For over 30 years, Sandy Gillespie has helped government contractors grow stronger from the inside out. A former COO turned founder, she built Synera Advisory Group to guide GovCon and technology firms through the pivotal moments that define their future — growth, acquisition, transformation. Gillespie believes real success isn’t found in contract wins, but in what happens behind the scenes: clarity, alignment and leadership that scales.
In this Q&A, she shares how her career shaped Synera’s mission, why her connection to the GovCon community is personal and how she’s helping small and mid-sized firms prepare for their next stage of growth with confidence and purpose.
Can you provide a brief overview of your professional background and career progression?
I’ve spent more than three decades in the government contracting industry, starting as a staff accountant and steadily advancing into leadership roles that spanned operations, business development, finance, and strategic transformation. Over the years, I’ve guided companies through growth, acquisition readiness, and integration — experiences that ultimately shaped my perspective on what makes organizations truly scalable and resilient. Most recently, I served as Chief Operating Officer of Excella, leading operations during a period of significant growth and transformation. That experience — combined with years of building and strengthening teams — inspired me to found Synera Advisory Group, where I now act as a fractional COO as well as advise CEOs, boards, and investors on scaling organizations for a new era of GovCon transformation.
Why was this the path you chose, and how influential was it to your career?
From early in my career, I recognized that sustainable success in GovCon isn’t just about contract wins — it’s about creating clarity, alignment, and repeatable excellence inside an organization. I’ve always been drawn to the operational and human side of business transformation: how strategy becomes execution, and how people stay engaged through growth. That belief shaped every role I’ve taken and directly influences Synera’s approach today. We help leaders connect strategic intent to operational execution — because when those two align, real transformation happens.
Do you have a personal connection to the current mission you support?
Absolutely. My connection to the GovCon mission is deeply personal. My family has a deep history in military and government service. Having worked with federal agencies focused on citizen services and national priorities, I’ve seen how strong companies directly enable government to serve better. At Synera, our work — helping firms scale responsibly, strengthen leadership, and prepare for growth or acquisition — has a ripple effect that ultimately benefits government missions and, by extension, the public. That’s what motivates me every day.
What are your current top priorities and responsibilities? How do these relate to your company’s overall mission or growth strategy?
My top priorities center on helping small to mid-sized firms — often between $25 million and $100 million in revenue — assess acquisition readiness, operational scalability, and leadership maturity. Synera’s model is built on three pillars: organizational health, operational efficiency, and strategic positioning for growth or transaction. We also focus on strengthening leadership alignment and governance practices, since those factors significantly influence valuation and integration success. Our mission is to help companies scale with clarity and confidence — before the market, investor, or acquisition process forces them to.
Where do you and your team see growth opportunities in your current field, or what do you anticipate to be your customers’ top pain points?
We see continued growth in GovTech and digital transformation, especially as agencies modernize systems and citizen-facing services. Many clients are at an inflection point — preparing for private equity investment, navigating M&A, or scaling delivery capacity. Their biggest pain points tend to involve balancing growth with operational discipline — ensuring their culture, systems, and leadership evolve in sync with their revenue. Helping leaders manage that balance is where Synera can deliver the most value.
How are you and your team preparing for these opportunities?
We’re expanding Synera’s strategic partner network — a collaborative group of experts across finance, technology, and human capital. This will allow us to tailor engagements to client needs, whether it’s an operational readiness assessment, acquisition roadmap, or executive mentoring. Our approach isn’t checklist-driven. It’s about giving leaders clarity — a true picture of where their organization stands and what’s needed to move forward with confidence.
How important is mentorship and networking in GovCon? Were they influential in your career?
They’ve been essential. Every major turning point in my career came from a trusted connection or mentor who offered perspective, challenged me, or opened a door. GovCon is a relationship-driven ecosystem — success often depends as much on credibility and community as it does on capability. Today, I try to pay that forward by mentoring emerging leaders, especially women navigating senior roles in technology and government services. Through Synera, I want to foster peer learning among executives preparing for growth or transition.
What’s something most people don’t know about you personally?
Most people don’t know how much I enjoy the quiet time that comes from long walks — that’s often where I think most clearly. It’s where I reflect, reset, and find creative energy for the work ahead. I’m both analytical and deeply people-oriented, and that combination has guided how I lead. What truly motivates me is seeing the “lightbulb moments” — when a leader recognizes their potential or when a company finds its rhythm. That’s what Synera exists for: helping others see what’s possible and giving them the tools to get there.