About Struxenn
Struxenn works the whole cycle of government.
Most advisors take a slice. Someone handles your contracts. Someone else handles your approvals. A third person handles the Hill, and none of them talk to each other. Struxenn was built to hold all of it in one place, for organizations that cannot afford the handoffs.
The Practice
Intergovernmental advisory for organizations that have to work with government, not around it.
Struxenn advises public agencies, mission-driven institutions, infrastructure partners, and the companies that work with them on how to move through federal and state systems. That means the boring work and the strategic work in the same engagement. Registration and reporting. Opportunity scanning and bid strategy. Agency relationships and congressional engagement. Regulatory pathways and the delivery risk nobody flags until month nine.
The through line is simple. Government is one system with many doors. Knowing which door, in what order, and who is standing behind it is the difference between a project that moves and a project that stalls.
Every engagement runs through the principal. There is no bench, no junior team, no account manager translating your problem to someone who has never met you. That is a deliberate constraint. It limits how many clients Struxenn takes and it is the reason the work stays sharp.
Method
Three principles that shape every engagement.
01
Start with the system, not the ask
Most engagements begin with a client who knows what they want and does not yet know what stands between them and it. Struxenn maps that first. Which agencies hold authority, which offices hold budget, which statutes create the timeline, and where the real decision gets made. The map is usually the deliverable that changes the plan.
02
Sequence the work
Government rewards order. A registration filed late kills a bid. An application submitted before the agency conversation happens invites a comment period nobody wanted. Struxenn builds the sequence and then holds the client to it, which is often the harder half.
03
Stay through delivery
Strategy documents are cheap. Struxenn stays on through submission, through the agency meetings, through the award or the approval. If the recommendation was wrong, the client should not be the only one still in the room.
What Struxenn Stands For
Four things clients can hold Struxenn to.
Straight answers
If an opportunity is a poor fit, Struxenn says so before the proposal budget is spent. Declining work is part of the service.
Precision
Federal and state processes punish approximation. Filing dates, threshold amounts, jurisdictional boundaries, and citation accuracy are checked against primary sources every time. No bill number leaves this office unverified.
Discretion
Clients share pipeline strategy, agency friction, and internal politics. None of it travels. Client names appear publicly only with written permission.
Follow-through
The measure is what moved. Contracts awarded, approvals granted, meetings that turned into something, programs that got funded.
Principal
Steven Lamour, Principal
Steven Lamour started Struxenn because too many capable companies lose in government for reasons that have nothing to do with what they are selling. They miss a comment window. They read a rule wrong. They reach the right agency two quarters late.
His work is legislative and regulatory analysis, political risk assessment, and telling executives what a policy shift actually costs them in operations, budget, and compliance exposure.
He has more than a decade of experience at both the state and federal level. He began at O'Neill and Associates, where the job was getting a decision to go a client's way. Then Capitol Hill, in the office of Rep. Ed Towns, tracking legislation across transportation, financial services, health, and education. Later, multi-state government affairs across Virginia, Maryland, DC, and the broader Northeast, managing teams, briefing senior leaders, and building coalitions with legislators, agency officials, and industry partners.
Much of that work sits inside the government programs space, where policy stops being an argument and becomes a budget line, a procurement schedule, and a compliance requirement. Major transportation programs moving through state DOTs and transit authorities. Credentialing, apprenticeship, and career readiness initiatives in education and workforce. He has also run business development against those programs, which is a separate skill from advocacy: finding where the money is going, getting in front of the right administrator early, and building the case before a solicitation is written.
That range is the point. Contracting officers, legislative staff, permitting agencies, and program offices all operate on different clocks and different incentives. Advising well means knowing which one you are talking to.
He holds a Master of Public Administration from Suffolk University and a Bachelor of Arts in Political Science from Andrews University.
Struxenn is based in Maryland and works across the Northeast Corridor.
Tell me what you are trying to move.
Most engagements start with one conversation about where you are, what is blocking you, and whether Struxenn is the right fit. If it is not, you will hear that in the first call.