HX5 operates as a government contracting firm with a strong focus on mission support, engineering, research, and technology solutions.
Its teams contribute to demanding federal environments by providing dependable expertise and responsive services.
Under the direction of Margarita Howard, HX5 has grown into a highly respected contractor recognized for consistent performance and operational excellence.
Howard serves as the sole owner, CEO, and president, guiding the company with a strategy centered on long-term stability and team strength.
Leveraging the 8(a) Business Development Program
Participation in the 8(a) Business Development Program played a critical role in HX5’s early advancement in federal contracting.
The program offered access to competitive opportunities and allowed Howard to build experience in highly regulated environments.
Engagement in this phase was not only about securing contracts; it was also about shaping employees into capable contributors who could operate confidently within federal systems.
Howard used the 8(a) phase as a structured development platform for her team. Skill-building became a central priority, with workers receiving consistent exposure to government standards, customer expectations, and the operational pace of federal missions.
Employees gained hands-on experience that fostered confidence, technical maturity, and expanded capabilities.
Workforce skills strengthened during 8(a) participation included:
Marketing and business development: Staff learned to communicate technical competencies, analyze federal needs, and prepare competitive proposals aligned with government priorities.
Compliance and regulatory readiness: Teams became familiar with audits, reporting structures, quality controls, and policies governing federal contractors.
Government contracting capabilities: Workers learned contract lifecycles, performance requirements, and procurement rules that drive federal acquisitions.
Post-8(a) Transition Strategy: Building Long-Term Workforce Resilience
Graduation from 8(a) marked a major shift in direction and required a long-term plan for sustainable growth.
Howard approached the next phase with a focus on resilience, career development, and strengthening internal capacity.
Lessons gained through the 8(a) experience served as a blueprint for reinforcing the workforce and preparing for competitive environments without the support of set-aside advantages.
Key workforce strategies included:
Diversification of roles and revenue
Cross-training became essential for reducing reliance on any single program.
Employees received opportunities to broaden their competencies so they could support various missions and contract types.
This approach allowed HX5 to position workers for flexibility, mobility, and broader participation across departments.
Subcontracting and teaming
Collaboration with other contractors created new training paths for staff.
Exposure to joint ventures, teaming arrangements, and complex bids introduced employees to additional systems and performance frameworks.
Workers gained confidence through partnership-driven tasks and gained broader insight into multi-organizational cooperation.
Performance portfolio building
Employee contributions were cataloged and highlighted to strengthen the company’s value profile. Workers were encouraged to take ownership of project outcomes, develop measurable achievements, and build records of high-impact service.
Focus on documentation and recognition helped strengthen motivation and long-term employee engagement.
Summary
Howard’s approach at HX5 combines program-driven opportunities, structured training, and thoughtful workforce architecture.
Key decisions during and after 8(a) participation strengthened her teams and created long-lasting operational confidence.
Employees grew into adaptable professionals who support multiple contract types and demonstrate consistent quality.
