The $825 Water Bottle Order That Changed Steven Graff’s Life Forever
Government contracts are like a giant marketplace where deals can range from pocket change to jaw-dropping billions. One day, a local agency might spend $50 on printer ink, and the next, the Department of Defense could drop $5 billion on fighter jets. It’s a wild spectrum, covering everything from janitorial services to space exploration tech.
For newcomers, starting with smaller government contracts is like getting a foot in the door of a massive opportunity hub. These smaller deals may not be flashy, but they’re golden for building credibility, gaining hands-on experience, and learning how the system works. Think of them as stepping stones — each successful project adds to your track record, making it easier to compete for larger, more lucrative contracts down the line.
That’s exactly how Steven Graff, owner of Green Monkey Promotions, broke in—turning modest beginnings into a thriving government contracting business. In an episode of Kizzy Parks’ podcast series, he shares powerful insights and practical strategies that fueled his journey. Let’s dive into the lessons behind his remarkable rise.
Steven Graff – Green Monkey Promotions
For over two decades, Steven Graff—better known to many as the Green Monkey—built a name for himself in the branded merchandise industry. He knew the business inside and out. After selling his first successful company and waiting out a non-compete, he launched Green Monkey Promotions in 2015, bringing hundreds of loyal clients with him. Business was steady, and for a while, he was comfortable cruising on that momentum.
But comfort, Steven realized, wouldn’t build the retirement he and his family envisioned. “If you keep doing what you’re doing, you’re going to keep getting what you get,” he said. That thought lit a fire. Around four years ago, he shifted back into growth mode—hardcore growth mode.
Being an Army veteran, one question began to gnaw at him: How can I sell to the Army? That simple curiosity unraveled a whole new world—government contracting. The more he researched, the more intrigued he became. It wasn’t just about selling to the military anymore; it was about understanding how the government buys, how contracts are structured, and how a small business like his could break into that space.
True to form, Steven dove deep. When he becomes fixated, he really dives in—reading everything, watching everything, absorbing every resource available until the path forward becomes clear.
“From there, in my research, it turned into this whole government contracting world. And that ‘government contracting’ term is such an all-encompassing phrase—there’s so much in there. Researching it, finding you online—that was one of the big motivators and pushes. I found a lot of stuff to research, read, and it just kind of evolved over time,” he recalled.
By late 2022, he was ready. In December, he started submitting bids in and finally won his first contract.
Steven Graff didn’t start his government contracting journey with some giant, game-changing deal. In fact, his first federal win—through GPO.gov, the Government Publishing Office’s procurement portal—was just 60 plastic water bottles for the Oklahoma National Guard. The invoice? $825.
“In my normal business, it might’ve been the smallest order I had that week, but it was just exciting to get it,” he admitted.
This early win weren’t about revenue, but about learning the system and proving reliability. By starting with smaller federal contracts, Steven Graff strategically used each opportunity to build credibility and master the nuances of government procurement.
Today, that persistence has paid off: he recently secured a five-year, $250,000 contract with a National Guard unit, with the first purchase order totaling $52,000. Since entering the government market, Steven has completed over 60 federal sales and maintains a strong profit margin of approximately 30%.
“For the first 31 contracts that I’ve done, I have done $187,300 in sales, with a 31% or 30.84% profit margin,” he stated.
The Things About the GPO that Newcomers Should Take Note
Steven is a big fan of the GPO (Government Publishing Office) because it offers fast, simple bidding opportunities for vendors, especially those in printing and promotional products. Once registered, submitting a bid takes as little as 30 seconds, and awards are often announced the very next day.
There’s no need for lengthy proposals or executive summaries, just straightforward quotes for projects like envelopes, brochures, magnets, or even large-scale scanning jobs. Steven has won contracts like 30,000 Smokey the Bear magnets through GPO, and he values how easy it is to track results and learn from missed bids. While GPO is a wonderful platform, there are things that newcomers should take note.
They Don’t Like You to Be Late!
The GPO does not mess around when it comes to deadlines. If you are even a day late, they come down hard with no excuses and no sympathy. They will “beat you about the head and shoulders,” as he puts it, and they mean it.
Every slipup is documented, and your performance is scored, creating a permanent record that can haunt your future bids. If they say the product must be in hand by December 15th, it better be there on December 15th, or you will regret missing it. That is why Steven warns not to take GPO bids lightly.
“They’re typically five to six pages long with all the different sections in them. Read them carefully, place your bids, a day later you’ll know,” he said.
Good for Research
One of the valuable features of the GPO.gov platform is its transparency and historical data. When a contract is awarded, you can go back—sometimes even years—and view the full bid history for that opportunity. This includes the list of companies that submitted bids, the amounts they offered, and who actually won. For anyone preparing to bid, this is a powerful research tool.
“So it’s really good for research. If you see a bid pop up for 10,000 ballpoint pens, you can search for that in their Awards section—it’s very easy—and you can see all of those opportunities and what the winning bidders were. So it kind of gives you an advantage going into it that way,” He explained.
You Have to Fax Everything in!
The invoicing process for GPO contracts, which is surprisingly old fashioned. After completing a job, he must submit a very specific set of documents that include a barcode page, the invoice, the purchase order, and proof of delivery.
What makes this process unusual is that GPO does not accept invoices by email or through an online portal—you have to fax everything in. Despite this outdated method, Steven appreciates that GPO pays reliably.
However, it is not the way people usually envision when they hear the word “fax.” You simply send the documents through email using a digital fax service, so there is no need for an old machine or feeding in paper.
He often includes a 2 percent discount for early payment within 20 days, and when he does, they usually pay on time. If no discount is offered, payment typically arrives within 30 days via direct deposit, as long as all documentation is correct.
Leverage Alibaba—But in a Very Strategic and Controlled Way
Steven Graff sources most of his products through a network of about 3,000 industry-only manufacturers who sell exclusively to promotional products professionals. As a member of a trade organization, he has access to this vetted supply chain, which provides consistent pricing, dependable quality, and reliable lead times—crucial for fulfilling large corporate and government orders.
However, that’s not the only source he uses to find products—he also relies on Alibaba.
“Anybody can set up and buy from Alibaba.com, and the products are not just branded promotional products. In fact, the products I sell—the branded promotional products—are a very small portion of Alibaba.com. There’s millions of other products for anything,” he said.
While Steven typically avoids using Alibaba.com directly, he does leverage it through long-standing relationships with certain overseas factories listed on the platform. Instead of placing orders through Alibaba’s marketplace, he contacts his trusted suppliers directly—often via WhatsApp—to get quotes and manage production.
Steven said, “I don’t process my orders through Alibaba just because I have the relationship built with them already.”
hile it offers massive variety and potentially lower prices, Steven warns that it comes with significant risks. Suppliers on Alibaba often make promises about timelines and quality that fall apart when deadlines approach—sometimes, products haven’t even shipped by the delivery date. This makes Alibaba risky for government contracts, especially those with tight deadlines like GPO bids.
Another major risk is the lack of flexible payment terms. Most Alibaba suppliers require full or partial payment upfront, and none offer “net 30” terms, meaning buyers must fund the entire purchase before even securing the contract. This creates cash flow pressure and adds financial risk, especially for small businesses trying to compete in government contracting.
You Must Have Production Partners or Sources Lined Up Before You Start Bidding
As shared by Steven Graff, if someone wants to succeed in government contracting, especially through platforms like GPO.gov, they need to identify and line up reliable product sources in advance, particularly for the types of products they want to bid on.
For example, if someone wants to bid on paper products like stationery, envelopes, or business cards, partnering with a local print shop that specializes in digital or offset printing could be a smart move.
He also notes that some GPO contracts include blank or undecorated apparel, meaning items like plain T shirts or jackets without logos, another niche to consider. The key point he’s making is: you must have production partners or sources lined up before you start bidding, so you’re ready to deliver if you win.
It’s All About Relationships!
Every morning at 5:30 a.m., Steven checks a daily email from a contract lead service that scans the entire country for government bid opportunities. These range from small local requests, like 24 t-shirts from a remote town, to major multimillion-dollar bids on SAM.gov. Even if he’s too busy to check for a few days, he can easily review the listings later and quickly find new leads.
He relies on this tool because it consistently surfaces valuable opportunities and has helped him build strong connections—including with Contracting Officers—making it a key part of his government contracting routine.
Steven wants to talk to Contracting Officers (COs) because building direct relationships with them gives him a real edge in government contracting. He sees COs not as intimidating bureaucrats, but as regular people—some formal, some friendly—who can be approachable and even helpful if you take the time to connect.
Reaching out directly—especially over the phone—has allowed him to ask clarifying questions, build rapport, and stand out from vendors who submit bids without any personal interaction.
“I’m a big fan of reaching out and talking to Cos,” he stated.
Steven points out that while solicitations usually include an email contact, it’s often unreliable—nearly half the time, emails go unanswered. That’s why he prefers to make phone calls, which lead to more productive and personal conversations. For him, calling a Contracting Officer isn’t just about clarifying a single bid; it’s about building lasting relationships that can lead to future opportunities.
Take this as an example, after delivering a few contracts for the Oklahoma Army National Guard, he got a surprise call near the end of the fiscal year: they needed to spend remaining funds fast, and because they trusted Steven, they skipped the bidding process entirely and placed a $112,000 no-bid order directly with him.
This kind of opportunity only happens when buyers know and trust you. Over time, relationships like these can evolve into long-term agreements and Blanket Purchase Agreements (BPAs)—which don’t just bring steady income, but also serve as valuable business assets when seeking credit or growth capital.
“So—it’s all about the relationships,” he expressed.
However, some opportunities are limited by certification requirements, such as 8(a) status. In one case, Steven was unable to receive a BPA from a state agency because he didn’t hold 8(a) certification, even though he was a Service-Disabled Veteran and Texas HUB certified.
The key insight is that BPAs and micro-purchases typically aren’t listed on public bid sites—they come through strong relationships, proven reliability, and consistent performance. These agreements offer long-term, recurring revenue and can help position a business for larger growth opportunities.
Shipping Costs Matter
As Steven puts it, one of the biggest pitfalls in government contracting is underestimating shipping costs. Every bid must include the total cost to deliver the product to its final destination—there is no separate reimbursement or adjustment later. If your shipping estimate is off, you are the one who takes the financial hit.
That means if freight rates jump, or a delivery ends up being more complex than anticipated, the extra cost comes directly out of your profit—or worse, leaves you in the red.
That is why Steven always makes sure his shipping estimates are firm and well-researched before submitting a bid. It is not just about offering the lowest price—it is about protecting your margin and making sure the job is actually worth doing.
“Cause if it costs more than that when it’s all said and done—it comes out of your pocket. So you’ve got to keep all that in mind when you’re doing these,” he said.
