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Three Vehicles. Ninety Days. A $50 Billion Play.

Three major federal health IT contract vehicles are moving simultaneously in a 90-day window. The firms that position now will define the next decade of defense and VA health technology.

Mary Womack April 3, 2026 2 min read

Why this matters if you're trying to win federal health work

A 90-day window with three vehicles moving at once is not a scheduling accident. It's a compounding positioning problem. If your team waits until one RFP drops to start thinking about teaming, pricing, or past performance, you are already behind on the other two.

Capture teams that win in this kind of environment treat the three pursuits as a single decision, not three separate ones. Who do you team with? Who do you decline to team with, because you want to be a prime somewhere? Which past performance do you lead with when the same references are going to show up in parallel proposals? Where does pricing discipline go first?

What to get in front of before the next gate review

If you're running capture on any of these pursuits, the questions you need answered this week:

  • Incumbency and recompete history. Who is sitting on the current work, and what does the performance record actually look like? Not the press release version.
  • Vehicle strategy. Is this a new vehicle, a renamed one, or a re-solicitation of something that already exists? The answer changes your pricing, your team, and your past-performance story.
  • Teaming decisions. Who is already positioned? Who is quietly shopping for a prime? Which bigs are going to absorb the smalls, and which smalls are going to walk away if you do not commit?
  • Narrative positioning. What will the winning proposal have said about modular open systems, data rights, or transition risk? These are the themes that evaluators are already trained to look for.

Get the research faster

If your team needs the vehicle, incumbent, and competitive picture in hours instead of weeks, that is exactly what MarketPulse is for. One free brief. Source-cited, delivered in 24 hours.

If you are already drafting into one of these vehicles, run the draft through ProposalPulse before red team so you walk into review with the weak sections already flagged.

Mary's full LinkedIn commentary on the three vehicles and the 90-day window is here for readers who want the original post.

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  • The three vehicles share overlapping evaluation criteria around network adequacy and care coordination. A single past performance narrative can serve two of the three if framed around outcomes, not contract number.
  • The 90-day overlap creates a teaming constraint that most firms have not mapped. If your best clinical partner is exclusive to one prime on CCN, they cannot appear on your team for the DHA vehicle. Map your teaming conflicts now, not at proposal.
  • Pricing discipline across three simultaneous pursuits means rate exposure. If you bid aggressively on one to win share, the other two evaluators may reference it. Align your rate strategy across all three.
  • The incumbents on the expiring vehicles are more vulnerable than usual because the new requirements (VBP, MOSA, utilization management) are outside their core delivery model. This is the window for new entrants with clinical transformation credentials.

The capture-specific analysis for this opportunity:

Evaluation criteria breakdown
Incumbent analysis and vulnerability
Teaming considerations
Win theme recommendations
Action window: when to move
What NOT to do

What you can do next

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Mary Womack
Mary Womack

Federal health IT professional and founder of Mission Meets Tech. I write about what policy, procurement, and platform decisions actually mean for the people doing the work.

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