than spreading yourself too thin. It’s not about doing everything; it’s about doing the right things with intention and intensity.

Build Relationships with the Contracting Officers!

Another major lesson she shares is the importance of building strong relationships with contracting officers. She learned to stop relying only on emails and start picking up the phone. That direct communication helped build trust and transparency, which even led to winning contracts over existing vendors.

“And then you might have another contract. Now we’re going through a lot of different contract officers who are now transitioning, so now you’ve got to get to know them as well,” she mentioned.

As shared by Kizzy Parks – Dr. Parr’s coach, in government contracting, having a strong relationship with key players—like Contracting Officers, Contracting Officer Representatives, and other technical personnel—can help ensure smooth invoicing, gaining insight into recompete opportunities, and discovering additional work that might arise from the existing contracts.

The key takeaway is that relationship management is a continuous effort—keeping your company “top of mind” for your clients, just as Amazon keeps itself in front of its customers. This proactive approach to client relations can open doors to new opportunities and contribute to business growth.

There is just one note from Dr. Parr when you communicate with Contracting Officers (COs) and any other military or government personnel that you have to be professional. By showing respect through proper titles, language, and communication protocols, you set a professional tone that helps build credibility and trust.

Understanding the Unique Needs and Preferences of Each Client is a Must!

Identifying the needs of clients is critical to the success of any business, especially when working in specialized fields like government contracting and faith-based organizations. When you understand what the client values, you can tailor your services, products, or personnel to meet those specific needs, building trust, satisfaction, and long-term partnerships.

This process involves more than just reviewing requirements—it’s about aligning your approach with the client’s mission, goals, and culture.

Dr. Parr’s work with her contract for chaplain services illustrates this perfectly. In her case, the needs go beyond just finding candidates with the right qualifications. She focuses on understanding the spiritual and religious preferences of the client, whether they’re looking for a Catholic, Protestant, or other faith-based chaplain. This is crucial because clients in the religious space often require someone whose beliefs and background align with the organization’s mission.

For example, in a recent contract, Dr. Parr was asked to find a chaplain who identified as Catholic. By understanding this specific need, she was able to provide the right candidates and gain client trust.

“You really need to know what your client and your partners are looking for in every aspect.” She emphasized.

Dr. Parr places strong emphasis on character and cultural alignment when selecting candidates. While meeting job qualifications is essential, she believes that true success comes from finding individuals who also fit seamlessly within the values and culture of the chaplain family.

This focus on cultural fit is key to building a sustainable, low-turnover workforce. To support this, Dr. Parr implements a thoughtful two-step interview process that includes client input, ensuring the final selection is not only qualified but also well-suited to the environment.

“That’s how I’ve been able to get sustainability and zero turnover,” Dr. Parr claimed.

When you understand your clients’ perspective, service providers can confidently suggest solutions that streamline their processes. This is not only helping clients achieve their goals more efficiently but also positions you as a thought leader, demonstrating your ability to offer strategic insights that go beyond fulfilling immediate needs.

Just Pivot to Adapt with Changes!

For people who do government contracts, staying informed about political and economic changes—especially during election cycles—is essential to staying competitive.

For example, a new administration might allocate more resources to healthcare, climate initiatives, defense, or education, depending on its agenda. Contractors who monitor these developments can anticipate emerging opportunities and adjust their service offerings accordingly.

As Dr. Parr pointed out, it’s not enough to get caught up in the noise—successful contractors read between the lines to understand what’s coming down the pipeline and pivot strategically. This forward-thinking approach positions them to align with evolving agency needs and maintain a sustainable business in a dynamic federal landscape.

“You can’t complain. No point in complaining or anything like that. Stop complaining and just pivot, because you don’t want it to impact your company,” she said.

Start With Small Contracts!

Dr. Parr advised others to start small before going big. Reflecting on her own journey, she shared how beginning with smaller contracts gave her the opportunity to learn the systems and processes without being overwhelmed. That step-by-step approach built a strong foundation, and now she feels fully prepared to take on larger opportunities.

“If I had just gotten out there and just gotten this $3 million contract without knowing the different processes and systems, it would have been tough. But now we have a better handle on everything,” she shared.

If you Have a Coach, You can Get to your Results Faster!

According to Dr. Tiffany Parr, navigating government contracting (or any complex field) is possible solo, but having a coach helps you avoid costly mistakes, stay focused, and move with confidence.

“I think that one-on-one—can you exercise by yourself? Absolutely. But if you have a coach, you can get to your results faster.”

While Dr. Parr believes in self-motivation, she makes it clear that structured, personalized guidance helped her move with intention and speed. “You have to identify the right coach to get you there,” she said

Having a coach gave her clarity, structure, and accountability, especially during critical moments when she felt overwhelmed or unsure.

Tiffany also recognized that coaching doesn’t always have to be in-person to be effective. She said, “Your coach can be you listening to that person in your ear all day, every day on audio.” Whether through live sessions or audio content, she was constantly reinforcing her learning and mindset.

Ultimately, her approach to coaching shows that success isn’t just about knowledge—it’s about having someone to challenge your thinking, push your execution, and help you pivot with confidence.