The finalists for WashingtonExec’s Chief Officer Awards were announced April 8, and we’ll be highlighting some of them until the event takes place live, in-person June 4.
Next is Jeff Mujsce, chief growth officer at BryceTech, and a finalist in the CGO or BD Executive of the Year (Private Company with Annual Revenue Less than $100M) category. In this spotlight, he reflects on key achievements, offers advice for those following a similar path, shares current priorities and more.
What key achievements did you have in 2024/2025?
In 2024, I focused on balancing aggressive growth with executional integrity. BryceTech increased revenue by 30%, secured multiple full-and-open wins, and advanced our presence in national security, space, and health security sectors. We captured 35 federal contracts and task orders, contributing to an 80%+ win rate and deepening our footprint with clients like NASA, ASPR, Space Force, and JPEO-CBRND.
We also launched AI-enabled workforce analytics to anticipate staffing gaps ahead of contract awards — a capability that helped us meet 95%+ of staffing needs within 30 days post-award. That effort became a cornerstone of how we ensure mission continuity for our government partners.
Finally, 2024 marked a turning point in our transition from small business set-asides to full-and-open competition: over half our revenue now comes from unrestricted awards. That milestone wasn’t just about eligibility — it reflected a cultural shift in how we position, perform, and compete.
What are your primary focus areas going forward, and why are those so important to the mission?
We’re focused on building a competitive advantage in full-and-open contracting while still protecting and expanding the small business work that helped get us here. That balance matters — and our seven OASIS+ domain awards give us the flexibility to pursue small business opportunities where we can offer the best solution for the government, not just the biggest one.
At the same time, we’re investing heavily in our people, tools, and teaming infrastructure to compete at scale. Full-and-open work demands more than great proposals — it requires process maturity, smart partner alignment, and leadership that knows when to play offense and when to protect strategic incumbencies. That’s where I’m focused.
We’re also doubling down on how we support our staff. Winning a contract is one thing; showing up every day with a high-performing team is another. The government doesn’t buy logos — they buy people. And our ability to keep showing up with the right ones is what makes the mission work.
What is your best career advice for those who want to follow in your footsteps?
First: love what you do and have fun doing it. That energy matters — for your team, your partners, and your clients. This work is intense. If you’re not enjoying the mission or the people, it will show.
Second: have honor. In GovCon, your word travels faster than your resume. If the government can’t trust your commitments, or your teammates don’t believe you’ll follow through, you won’t build the kind of teams or capabilities that win over time. Reputation is strategy.
And finally — you will lose. Everyone does. Give yourself one day to feel it. Then evaluate, learn what you can, and move on. The people who succeed in this space aren’t just good — they’re resilient.