Large-scale federal programs are designed to operate with precision, oversight, and accountability. Those same strengths, however, can also slow delivery when conditions shift quickly. For Michael Valdez Sanders, Founder and CEO of Interactive Government Holdings Inc., the path to agility within federal programs begins with recognizing a simple reality: stability can never be assumed.
“The last 12 months in federal have been like no other 12 months that there ever was,” Sanders says. “It taught you there was no safety harness. Anything can be cut at any time.” That volatility has forced federal agencies and contractors alike to rethink how programs operate. That agility in government environments is not about abandoning structure. Instead, it requires disciplined responsiveness, leaner processes, and careful adoption of emerging technologies.
A Federal Market Under Pressure
Federal programs have long operated under predictable cycles of policy shifts and budget adjustments. Historically, agencies absorbed incremental reductions that filtered down across programs with manageable impact. Recent developments have disrupted that rhythm. Sweeping efficiency initiatives and the shutdown of major federal entities have erased billions of dollars in contracts almost overnight. “Some people made their whole career off doing USAID work,” Sanders says, reflecting on how quickly long-standing programs disappeared.
For companies operating in the federal ecosystem, the lesson has been unmistakable. Forecasting has become more difficult, and assumptions about program continuity no longer carry the same weight. Sanders views this shift as a defining moment for contractors supporting government missions. Organizations that survive and grow will be those able to adjust quickly, maintain strong relationships with agency partners, and deliver value regardless of changing program landscapes.
Responsiveness as the Foundation of Agility
Large federal programs often face structural barriers to speed. Contracts, governance requirements, security authorizations, funding cycles, and leadership approvals can each slow delivery. Any one of these factors can stall progress, but Sanders believes contractors still control one powerful lever: responsiveness. “If they know you get back within 24 hours and you answer when they call, you create a better relationship for your company and for the people that are on contract.” That responsiveness builds trust with contracting officers and program leaders who are navigating complex operational environments. It also helps programs move faster when opportunities for improvement appear.
Another practical strategy involves restructuring how teams operate. Large, centralized groups often struggle to move quickly, particularly when every decision requires multiple approvals, which is why Sanders has come to favor smaller, autonomous teams working within defined guardrails. These units maintain accountability while giving individuals the authority to solve problems directly.
Subtracting Process to Accelerate Delivery
When organizations attempt to improve delivery speed, the instinct is often to introduce new tools, new policies, or new layers of oversight. “Sometimes putting things in place makes things slower,” says Sanders, whose first step when entering a slow-moving program is to examine what can be removed. Over time, organizations accumulate policies and procedures created in response to isolated incidents or outdated requirements.
Sanders compares the phenomenon to a junk drawer in a home. Rules created years earlier may remain in place long after their relevance has faded. “The very first thing I would think about is what we could subtract from this process and get the same outcome,” he says. By identifying unnecessary steps and eliminating redundant approvals, federal teams can often unlock significant efficiency without compromising compliance or accountability.
Where AI Tools Can Make a Difference
The rise of artificial intelligence (AI) is adding another dimension to the conversation about agility. Federal agencies are increasingly experimenting with AI tools to accelerate analysis, documentation, and decision-making. Sanders has personally tested numerous platforms and encourages his leadership team to explore them as well. “Anything that comes out that is free for a few days, I will give it a go,” he says. He sees the greatest immediate value in automating routine tasks that consume large amounts of time across federal programs. Activities such as drafting reports, analyzing datasets, and preparing documentation can often be completed faster with AI assistance.
As AI expands its capabilities, the importance of human judgment becomes even clearer. “You get to a certain level where human interaction and human decision-making are still going to have a place,” he says. “Empathy, kindness, those things matter.” Handled carefully, AI can shift teams away from repetitive administrative work and toward collaboration and problem solving.
A New Model for Federal Program Leadership
Agility inside large federal programs does not come from abandoning oversight or replacing established processes wholesale. Instead, it emerges from thoughtful leadership that understands how to balance structure with adaptability. For Sanders, that balance begins with responsiveness, continues through disciplined process simplification, and extends into careful adoption of new technologies. Federal missions will always involve complexity. The challenge for contractors and agency leaders alike is ensuring that complexity does not prevent progress.
Follow Michael Valdez Sanders on LinkedIn or visit his website.
