About Sivad Enterprises
Sivad Enterprises LLC is a family-operated consulting practice in Denver, Colorado, and for 13 years it has worked with aerospace and defense organizations on operations, executive leadership and negotiation, with the supply chain and contracts work those depend on underneath them — one industry, on purpose, rather than a little of all of them.
The practice exists because of a specific and repeated failure: the people who negotiate the agreements that aerospace and defense programs depend on are usually trained on everything except negotiation, because engineers become buyers, buyers become contract managers, and contract managers end up across the table from a prime’s negotiating team that does this every day and has a playbook, while nobody on the supplier side has ever been taught one. The cost of that shows up later, as a price that will not hold, a schedule that slips because a long-lead part was ordered against the wrong terms, or a purchasing file that cannot survive review.
Who this work is built for
Sivad’s work is built for organizations that sell into, buy from, or sit inside the government aerospace and defense supply chain — primes and their major subcontractors, Tier 1 and Tier 2 suppliers, small businesses holding prime contracts, and commercial space companies building a procurement or contracts function for the first time.
The common thread is that the agreements matter more than the industry usually admits: a program’s cost and schedule are largely decided in a series of conversations that happen before anything is signed, and most organizations have no method for those conversations beyond whoever happens to be available that day.
Roles this work is built for
- Supply chain and procurement directors, and the buyers reporting to them
- Contracts and subcontracts managers
- Business development and capture teams who negotiate teaming and pricing
- Operations and program leadership carrying cost and schedule
- Small-business owners who are personally the negotiator and want to stop being the only one
Thirteen years in practice
Sivad Enterprises has operated for 13 years, which is not a long time by the standards of the primes it works alongside and is a long time for an independent consulting practice in a single industry; the consulting work is in aerospace, defense, and the adjacent federal market, and the practice does not present itself as a general management consultancy.
The work has stayed narrow on purpose, because a practice that takes any engagement in any sector accumulates breadth and loses the thing that matters in this market — knowing the regulations, the programs, and the counterparties well enough to be useful in the first meeting rather than the fifth.
What family-operated actually means here
The name is the family’s own, spelled backwards, and the arrangement is exactly what it sounds like: the practice is owned and run by the family that started it, which is why Family First sits first among the five values below rather than as a line near the bottom.
In practice that means three things a client can check: work is not sold by one group and delivered by another, so the assessment a client is given at the start is written by the same practice that has to make it true; engagements are not staffed out to whoever is between projects, because the consultants who come onto an engagement are chosen for the discipline it needs rather than for being unbooked that month; and the practice turns down work it cannot deliver properly, which is the reason a client deals with the same people from the first call to the handover.
The trade is real and worth stating plainly: a large firm will hand the work down to whoever is free once the contract is signed, and Sivad will not — the consultants who scoped the problem are the consultants in the room when it is solved, so a client gets that seniority for the whole engagement rather than only for the pitch, and the firm takes on what it can deliver at that standard rather than everything it is offered.
How the firm works
Sivad delivers through a network of consultants across the disciplines the work touches, which is what makes it possible to put pricing, supply chain, contracts, and training on the same engagement rather than leaving a client to assemble that bench themselves, and it is the reason a problem that crosses all four does not have to be broken up and bought four separate times.
An engagement starts with a call and a straight answer about whether this is a problem Sivad should take (some are not, and that gets said on the call), and discovery follows — which means reading the actual documents rather than interviewing people about them: the prime contract and its flowdowns, the subcontracts underneath, purchase files, spend by supplier and commodity, lead times, and the approval chain that shows who is allowed to agree to what.
Scope is written after that rather than before it, with a sequence, named owners on both sides, and dates, and delivery is done with the client’s team rather than around it, because the objective is a capability that stays — Sivad’s consultants sit in on the first three negotiations, debrief each one against the plan the same week, and measure results in the client’s numbers, on whichever measures the plan named at the start.
Engagements end, and that is deliberate: the handover point is when the client’s team runs the method without us, and the practice comes back once at 90 days to find out whether it held — because a consulting relationship that cannot describe its own ending is selling a subscription.
The domains we work in
Aerospace
Human spaceflight and its supply base: procurement and supplier management run for NASA programs, including work supporting Orion and Artemis, across a supplier base of hundreds of companies — flight-qualified hardware, first-article requirements, nonconformance and material review, and the difference between a commodity purchase and a part that has to fly.
Defense
Prime and subcontract work under the Federal Acquisition Regulation and its Defense supplement, including programs run through the Defense Advanced Research Projects Agency — competitive proposals with independently priced options, subcontractor restructuring mid-program, flowdown negotiation, and preparation for and response to Contractor Purchasing System Review, DCMA, and DCAA.
Commercial space
Satellite and remote-sensing companies moving from engineering-led purchasing to a real contracts function — data-as-a-service pricing and go-to-market structure, reseller and teaming arrangements, international government customers, and supply chain and contract risk analysis during acquisition diligence.
A purchasing system reviewed with no findings
A procurement organization run to this standard went through a Contractor Purchasing System Review that closed with no findings and no observations.
A CPSR that closes with no findings is uncommon, and one that closes with no findings and no observations is the specific thing this practice was built out of. What a reviewer opens on day two, what a purchase file has to contain before they open it, and why most findings are written months earlier by someone who did not know the file would be read — that is method, and it came from that side of the table.
Mission, vision, and values
Our mission
Strengthening America’s aerospace and defense workforce with consulting, coaching, mentoring, and training that transform professionals into leaders. Our mission is to uphold the values of excellence, integrity, and innovation that secure and advance our nation.
Our vision
Shaping the future of aerospace by bridging expertise with human connection, enabling growth and resilience across a thriving industry.
Our values
Family First
Rooted in our family-owned legacy, we prioritize trust, integrity, and relationships in every endeavor.
Empowerment
We inspire and equip professionals to achieve their highest potential through mentoring and personalized training.
Strategic Excellence
We believe in innovative and impactful strategies that drive transformation, optimize challenges, and deliver measurable outcomes through the power of conversational negotiation.
Innovation
Embracing forward-thinking approaches to redefine standards in aerospace and defense.
Collaboration
Building stronger networks and partnerships to deliver unmatched results.
Start with a conversation
Tell us what you are negotiating, what is stuck, and when it has to be resolved, and if Sivad is not the right practice for the problem we will say so on the first call.