Welcome, Michael! And congratulations on being named to the ’CUSE50! So, to start, why don’t you tell us about your business?
A.M.T.A.E. Solutions is a minority and service-disabled veteran-owned business specializing in technology services, professional staffing, and consulting. We primarily function as a government contractor, serving federal, state, and local government agencies, as well as small and mid-sized businesses, helping our clients solve problems and accomplish their missions.
Our name, “A Means To An End,” reflects our company ethos: we exist to help our clients get where they need to go. What sets us apart is our relationship-forward approach to business. We understand that good business is about more than delivering a service or fulfilling a contract. It is about building relationships, understanding the challenges our clients face, and developing solutions that create lasting value. We bring that mindset to every engagement, with the goal of leaving our clients, our community, and the world a little better than we found them.
The narrative of success often looks much cleaner in hindsight than it does while you’re building it. What was the turning point for A.M.T.A.E.?
One of the most meaningful turning points was securing our first two government contract opportunities that demonstrated A.M.T.A.E. could compete and deliver in a highly competitive environment. Reaching more than $170,000 in revenue in 2023, within our first two years of operation, was an important milestone for me.
It was validation that the business was becoming more than an idea. We’re building something that could create value for clients, generate revenue, and establish a foundation for future growth. It also challenged me to think differently about my role as the owner. The question shifted from how I could secure the next opportunity to how I could build the people, processes, and partnerships necessary to sustain growth beyond what I could do on my own.
The ’CUSE50 recognizes business growth. What specifically drove your growth over the past year?
Over the past year, our growth has been driven by our pursuit of opportunities that align with our capabilities while remaining open to where new partnerships and opportunities in different verticals can take us. We have continued to build relationships, expand our government contracting footprint, and position A.M.T.A.E. as a partner that can deliver across multiple service areas.
One of the biggest differences has been learning to look beyond the immediate contract and consider how to create long-term opportunities. Of course, winning work is important, but building the relationships, operational capacity, and reputation necessary to sustain that work and scale up to larger contracts is equally important. Our growth has reinforced the value of being intentional about the opportunities we pursue and building the infrastructure needed to capitalize on them.
To get to where you are, it often takes making difficult choices with big opportunity costs. What has been the hardest business decision you’ve had to make so far?
The hardest business decision I’ve had to make thus far is choosing to continue along this path of entrepreneurship when it would be easier to pivot and do something else. People often hear about the companies landing large government contracts and thriving, but they don’t always see the struggles, sacrifices, and uncertainty that come with building a business from the ground up.
A.M.T.A.E. is a full-time commitment, and that comes at a cost. Running a business while earning less than I could make as a retail manager is challenging, especially when I have a wife and child who depend on me. There have been times when continuing down this path has felt selfish, when I’ve questioned whether continuing to pursue this is putting my family at financial risk.
Ultimately, I keep coming back to my why. I believe in what I’m building, what A.M.T.A.E. has, and can become, and the impact it can have on the people we serve. Year over year, we have demonstrated that the formula works. We have continued to grow, secure opportunities, and build a foundation for something bigger than where we started.
Knowing that doesn’t make the difficult days any easier, but it reminds me that progress doesn’t always look the way we expect it to. I’ve learned that perseverance isn’t simply about refusing to give up; it’s about being honest about the challenges, evaluating the results, and making a conscious decision to keep moving forward. For me, the hardest decision isn’t whether I can continue. It’s deciding, time and again, that what I’m building is worth the sacrifice.
How has your military experience shaped the way you lead and grow your business?
My experience in the Marine Corps instilled in me the importance of accountability, adaptability, preparation, and being focused on the mission. Those principles continue to influence how I approach business. I understand that success rarely comes from the actions of one person alone. It comes from having the right people, communicating effectively with them, and ensuring everyone understands the objective.
At the same time, entrepreneurship has taught me that not every problem can be approached with a military mindset. In the military, there is generally an established chain of command and a defined mission. You receive your orders and get the job done; that’s it. In business, particularly as a small-business owner, you must be comfortable operating in ambiguity, building consensus with others, and recognizing that people may approach the same problem differently. I have had to learn that leadership is not always about delegating tasks or having the answers. Sometimes, it is about accepting feedback from others, asking the right questions and creating the conditions for others to succeed.
What is one lesson, connection, or experience from a D’Aniello IVMF program or event that still influences how you run your business today?
Participating in the D’Aniello IVMF’s Entrepreneurship Bootcamp for Veterans (EBV) reinforced a lesson that continues to influence how I operate: never underestimate the value of your network. Before the program, I was of the mindset that because I had largely navigated challenges on my own, I did not necessarily need a strong network. Through the EBV program, I had the privilege of meeting amazing entrepreneurs at different stages of their journeys. Some shared lessons from experiences I had yet to encounter, while others learned from experiences I had already navigated.
I gradually came to understand that building a network is not simply about knowing people who might help you. It is about developing relationships where knowledge, experience, and opportunities can be shared. I have applied that lesson by being more intentional about cultivating relationships, engaging with other business owners, and contributing to the entrepreneurial ecosystem around me. I recognize that the relationships we build today can create opportunities neither party could have anticipated on their own.
What are you focused on next?
Our focus is on continuing to build the capacity to grow sustainably. We see significant opportunities in expanding our technology services, professional staffing, and consulting capabilities while continuing to strengthen our position in government contracting and the private sector. We’re also looking to step into new verticals, incorporating construction-related services into our offerings.
Getting there will require more than winning additional contracts. It will require investing in our people, improving our operational infrastructure, developing strategic partnerships, and ensuring we have the working capital to support growth. My long-term vision is to build A.M.T.A.E. into an organization that creates meaningful economic opportunities, provides quality services, and contributes to the communities we serve. Growth is important, but I want to ensure that we grow in a way that is sustainable and consistent with the mission and values that brought us here.
What would you tell a veteran or military spouse entrepreneur in their first year who hopes to build a company like yours someday?
I would tell them to give themselves permission to learn while they build. You don’t have to know everything on day one, and you don’t have to do everything alone. One of the biggest lessons I have learned is the importance of building relationships and being willing to ask questions and for help. Your network can provide access to knowledge, resources, and opportunities that may otherwise take years to discover. I would also encourage them to understand their numbers, establish sound business practices early, and be intentional about the opportunities they pursue.
Most importantly, I would say do not confuse being busy with making progress. It is easy to spend your time chasing every opportunity that comes your way. Learn to recognize which opportunities align with your capabilities, your values, and the business you ultimately want to build. There will be difficult days when you question whether you are on the right path. Keep being willing to learn, remain adaptable, and remember your why. You don’t need to have everything figured out; you just need to be intentional about the next step.
What does National Veterans Small Business Week mean to you and your business?
One of the most meaningful things a customer, fellow business owner, or larger company can do is create a genuine opportunity for a veteran-owned business to compete for and deliver meaningful work. That might mean including a small business in a subcontracting opportunity, making an introduction to a potential partner or client, or providing honest feedback that helps the business become more competitive.
Certifications certainly open doors, but relationships and access to opportunities are what help businesses grow. For a company like mine, being given the opportunity to demonstrate our capabilities can be far more valuable than simply being recognized as a veteran-owned business.
That support matters because small businesses need more than encouragement; they need access to the relationships, contracts, and resources that allow them to build sustainable operations. When larger organizations make a deliberate effort to engage veteran-owned businesses as capable partners, they help create economic opportunities that support employees, families, and communities while strengthening the broader business ecosystem.
Ultimately, supporting veteran-owned businesses should be about more than checking a box. It should be about creating opportunities for us to compete, contribute, and succeed on the strength of the value we bring.
