Celebrating 35 Years of FMP With Barry Culman and Nathan Bailey

As we continue celebrating FMP’s 35th anniversary, our second interview brings forward the voices of CFO Barry Culman and Managing Director Nathan Bailey, two leaders whose experiences reflect the resilience and evolution of our firm. Barry offers a candid look at the financial and organizational challenges FMP has navigated, from moments of contraction to renewed periods of growth, while Nathan shares stories that illuminate how trusted client relationships, strategic adaptability, and integrated consulting approaches have shaped FMP’s trajectory. Together, their reflections provide a deeper look at the grit, learning, and innovation that have defined our journey over the past three and a half decades.

What is your position/title and how long have you been with FMP? 

Barry: CFO, 8 years 

Nathan: I’m a Managing Director at FMP and I’ve been here 19 years this Spring 

Over FMP’s 35-year history, what achievements or milestones stand out to you as defining moments in our growth as a management consulting firm? 

Barry: I joined the firm shortly after a large contract had ended and although we had shrinking revenue, we were considered a large company for contracting purposes. This wasn’t an easy time, but we just dug down deeper to turn things around. The company’s ability to handle this situation, and not only survive, but thrive, was a testament to all of FMP, from the executives to every employee. There were no complaints, very little attrition, and everyone bought in on the strategy to return to a growing, profitable company. 

Nathan: One of the defining experiences I’ve seen related to FMP’s growth has been watching what can happen when a client relationship evolves into a true partnership over time. I have had the opportunity to be part of work that supports large, highly visible, mission-driven organizations, and while the scope and impact of that work has been meaningful, what has stayed with me most is how those relationships developed and transformed over time.

In one case, we started without much familiarity on either side. We had to prove ourselves, build trust, and earn the proverbially “seat at the table” through consistent delivery and a willingness to lean in wherever we were needed. Over time, that dynamic shifted. We were no longer just executing against a rigidly defined scope; we were being asked to help think through new challenges, take on different types of work, and support priorities that continued to evolve.

What stood out to me was not just the trust in the work, but the trust in our people. Our team members were given opportunities to stretch, grow, and take on responsibilities they might not have expected when they first joined the project. That kind of environment changes how people develop, enhances the quality of service delivery, and can also fundamentally expand on what a firm is capable of delivering.

Looking back, those types of partnerships have played a big role in shaping FMP. They pushed us to expand beyond what we had done before, to bring together different capabilities, and to operate with a broader perspective. More than anything, they reinforced a simple idea that has held true over time: if you do good work, invest in relationships, and stay focused on helping your clients succeed, growth tends to follow in ways you could not have predicted at the start.

A memory or project experience that illustrates expanded/evolved services

Nathan: One experience that has always stuck with me was early in my time at FMP, when I had the chance to get involved in proposal work. I had done a bit of it before coming to FMP, but this was the first time I was really in it and leading an effort, working closely with others to shape the approach and get something polished out the door.

I remember one proposal in particular that came down to the wire. We were up against a tight deadline, everything was coming together, and then at the last minute we realized there was an issue with the submission requirements that might have disqualified our response. We had a choice in that moment. We could push back and argue the interpretation, or we could regroup and fix it. We chose to fix it.

What followed was a pretty intense stretch of time where we went line by line, tightening language, cutting content, and making quick decisions about what mattered most. We got it submitted just in time, and we ended up winning the work!

I still remember how that felt, equal parts stressful and energizing, but that effort turned into one of the most meaningful projects I have been part of. It was one of the first times I saw how many elements of our consulting work including: people, process, technology, and data, come together in very real ways. We were not just analyzing a problem; we were helping to implement changes and seeing those ideas take shape in the real world.

That experience has stuck with me because it reflects both how FMP operates and how it has evolved. There is a strong bias toward action, a willingness to work through ambiguity, and a focus on delivering something that actually helps. Over time, that approach has expanded into more integrated work that brings together multiple disciplines, but the core mindset is still the same. Solve the problem in front of you, support your client, and find a way to move things forward.

As you look ahead, what opportunities or priorities do you see defining the next chapter of FMP’s journey? 

Barry: With the recent contraction in the federal contracting environment, FMP was required to rethink its business development strategy and efforts. What used to work, no longer does, and the people we knew in our customer base, are no longer there. 2025 was a tough year, but it has the company looking at different ways of growing again. From emphasizing the more technical aspects of our service offerings, to looking for customers outside of the Federal Government, and to even potentially adding talent that could bring fresh ideas into the business. These next few years will be exciting times at FMP, and I am confident that we will be returning to our pre-DOGE revenue base and employee growth.

Barry and Nathan’s reflections reveal a consistent throughline in FMP’s history: our ability to evolve with purpose. Whether navigating financial pressures, rethinking business development strategies, or expanding into more integrated, multidisciplinary work, their stories highlight FMP’s commitment to strengthening capabilities while staying grounded in partnership, trust, and high‑quality delivery. As we look ahead, their perspectives underscore the opportunities that come from embracing change (e.g., new markets, new ways of working, new talent) that will carry FMP into its next chapter. Their experiences remind us that FMP’s future, much like its past, will be shaped by resilience, collaboration, and a shared dedication to helping clients succeed.

Jessica Milloy is the Chief Operating Officer of FMP, LLC. Jess is from Alexandria, Virginia and enjoys traveling, cooking, and time spent with family and friends.

Sarah Tucker is a Senior Consultant at FMP LLC, helping organizations diagnose and solve work-related challenges. She earned an M.A. in Industrial/Organizational Psychology from Middle Tennessee State University. Sarah has worked with organizations to improve their effectiveness in multiple capacities for five + years. She is passionate about improving work-life and making a lasting impact on the human capital environment.