{"id":28583,"date":"2026-08-25T09:11:33","date_gmt":"2026-08-25T13:11:33","guid":{"rendered":"https:\/\/www.insightpartners.com\/?p=28583"},"modified":"2026-08-25T09:11:33","modified_gmt":"2026-08-25T13:11:33","slug":"insight-partners-government-advisory-board","status":"publish","type":"post","link":"https:\/\/www.insightpartners.com\/ideas\/insight-partners-government-advisory-board\/","title":{"rendered":"How Insight Partners\u2019 Government Advisory Board helps companies scale in government markets"},"content":{"rendered":"<p>Federal, state, and local government spending is one of the largest markets in the world, and one of the most opaque. In 2025, the federal government committed about\u202f<a href=\"https:\/\/www.gao.gov\/blog\/snapshot-government-wide-contracting-fy-2025-interactive-dashboard\">$793B on contracts<\/a>, a $17.8B increase\u202ffrom 2024.<\/p>\n<p>For startups, winning government business means maneuvering through a maze of security, procurement, and compliance requirements that can take years to understand. Few startups know how to navigate it, and fewer still get through the door at all.<\/p>\n<p>Managing Director <a href=\"https:\/\/www.insightpartners.com\/team\/nick-sinai\/\">Nick Sinai<\/a> leads Insight\u2019s government advisory practice to help portfolio companies build a thriving public sector business\u2014across sales, marketing, compliance, and government affairs.<\/p>\n<p>With federal service that includes four years in the White House Office of Science and Technology Policy, Sinai recognized that Insight and its portfolio would benefit from the strategic counsel of people who have served at the highest levels in federal agencies and the military.<\/p>\n<p>\u201cIt became clear to me that we could bring\u2026expertise, guidance, and advisory to the broader portfolio,\u201d Sinai says. \u201cGreat government leaders, operators, policymakers who have decades of experience.\u201d<\/p>\n<p>That group became Insight Partners\u2019 Government Advisory Board (GAB), a group of seven advisors who advise Insight and its portfolio companies about the opportunities and challenges of serving government customers.<\/p>\n<p>The GAB launched <a href=\"https:\/\/www.insightpartners.com\/ideas\/insight-partners-launches-government-advisory-board\/\">in 2022<\/a>, and Sinai and fellow Managing Director <a href=\"https:\/\/www.insightpartners.com\/team\/richard-wells\/\">Richard Wells<\/a> still lead the board today. The late Secretary Ash Carter, the 25th United States Secretary of Defense and longtime Professor at Harvard University\u2019s Kennedy School of Government, also previously served as the chair of the GAB.<\/p>\n<p><iframe loading=\"lazy\" title=\"YouTube video player\" src=\"https:\/\/www.youtube.com\/embed\/rPbQa4JvaKA?si=4kAocUbvmDj2YKrQ\" width=\"800\" height=\"450\" frameborder=\"0\" allowfullscreen=\"allowfullscreen\"><\/iframe><\/p>\n<h2>Meet the board<\/h2>\n<p>The board was deliberately built to represent a wide range of leadership and policy-making experience across federal civilian, defense, and intelligence agencies. What unites its members, says Sinai, has less to do with their resumes than a shared instinct.<\/p>\n<p>\u201cThey\u2019re passionate, as am I, about great software and technology and AI to support the mission, and they understand how hard it is to buy and scale great technology in government.\u201d<\/p>\n<p><a href=\"https:\/\/www.linkedin.com\/in\/joseph-votel-53166529\/\">General (ret.) Joseph Votel<\/a> spent 39 years in uniform, commanding special operations and conventional forces at every level, including as Commander of U.S. Central Command and U.S. Special Operations Command. On the GAB, that translates into direct, practical counsel. \u201cThe biggest way I\u2019ve been able to help Insight is by advising leadership\u2026on people and organizations that they ought to reach out to,\u201d he says, \u201cand demonstrating how these kinds of software-based solutions can really make a difference for our military forces.\u201d<\/p>\n<p>On the cyber and IT front, the board includes <a href=\"https:\/\/www.linkedin.com\/in\/essyemiller\/\">Essye Miller<\/a>, former Principal Deputy and Department of Defense Chief Information Officer. \u201cI spent 35 years with the Department of Defense with a career spanning information technology, information management, and cybersecurity,\u201d says Miller.<\/p>\n<p><a href=\"https:\/\/www.linkedin.com\/in\/timhaugh\/\">General (ret.) Timothy Haugh<\/a>, former Director of the NSA and Commander of U.S. Cyber Command, has deep experience in leading large technology organizations in the government. \u201cWe (the GAB) help companies put into context what the challenges the government has, and how portfolio companies can position themselves in a way to align their product and their talents with a clear national security need.\u201d Haugh says.<\/p>\n<p><a href=\"https:\/\/www.linkedin.com\/in\/jackntshanahan\/\">Lieutenant General (ret.) Jack Shanahan<\/a> brings a similar depth in defense technology, having built and led <a href=\"https:\/\/www.csis.org\/analysis\/what-maven-smart-system-and-what-does-it-do\">Project Maven<\/a> and the Department of Defense\u2019s first two dedicated AI programs. \u201cMy experience was really as the CEO founder,\u201d he says, \u201c[so I] can be very sympathetic and empathetic with all the founders who are taking these companies and trying to get business with the national security enterprise.\u201d<\/p>\n<p>On acquisition and policy is the Honorable <a href=\"https:\/\/www.linkedin.com\/in\/williamroper\/\">Dr. Will Roper<\/a>, who, as the Air Force and Space Force\u2019s top acquisitions executive, controlled an annual budget of <a href=\"https:\/\/aiaa.org\/people\/will-roper\/\">$60B<\/a> \u2014 a vantage point on government spending that most founders never get close to. \u201cI enjoy working with Insight portfolio companies because it just continues what I loved when I was in government service,\u201d he says.<\/p>\n<p><a href=\"https:\/\/www.linkedin.com\/in\/nicole-wong-96b4335\/\">Nicole Wong<\/a> has sat on both sides of the table, having served as U.S. Chief Technology Officer under President Obama, Google\u2019s vice president and Deputy General Counsel, and Twitter\u2019s (now X) Legal Director for Products. \u201cI specialize in advising high-growth, high-technology companies, primarily in the area of international regulation for privacy and content, and of course, most recently, AI,\u201d she says.<\/p>\n<p>The <a href=\"https:\/\/www.linkedin.com\/in\/sue-gordon-55ab1738\/\">Honorable Sue Gordon<\/a> brings decades of intelligence leader to the group. A former Principal Deputy Director of National Intelligence, Deputy Director of the National Geospatial-Intelligence Agency (NGA), and senior CIA official, she is an expert on innovation, cybersecurity, and emerging technologies. Among her many accomplishments to drive partnerships and leverage innovation, Gordon led the establishment of In-Q-Tel, the CIA\u2019s venture arm.<\/p>\n<h2>\u201cUse us as a testing board of ideas\u201d<\/h2>\n<p>There\u2019s no single template for how GAB members work with portfolio companies. \u201cMy mission is to matchmake,\u201d says Sinai. He pairs advisors and founders based on sector, agency, and stage. Some relationships become formal advisory positions; others are lighter touch, such as a check-in before a board meeting or a second opinion on a GTM plan.<\/p>\n<p>Some founders benefit from personal, subject-specific sessions, says Miller. \u201cTo sit down and do a one-on-one of, \u2018Here\u2019s what the organization looks like, here\u2019s how they operate, here\u2019s where you need to target your conversations, and here are the rules and regulations that go along with that\u2019 \u2014 it becomes a little less mysterious for them and helps them shape their strategy much better.\u201d<\/p>\n<p>Others work on the group level. Haugh says that one of the best ways to leverage the GAB\u2019s joint expertise is to \u201cuse us as a testing board of ideas,\u201d inviting members to critique approaches before taking them to a government customer.<\/p>\n<p>A common thread for all the GAB members is their role as translators. \u201cIf you don\u2019t have the language right, what might have been a great opportunity turns into a detriment,\u201d says Roper. \u201cI find most [founders] don\u2019t understand the inner workings, and they shouldn\u2019t, because they\u2019ve not had that experience,\u201d agrees Miller. \u201c[Making] it a bit clearer and less of a gray space [allows founders] to take advantage of the opportunities that are available.\u201d<\/p>\n<p>Shanahan\u2019s role is often about redirecting a product rather than rebuilding it, helping founders see a government application for a technology they hadn\u2019t originally considered. \u201cThat\u2019s a wonderful piece of technology,\u201d he tells founders, \u201cbut have you thought about it in this way? Let us point you in a slightly different direction. Here\u2019s what we think it could do.\u201d It\u2019s the kind of pivot, he explains, that every startup eventually has to make.<\/p>\n<h2>Navigating bureaucracy<\/h2>\n<p><img loading=\"lazy\" decoding=\"async\" class=\"aligncenter wp-image-28586 size-full\" src=\"https:\/\/www.insightpartners.com\/wp-content\/uploads\/2026\/07\/Image-7-1-scaled-e1784733294324.jpeg\" alt=\"Hawkeye 360 IPO\" width=\"1890\" height=\"1514\" srcset=\"https:\/\/www.insightpartners.com\/wp-content\/uploads\/2026\/07\/Image-7-1-scaled-e1784733294324.jpeg 1890w, https:\/\/www.insightpartners.com\/wp-content\/uploads\/2026\/07\/Image-7-1-scaled-e1784733294324-300x240.jpeg 300w, https:\/\/www.insightpartners.com\/wp-content\/uploads\/2026\/07\/Image-7-1-scaled-e1784733294324-1024x820.jpeg 1024w, https:\/\/www.insightpartners.com\/wp-content\/uploads\/2026\/07\/Image-7-1-scaled-e1784733294324-768x615.jpeg 768w, https:\/\/www.insightpartners.com\/wp-content\/uploads\/2026\/07\/Image-7-1-scaled-e1784733294324-1536x1230.jpeg 1536w\" sizes=\"(max-width: 1890px) 100vw, 1890px\" \/><\/p>\n<p>One of the main challenges portfolio companies face is discerning which government opportunities are worth chasing.<\/p>\n<p>Pursuing the wrong kind of funding is risky, says Roper, who spent years approving Air Force and Space Force budgets. \u201cI have a pretty good instinct for when something\u2019s a dead end and when it isn\u2019t, and that\u2019s one of the hardest things in government to know\u2026there\u2019s so much R&amp;D money that is a cul-de-sac.\u201d Spotting that difference, he says, is one of the most valuable things the board offers.<\/p>\n<p>Another recurring friction point is security accreditation: getting a company\u2019s technology certified to run on networks with specific security requirements. \u201cIt\u2019s not written down in one place where you can just go research it,\u201d says Roper. \u201cThis inside baseball knowledge you pick up from within government service is often what companies need.\u201d<\/p>\n<p>Shanahan sees a broader, structural challenge. Much of the work he does with founders is about helping the Pentagon complete a shift he spent his own career working towards \u2014 moving from \u201can industrial age hardware company\u201d to \u201ca digital age software-centric company.\u201d Companies selling into government have to navigate a bureaucracy that often stifles its own ambitions.<\/p>\n<h3>Hawkeye 360\u2019s path to IPO<\/h3>\n<p>Commercial signals intelligence company <a href=\"https:\/\/www.linkedin.com\/company\/hawkeye-360\/\">HawkEye 360<\/a> has navigated those challenges with the GAB\u2019s help. Sinai led <a href=\"https:\/\/www.insightpartners.com\/ideas\/hawkeye-360-raises-145-million-in-series-d-round-to-expand-dominance-of-the-commercial-radio-frequency-geoint-market\/\">Insight Partners\u2019 Series D investment<\/a> in the company in 2021 and served on its board for around five years, collaborating with CEO <a href=\"http:\/\/linkedin.com\/in\/john-serafini-950793a\">John Serafini<\/a> to grow HawkEye into the leading commercial provider of space-based signals intelligence. Miller served as a formal advisor focused on IT and cybersecurity, and Gordon became a close mentor to Serafini.<\/p>\n<p>The company went public <a href=\"https:\/\/www.reuters.com\/legal\/transactional\/space-analytics-firm-hawkeye-360-valued-315-billion-after-nyse-debut-2026-05-07\/\">in May 2026<\/a> at a $3.15B valuation, having <a href=\"http:\/\/google.com\/search?q=hawkeye+raised+%24416+million+in+its+U.S.+IPO&amp;rlz=1C5OZZY_enGB1166GB1170&amp;oq=hawkeye+raised+%24416+million+in+its+U.S.+IPO&amp;gs_lcrp=EgZjaHJvbWUyBggAEEUYOTIKCAEQABiABBiiBDIHCAIQABjvBTIHCAMQABjvBTIKCAQQABiABBiiBDIHCAUQABjvBdIBCDY5MTFqMGo0qAIAsAIB8QVTwXxIoMizSg&amp;sourceid=chrome&amp;ie=UTF-8\">raised $416M<\/a> in its IPO. Insight retained a significant ownership post-listing, making it one of the company\u2019s largest shareholders.<\/p>\n<p>For Sinai, the outcome is proof that the model works. Sustained, senior-level expertise from people who understand both the technology and the customer can carry a government-facing company all the way to a public listing. \u201cIt\u2019s been a lot of fun to encourage the company as they have refined not only [their] AI strategy, but the execution, so that it actually impacts the mission.\u201d<\/p>\n<h2>A word of advice for founders<\/h2>\n<p>Despite the hurdles, the GAB members agree that founders shouldn\u2019t waste any time making inroads with government.<\/p>\n<p>\u201cJump in, the water\u2019s fine,\u201d says Votel. \u201cIt\u2019s a hard environment to operate in, but it doesn\u2019t get easier by holding off. Understand what the problems are that people are trying to solve, and then try to help be a problem-solver for them.\u201d<\/p>\n<p>Wong\u2019s advice pertains to structure. \u201cRemember that the government isn\u2019t monolithic. It has many different parts.\u201d Founders who understand which part they\u2019re selling to will save themselves months of confused conversations with the wrong stakeholders.<\/p>\n<p>She\u2019s also wary of founders reading the current administration\u2019s deregulation rhetoric as a sign that AI oversight has eased off. \u201cIt\u2019s not deregulated,\u201d she says. \u201cIt\u2019s just that the government is acting in ways that are different [from what] we\u2019re used to\u2026But the government\u2019s an active player in the AI space right now.\u201d Her advice: Build a durable, mission-driven product, \u201ctotally separate from what the regulatory environment might be telling us.\u201d<\/p>\n<p>Roper warns founders to go in \u201cclear-eyed.\u201d Selling to government can be a \u201csuperpower\u201d for the right company \u2014 faster certifications, access to non-dilutive capital, a market with fewer commercial competitors \u2014 \u201cbut don\u2019t have any illusions,\u201d he says. \u201cIt\u2019s not easy. You have to work hard, and you have to understand the market.\u201d<\/p>\n<p>It is that combination of opportunity, complexity, and advisors who have both built and run the machine that makes the case for the GAB. Seven people who spent their careers on the inside are now putting Insight\u2019s portfolio companies in a position to win one of the toughest and most lucrative markets in the world.<\/p>\n<hr \/>\n<p><em>*Editor&#8217;s note: Insight Partners has invested in Hawkeye 360.<\/em><\/p>\n","protected":false},"excerpt":{"rendered":"<p>Federal, state, and local government spending is one of the largest markets in the world, and one of the most opaque. In 2025, the federal government committed about\u202f$793B on contracts, a $17.8B increase\u202ffrom 2024. For startups, winning government business means maneuvering through a maze of security, procurement, and compliance requirements that can take years to [&hellip;]<\/p>\n","protected":false},"author":36,"featured_media":28718,"comment_status":"closed","ping_status":"closed","sticky":false,"template":"","format":"standard","meta":{"_acf_changed":false,"footnotes":""},"categories":[21,34],"tags":[],"class_list":["post-28583","post","type-post","status-publish","format-standard","has-post-thumbnail","hentry","category-article","category-video","domain-govtech"],"acf":[],"yoast_head":"<!-- This site is optimized with the Yoast SEO Premium plugin v23.1 (Yoast SEO v23.1) - https:\/\/yoast.com\/wordpress\/plugins\/seo\/ -->\n<title>How Insight Partners\u2019 Government Advisory Board helps companies scale in government markets | Insight Partners<\/title>\n<meta name=\"robots\" content=\"index, follow, max-snippet:-1, max-image-preview:large, max-video-preview:-1\" \/>\n<link rel=\"canonical\" href=\"https:\/\/www.insightpartners.com\/ideas\/insight-partners-government-advisory-board\/\" \/>\n<meta property=\"og:locale\" content=\"en_US\" \/>\n<meta property=\"og:type\" content=\"article\" \/>\n<meta property=\"og:title\" content=\"How Insight Partners\u2019 Government Advisory Board helps companies scale in government markets\" \/>\n<meta property=\"og:description\" content=\"Federal, state, and local government spending is one of the largest markets in the world, and one of the most opaque. 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