VirTra has been chasing "whale" contracts for the last 10 years and has landed exactly ZERO. Sure, every once in awhile they get something decent like the $6.4mil one from 2+ years ago and are allowed now to compete for pieces of the $40mil IDIQ business (which has yet to result in much of anything). I don't have a problem with going after this sort of business if in parallel they can also pursue the police department business. My feeling (and I might be very wrong) is that because VirTra is pursuing a little bit of everything (including stuff like D&B/Mod Rnd) they are doing everything half baked (from a selling perspective) and doing nothing optimally. I am only talking Sales here as I think they are doing a great job with product and product roadmap.
But why not have a 3 pronged sales effort? - Fed Gov/Military, Municipal Police, Recreational - and break it out that way each quarter?
What some here have no concept of and do not understand AT ALL is the power of the local police chief and the money at his disposal. That one person is THE decision maker in most small to mid-sized cities and counties. He/she is easy to find, easy to pitch, and can be easily convinced to buy one or two V300 systems. For example, a VirTra sales guy could walk into the Wausau, WI police department tomorrow unannounced and get a meeting with the chief and within 48 hours it would be on the docket for the next city council meeting and about a month from now there would be an order. It is that simple and that can be replayed in thousands of departments across this country.
I agree with much in your post which is exactly why I have been heavily buying ARTX. Because of the flood of fed spending. ARTX could double revenue within the next 3 years and is actually likely to do so. I still like VirTra better over the next decade but it will take a different CEO to get there.
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