Becoming a Trusted Vendor – Cheryl Wilson’s Government Contracting Blueprint

Government agencies operate with defined missions or goals that guide their activities and priorities. These missions can vary widely depending on the agency’s focus, but they generally aim to serve the public and address specific societal needs.

While these agencies are equipped with dedicated personnel and resources, they often face significant challenges in managing all aspects of their missions internally. The complexity and scope of their work can be overwhelming, and several factors contribute to their need for external support.

That’s why government contracting is such a huge marketplace. The government is the biggest buyer out there, picking up everything from marketing services to bicycles.

A lot of people literally have no idea why they buy bikes, but they actually purchase these from vendors like Cheryl Wilson’s – All Around E-Bikes, the vendor that offers a variety of e-bikes, e-trikes, and traditional bikes designed to support health and well-being.

Cheryl knows that she’s able to fulfill a need in naval bases, which is why she can grow her business remarkably in the government contracting space. She’s winning right now, but we need to understand how she has conquered this opportunity to work with the government.

How Cheryl Rolled Into Government Contracting with Electric Trikes?

Cheryl Wilson started her electric bicycle business in 2019 and made her first sale in October of that year. When COVID-19 hit in early 2020, she was still learning the ropes of her business. During this time, she decided to explore government contracting by signing up for several free courses offered by agencies.

Although the webinars were informative, she found the content overwhelming and the certification process daunting. Despite taking multiple courses over the next year, she didn’t take immediate action and continued focusing on her business.

One day, Cheryl received an email from the Navy requesting a specific item, an electric trike, with certain parts removed and UL certification.

Seeing this as a significant opportunity, Cheryl reached out to her vendors. Her new vendor couldn’t meet the UL certification requirement, but her original vendor could. After several exchanges and ensuring the product met the Navy’s specifications, she registered on SAM.gov as advised.

“To be honest, I wasn’t listed on SAM.gov. He told me to go out to SAM.gov and get registered. So, I did that,” she recalled.

Within a few weeks, Cheryl received a $5,500 order from the Navy, which she fulfilled successfully. The order was paid for with a credit card, and everything went smoothly.

Cheryl had arranged everything for the Navy’s tricycle order—throttle removed, speed limited. But when the bikes arrived, the vendor hadn’t made the adjustments. Instead of pushing back, the Navy contact emailed her calmly. Cheryl quickly responded with documentation to resolve the issue remotely—returning the heavy bikes or sending a tech wasn’t practical.

The Navy appreciated her responsiveness, and the relationship stayed strong. By March 2022, a new Navy contact reached out. While nothing happened immediately, orders started rolling in by June. Between then and December, Cheryl fulfilled around 18 orders, turning a small hiccup into a wave of steady business.

“Then I think it’s around June when things started to really pick up. It went crazy. Between June and December of that year, I got like 18 orders of various sizes. It might be a roughly $3,000 order, it could be a $5,000 order, it could be a $20,000 order,” Cheryl said.

That first year, she did well. The next year was even better, 15 to 20 more orders rolled in. Still, competition started to surface. Her supplier told her other resellers were calling too. Cheryl knew she needed to level up. By late 2022, she turned to YouTube for answers—and that’s when she found the content that resonated. She also joined a coaching program to upgrade her knowledge about the field.

In 2023, Cheryl’s business took an exciting turn when her VA flagged an inquiry from the state of Texas about products for children. After confirming its legitimacy, Cheryl responded promptly and built a relationship with the agency, agreeing to accept purchase orders. While initial orders were slow, her persistence paid off with steady requests coming in the following year.

Inspired by this breakthrough and the training she had received, Cheryl realized other states might have similar needs. She began researching, sending outreach emails, and forming new connections—successfully expanding her business beyond federal contracts and into state-level opportunities she hadn’t previously explored.

Building Relationships with Vendors and the End-Users

Cheryl’s success didn’t come just from having a great product—it came from the relationships she built along the way. It’s not only about taking care of the end users but also about making sure that the providers are happy too.

Shifted From a Transactional Mindset to a Relational One

In the beginning, Cheryl saw contracts as transactions—she’d fill orders, get paid, and move on. But over time, especially after hearing feedback and observing others’ strategies, she realized that success wasn’t just about delivering—it was about connecting.

“It was more of a transactional thing for me. I was like filling orders, I didn’t mind filling orders ‘cause the money was coming in, and they pay, right? So it was okay. But then I realized, I got to step up my game a little bit,” she stated.

She shifted from a transactional mindset to a relational one, becoming more intentional about how she interacted with people, even through emails. When accounts payable staff began calling her directly to process payments, Cheryl took those moments to build rapport. She started keeping a spreadsheet to track every interaction, and with each call, she became more personable—chatting about family, listening, and sharing small bits of her own life.

Cheryl explained, “So what happened was I would like get to know the accounts payable people more. And this one particular lady—I really got to know her. So she started telling me about her sons, about them being in the military, and, you know, I was telling her about my kids. And so we just started to talk.”

That shift—from simply doing business to genuinely connecting—helped Cheryl stand out and led to opportunities she hadn’t expected, including being asked how she preferred to get paid.

She recalled, “And at the time, I was like, credit cards—I get paid faster. So, I went with credit card.”

Don’t Make Them Wait!

One of Cheryl’s biggest lessons came from a messy order that taught her how complex government contracts can really be. Unlike her first hiccup—which went smoothly thanks to a gracious Navy contact—this one involved a tangle of people: supply techs, possible end users, DLA personnel, and more.

It was unclear who was who, and with her vendor pushing her to contact someone specific, Cheryl found herself caught in a swirl of email threads and uncertainty.

She expressed, “And so this particular order was messy. Something happened—some technical issue—and then another person got involved. And then I had this whole chain of people on an email.”

But she didn’t panic—she followed up, troubleshot the issue, and worked with her vendor, who at that point knew the drill and simply sent a replacement.

What Cheryl learned from the experience was gold: stay professional, stay prompt, and stay true to your word.

“And I think with that experience, what I learned really was—just be true to yourself. Stay in touch. Talk to whoever you need to talk to. When you respond by email, respond to the people professionally and appropriately and timely,” she articulated.

She remembered advice from her training—don’t make them wait—and made it her mantra. Her quick responses, respectful tone, and ability to stay calm under pressure turned that rocky moment into another building block of trust.

“So, when I get an inquiry, I’m on it. If it’s late in the day—this particular group is out of Washington State, so there’s a 3-hour difference—I might respond the next morning on some things. But if it’s a problem, I’m on it right away,” said Cheryl.

In the end, that order didn’t become a setback—it reinforced the kind of business Cheryl runs: responsive, reliable, and rooted in solid relationships.

Help the Government Fulfill Their Missions

Cheryl realized early on that the U.S. government is the largest customer in the world. “They don’t produce anything themselves—everything they need has to come from a vendor,” she explained.

However, the government doesn’t make anything, that’s why they buy from companies like Cheryl’s through government contracts. And if she can help the government fulfill their missions through the products that she offers, she’s in a good place.

“They’ve got a problem, basically—they have a need, they have a mission or a goal—and if I can help them solve that, then I’m in a good place,” Cheryl shared.

That’s why for Cheryl, being a vendor became about service—showing up, staying consistent, and doing her part to support the greater mission.

She stated, “The government—they have a mission. And me, as a vendor, my job is to help them fulfill that mission. Fulfill that order. Do it in a timely, professional manner. And that’s pretty much just how I treat the business,”

It’s Also about the Rapport with Suppliers as Well!

Cheryl’s edge with suppliers comes from her deep understanding of product quality and support—especially when it comes to government buyers. She’s built strong relationships with a few trusted vendors whose electric trikes and bikes she knows she can stand behind. “I have to make sure whatever I sell can be serviced, and parts are available,” she says.

That reliability is crucial when working with agencies like the Navy, where fast resolution is a must. While she hasn’t yet broken through with some buyers like the Forestry Department—who often prefer specific models like mid-drive motors—she’s confident the door is still open. Now equipped with a vendor offering those higher-end models, Cheryl knows it’s just a matter of time and preparation before she expands further.

Cheryl made her suppliers happy by opening a door they hadn’t stepped through before—government sales. “They weren’t getting any government orders that I’m aware of,” she said, “so to know their product is now on a naval base—that’s huge.”

Thanks to her consistent flow of orders ever since she got that first email from the Navy—her suppliers saw real, steady business. That consistency continued into 2023, strengthening the partnership and giving Cheryl a competitive edge in the market.

Cheryl is actively exploring new opportunities with her vendors. She listens closely when vendors mention past government sales or products that could be a good fit, and she follows up to see how those items might serve her government clients.

Whether it’s introducing accessories like trailers or considering new models like mid-drive e-bikes for forestry use, Cheryl keeps an eye out for what might add value—even if it’s not what the customer originally asked for.

Just Start It!

Cheryl’s journey into government contracting didn’t begin with a grand strategy or a special connection—it started very simply and unexpectedly.

“I definitely didn’t do anything special — it started exactly the way I described: a blind email came through with an inquiry. They were looking for a specific thing that needed to be modified, and I was able to fill it by working with my vendor. That’s exactly how it started,” she recalled.

This is why she encouraged the others to just begin to do it, even if you don’t have all the knowledge or resources initially.

“I’m always going to say go for it. But first, don’t really worry about knowing everything, ’cause I knew nothing — like literally. And so just start. That’s what I would say,” she stated.

Looking back, Cheryl’s advice to others is straightforward: start by registering your business on SAM.gov. She believes that’s the first essential step to entering the world of government contracts. Once you’re in, just start looking. Opportunities might not always be obvious, and you might not know exactly what you want to sell yet, but the key is to explore. It’s about getting your foot in the door, starting small, and seeing where it leads.

Cheryl didn’t stop there. She knew that understanding the ins and outs of government contracting would take more than just responding to emails. That’s why she turned to free training and resources like the Georgia Apex Accelerator. She remembers reaching out to them right after she won that Navy contract.

They helped her narrow down her niche—electric bikes—and provided insights on how to connect with the right departments. But what really made a difference was the encouragement she received. She wasn’t just being told what to do; she was given the tools to take action.

For Cheryl, it wasn’t just about the products she sold; it was about the relationships she built. She attended meetings, engaged with people, and never hesitated to ask questions or make connections. In this business, she says, it’s crucial to keep pushing forward, even if it feels uncomfortable. Those early steps of reaching out, following up, and learning from others made all the difference.

“Obviously, do the work. You know, go on SAM.gov and look. But then, don’t be afraid to join meetings. Don’t be afraid to get a part of your Apex Accelerator if they’re in your area. And, you know, just get started,” Cheryl said.