As Director of Compliance Consulting at Redstone Government Consulting, Jonas Clem leads our compliance team in helping government contractors navigate the complexities of federal compliance requirements. With deep expertise in DFARS business systems, cost proposal compliance, and government audits, Jonas provides strategic guidance to our clients facing DCAA and DCMA audits, ensuring compliance at every stage, from pre-audit preparation to post-audit resolution. Jonas is a recognized expert in government property management and purchasing system compliance, having successfully implemented and refined these systems for contractors of all sizes—each passing rigorous government audits. He also delivers targeted training programs, equipping clients with the knowledge needed to maintain compliance with DFARS business systems, FAR 31 cost principles, indirect rate strategies, and cost proposal requirements. With over 20 years of experience in the government contracting industry, Jonas has held senior leadership roles spanning program finance, contracts, accounting, and operations. A significant portion of his career was spent with a small business contractor that expanded into a $100M+ large business prime contractor, where he progressed through leadership positions to ultimately serve as Business Operations Manager for the NASA and Army Programs Division. Additionally, he has served as a Controller for a large NASA prime contractor, strengthening his expertise in financial management, compliance, and audit readiness. Jonas' comprehensive, hands-on experience across the government contracting lifecycle, including DoD and NASA contracts, makes him an invaluable resource to our clients. His proven expertise spans proposal development and pricing, indirect rate structuring, and DCAA/DCMA audit readiness. With an unparalleled blend of accounting, contracts, operations, and regulatory knowledge, Jonas delivers practical, results-driven compliance strategies that help our clients mitigate risk and succeed in today's highly regulated environment.
The term abandonment seems to be a hot topic within government property (GP) circles for both contractors and government procurement professionals. Many more contractors are requesting abandonment as a method of disposition. But exactly what is abandonment? When can it be used? And is it a last resort for the government?
Topics: Contracts & Subcontracts Administration, Government Property Management
Government furnished property can be a headache, even for the most seasoned contractor. It can include thousands of tiny parts, multi-million-dollar pieces of equipment or both – often all on one contract in an old dark government building. We have identified some common, and not-so-common, areas we see missing in contractor government property management plans.
Topics: Contracts & Subcontracts Administration, DFARS Business Systems, Government Property Management
The GSA Office of Inspector General (OIG) is actively investigating alleged fraudulent third-party activity in GSA’s System for Award Management (SAM). At this time, a limited number of entities registered in SAM are suspected of being impacted by this illegal activity. GSA has taken proactive steps to address this issue and has notified the affected entities.
Topics: Contracts & Subcontracts Administration, DCAA Audit Support
Timekeeping compliance is a combination of several critical pieces, involving everyone within an organization. With specific requirements for government contracts, it is crucial to develop a structure and process for timekeeping and compensation in government contracts. Here are some considerations when reviewing your company’s timekeeping compliance:
Topics: Government Compliance Training
How does one ensure the financial success of one’s government contracts? If we were to poll twenty-five different government contractors, we would likely get 25 different responses, and most wouldn’t be wrong. Some would say it takes a great program manager, while some would say it takes executive management committed to providing the necessary resources. Others might say it depends on the type of contract being worked or the type of fee being earned. All of these would be correct.
Topics: Contracts & Subcontracts Administration, Human Resources