Defense Acquisition Processes

Thinking of entering defence? Good. But read this first, or get crushed. You’re not building a startup. You’re entering a war zone with Excel sheets instead of bullets. And here’s the first landmine: Defence doesn’t care about you. Not until you matter. And by the time you matter, it might be too late. So here’s your brutal, field-tested playbook 👇 🔻 1. Run a Dual-Use Strategy or Die Trying Don’t “pivot into defence.” Don’t “add military as a target customer.” Build something with teeth in both markets — or you’ll starve while waiting 24 months for a MoD reply. Dual-use = survival. Omni-use = dominance. 🔻 2. Your Actual Competitor? Paper. You're not fighting primes. You're fighting outdated workflows, 94-page requirement PDFs, and evaluation committees who’ve never used the tech. You’re not selling innovation. You’re selling the idea that innovation should exist. 🔻 3. Never Ask for Feedback — Ask for Budget Lines Everyone will “love” what you’re doing. They’ll invite you to panels, workshops, incubators. None of that pays your team. Ask: “Which budget pays for this in Q4?” If they can’t answer, walk. 🔻 4. Find a Uniformed Insider, or You’re Screwed No matter how good your pitch is, you need a believer inside the system. Someone who speaks procurement and can say, “This solves my mission.” Without that: enjoy limbo. 🔻 5. If You’re Not Testable, You’re Not Real Defence doesn’t buy PowerPoints. You need a testable MVP fast. No test = no traction. No traction = no procurement route. No route = you're just theatre. 🔻 6. The First Deal Will Break You It’s slow. It’s painful. It’ll take months, maybe years. But once you break the wall once, you become “pre-approved.” Then the real business begins. 🔻 7. Ignore All of This If You're Building Slideware This advice is only for builders. For founders ready to live in uncertainty, raise from niche VCs, and get 50 no’s before one test flight. If you're not all-in: stay in SaaS. This is the most misunderstood opportunity of our time. Europe is waking up. The U.S. is doubling down. And the next industrial revolution will wear camouflage. Startups who learn the terrain will dominate. Speed. Testability. Dual-use. Insider access. That’s your survival kit. Use it. #DefenceStartups #DualUse #InnovationInDefence #OmniUse #MilitaryTech #InsiderIntel #BoldMovesOnly #WakeUpEurope

RAPID CAPABILITIES OFFICES (RCO): How the DoD Delivers When Time Is the Enemy! Most defense programs take years—sometimes decades—to move from concept to capability. But what happens when we don’t have that kind of time? In JRAC, we often turn to the RCOs for an example of speed at scale. The Rapid Capabilities Offices (RCOs) are elite teams that operate across the Department of Defense to deliver critical technologies fast—often in months, not years. And they do it by rewriting the rules. Each RCO is a small, mission-driven unit with direct access to senior leadership and a singular goal: get warfighters what they need before the threat evolves. No endless PowerPoints. No multi-year delays. Just speed, focus, and execution. Examples *corrected*: • The Air Force RCO (DAF RCO) delivered the B-21 Raider bomber, leveraging advanced stealth and survivable C2. • The Army RCO, now part of the Rapid Capabilities and Critical Technologies Office (RCCTO), fast-tracked hypersonic and directed energy weapons. • Marine Corps RCO: Rapidly fielded Autonomous Low-Profile Vessel (ALPV)—a semi-submersible drone boat inspired by narco subs—to stealthily transport supplies or launch missiles. It’s now undergoing front line operational testing. • The Space RCO is fielding tactically responsive launch and resilient satellite constellations for the U.S. Space Force. These aren’t demo labs. They’re operational accelerators. They de-risk cutting-edge tech, prove it in real-world scenarios, and transition it into service programs at scale. So how do these RCOs fit into the bigger DoD picture? Think of them as spearpoints—complementing traditional acquisition systems by showing what’s possible when bureaucracy doesn’t get in the way. They partner with labs, Combatant Commands, and PEOs to translate innovation into impact. And increasingly collaborative with JRAC. If you’re a private sector company with a game-changing capability, here’s how to engage: 1. Align to the mission—RCOs aren’t looking for flashy tech, they’re looking for solutions to urgent warfighter problems. 2. Engage through the ecosystem—AFWERX, DIU, SpaceWERX, and other innovation hubs often serve as on-ramps. 3. Come ready—Classified work, rapid prototyping, and non-traditional contracts (like OTAs) are the norm. This model isn’t theoretical. It’s operational—and it’s helping the U.S. stay ahead in a world where our adversaries aren’t waiting around for a JROC brief. The bottom line? RCOs are what acquisition looks like when urgency, trust, and warfighter outcomes are in charge. Links follow. DAF RCO: https://lnkd.in/eS_tCVnF Space RCO: https://lnkd.in/eBsDNBrN Navy RCO: https://lnkd.in/ekzhvxeS USMC RCO: https://lnkd.in/e_arcFUF Army RCCTO: https://www.army.mil/rccto #RCO #RapidCapabilitiesOffice #JRAC #Defense #Innovation #Warfighter

Here's a draft version of the Department of War's latest acquisition reform memo that is scheduled to be released on Friday. This is a must read for current and prospective defense contractors. What stood out to me from all the various reorganizations/re-delegations of authority/rebranding is the direction to implement a commercial-first and alternative proposals policy. Specifically it says commercial products and offerings, in whole or in part, should be the default acquisition approach. It also says Non-FAR-based instruments, including OTA, are preferred agreements. It even stipulates an open mind to alternative proposals that achieve operational objectives through technical approaches other than those specific (Yes!! Be creative!!). It's clear that the Pentagon wants to make it much easier and faster to get weapons, sensors, and other critical equipment into the warfighters hands. We have a lot of catching up to do against our enemies. Is your organization ready to prove that its warfighter-critical goods or services are commercial products? Adjust your DOW sales strategies accordingly! Is this policy enough to bring in commercial-focused only companies that are sitting on the sidelines? Tan Wilson Dr. Dolores Kuchina-Musina Marcia Watson Krystn Macomber (Gull), CP APMP Fellow, LEED AP Chris Hamm Donna Huneycutt

Most people in defense acquisition think the biggest challenge in business development is finding the right opportunity. It’s not. The real challenge? Shaping it before it ever hits SAM.gov. For a couple of years, I’ve watched well-intentioned teams burn resources chasing RFPs they were never positioned to win. Why? Because they showed up too late—reactive instead of proactive. There’s a persistent myth that if you check all the compliance boxes and submit on time, you’re in the game. But by then, the game’s already been played. That myth persists because it’s safe. It’s easy to track solicitations. It’s harder—and more strategic—to cultivate relationships with mission owners, influence requirements, and become part of the solution before it’s formalized. The damage? Wasted BD dollars. Frustrated teams. Low win rates. Minimal mission impact. What works instead: deep listening across the ecosystem. Engaging end-users early. Connecting their pain points to your capabilities in meaningful, measurable ways. It's about becoming the trusted partner who understands the problem better than anyone. The one who offers unique and valuable perspectives, helps navigate alternatives, provides ongoing advice or consultation, and educates the customer on new issues and outcomes. If you're trying to grow in the DoD space, ask yourself: Are we chasing opportunities, or are we shaping them? The difference isn’t tactical—it’s transformational. #DefenseAcquisition #BusinessDevelopment #DoD #GovCon #MissionFirst #CaptureStrategy #GrowthLeadership

Tech Entrepreneur Reinvents Artillery Shell—and How the West Buys Weapons Introduction: Silicon Valley Meets the Battlefield In a bold challenge to traditional defense procurement, Chad Steelberg, a tech CEO turned weapons innovator, has launched Tiberius Aerospace and unveiled “Sceptre”—a next-generation 155mm artillery shell. While its enhanced range and precision are impressive, the real disruption lies in how the system is designed, produced, and delivered. ⸻ Key Highlights from the Tiberius Aerospace Launch 🧠 Open Weapons Platform Model • Unlike traditional arms manufacturers, Tiberius licenses the Sceptre design to governments rather than selling them finished products. • Governments are encouraged to produce the shells locally, which can speed up availability and reduce reliance on centralized supply chains. • The model allows faster updates, akin to software iteration, improving performance over time. 📏 Breakthrough Performance with Sceptre Shell • The Sceptre 155mm round reportedly offers unprecedented range and accuracy, outclassing conventional artillery shells. • Its modularity and upgrade potential may help Western militaries outpace adversaries in a rapidly evolving battlefield environment. ⚙️ From R&D to Rapid Deployment • By focusing solely on research and development, Tiberius Aerospace avoids the slowdowns of traditional manufacturing and bureaucracy. • Steelberg draws on Silicon Valley principles—agility, scalability, and openness—to revolutionize defense development timelines. 🌍 Inspired by Ukraine, Geared for Global Adoption • The model reflects lessons from the war in Ukraine, where nimbleness and tech-forward solutions have proven critical. • Licensing encourages global co-development and operational sovereignty, a significant shift in Western military strategy. ⸻ Why It Matters: A Paradigm Shift in Defense Procurement Steelberg’s approach with Tiberius Aerospace represents a tectonic shift in how advanced weapons are conceived and distributed: • Governments gain more autonomy in defense production. • Weapon systems evolve faster and more efficiently, countering threats with greater speed. • Defense spending can be optimized for innovation rather than legacy contracts. If widely adopted, this open-platform model could mark the beginning of a new era in Western military capability—one defined less by bureaucracy and more by adaptability. https://lnkd.in/gEmHdXZy

If it's Sunday, it's the #sundayread. Remaking the United States Department of War #acquisition system drives this week's offering. Secretary Hegseth's "Arsenal of Freedom" speech outlined a whole host of initiatives aimed at modernizing the Pentagon's #acquisition process. For those of us in this space, past efforts can be summed this way: many have tried, few have succeeded. This feels different to me. The Department's new "Acquisition Transformation Strategy" lays out the entire initiative. For everyone who interacts, talks about, thinks about, analyzes, or covers the Pentagon's defense #acquisition system - and I mean everyone - this turns into a must read. If you are a major defense contractor, new defense company, supplier, service provider, partner/ally, media member, think tank analyst and/or researcher, or an acquisition professional inside the Department, this is "read and dog-ear the page" type of document. Here's the TL;DR version. First, the major pillars in the strategy: ➡️ Rebuilding the Defense Industrial Base ➡️ Empowering the Acquisition Workforce for Rapid Capability Delivery ➡️ Acquisition Flexibility Through Reduced Regulation and Processes ➡️ Maximizing Technical System Execution ➡️ Improving Lifecycle Risk Management And some selected focus areas (but you should really read the whole thing): 💡 Accelerating Commercial Preference: aims to maximize the purchase of commercial products to reduce costs and delivery times 💡 Direct-to-Supplier Relationships: negotiate directly with suppliers to enhance efficiency and reduce costs 💡 Reforming Bid Protests: the Department is advocating for legislative changes to expedite the bid protest process 💡 Creating the Warfighting Acquisition University: transition the Defense Acquisition University to a new institution focused on rapid and effective training 💡 Accelerating Planning, Programming, Budgeting, and Execution Reform: aims to reform the Planning, Programming, Budgeting, and Execution (PPBE) process to enhance flexibility and agility 💡 Modernizing Test Infrastructure for Faster Testing: invest in modern test infrastructure to accelerate the testing of weapon systems 💡 Replacing Analysis of Alternatives with Experimentation: the Department plans to replace the lengthy analysis of alternatives (AoAs) process with more rapid experimentation and demonstration 💡 Reforming Foreign Military Sales Processes: the Department is committed to reforming Foreign Military Sales (FMS) to improve speed and accountability And more..... The Secretary's full speech is here: https://lnkd.in/ewYd3eU9 Pencil's up, everyone. #sundayread #acquisition #defense #defence #FMS #partners #allies

Defense Tech Is Booming. But Are You Really Defense-Ready? Can a Startup or Scale-Up Succeed in the Defense Market? Are you making the right investments? The defense market is very hot for entrepreneurs, but it is not for the faint-hearted. Long procurement cycles, complex requirements, and a demanding end-user environment make it very different from the commercial tech world. Over the years, I’ve found that asking the right questions early helps identify whether a company truly has a viable defense solution, or whether it’s not a good fit. Here’s my list of questions I use to assess defense market readiness 👇 🔍 Problem & User Validation - Which specific problem is your solution solving? - Did you confirm the need and requirements with active military personnel? - Did you develop your solution using constant feedback loops with active military end users? - Did you test your solution in a real military environment under realistic operational conditions? 🔐 Security & Compliance - Do you and your team members hold the necessary security clearances? - Does your solution comply with military or NATO standards (e.g., MIL-STD, STANAG)? - Have you assessed export control implications (ITAR, EAR, EU dual-use regulations)? - How do you handle sensitive or classified data? ⚙️ Technology Readiness - What Technology Readiness Level (TRL) is your solution currently at? - Is your technology dual-use, or designed specifically for defense? - Have you conducted cybersecurity or resilience testing against defense-grade threats? - Can your solution integrate with existing defense systems or networks? 🧭 Operational Understanding - Do you understand the environment your solution will operate in (battlefield, naval, air, cyber, logistics)? - How does your solution reduce risk or improve mission effectiveness for defense users? - Can your product operate in austere or hostile environments? 💼 Business & Procurement Readiness - Are you familiar with defense acquisition processes and long sales cycles? - Do you have contacts with military procurement experts or primes? - Have you engaged with defense innovation programs (e.g., DIU, AFWERX, DASA, DIANA, EDF)? - Can you run proof of concepts or demos without initial payment? - Can your company survive at least a year without being paid? 🧠 Team & Strategy - Does your team include people with defense or security backgrounds? - Do you have advisors who understand defense procurement? - How will you scale production and support if adoption occurs? - Have you considered ethical or reputational risks of operating in defense? - What’s your long-term vision in the defense sector? ✅ If a startup can confidently answer most of these questions, they’re probably on the right track to becoming a trusted defense partner. Nobody said it was easy. It is a passion. It is a mission. This is M6. Close Down Net.

In a dynamic world, why are we still anchoring defense programs to outdated Acquisition Program Baselines (APBs) set when uncertainty is highest? Matt MacGregor and I challenge the status quo and propose a new approach to managing acquisition programs. APBs, set at Milestone B, rely on optimistic estimates with incomplete data. This leads to: • Misaligned incentives that prioritize outdated targets over warfighter needs. • Bureaucratic paralysis when baselines need revising. • Stifled innovation, discouraging the agility needed for AI, hypersonics, or cyber. The DoD needs to shift to rolling capability targets, warfighter feedback loops, and adaptive management. Imagine dynamic baselines that evolve with new data and mission needs. Continuous warfighter input through prototyping and real-time dashboards. Flexible funding and streamlined oversight to empower program managers. Data-driven decisions using digital twins, AI, and predictive analytics. Success should be measured by mission impact—delivering what warfighters need, when they need it—not adherence to early guesses. From fighter jets to cyber defenses, this approach could transform how we deliver capability. Is it time to rethink APBs? What barriers do you see in adopting a more flexible, outcome-focused model? Read our post and share your thoughts below! https://lnkd.in/eKcJjQ9u

The Department of War's new Acquisition Transformation Strategy is decisive move to place the acquisition system on a true "war footing". The entire document is a must-read but one section is a true game-changer for how industry and government will partner. I'm talking about the section "Replace Analysis of Alternatives (AoAs)". For decades, the AoA process has been a primary source of "analysis paralysis," requiring "long periods of study and analysis time" before a program of record could even begin. The new strategy replaces this "redundant and excessive study" with a clear, common-sense mandate: "experimentation and demonstration of existing or emerging technology". This is the exact shift I have been advocating for. Instead of writing a paper on what might work, the DOW is now directed to conduct a "rapid and impactful assessment of commercial solutions, existing technologies, and competing prototypes". So, what is the fastest, most effective contractual path to execute this? A CSO-IDIQ (Commercial Solutions Opening + IDIQ) model is tailor-made for this new reality. Here’s how it works: 1. The CSO (The "Bake-Off"): You issue a broad problem statement, not rigid requirements. This acts as the "competition" to "assess... competing prototypes". The strategy document even highlights CSOs as a default approach for new software-defined systems. 2. The IDIQ (The "Pathway to Production"): The successful solutions from the CSO "bake-off" are awarded a spot on a flexible, pre-vetted IDIQ. This gives Program Managers a "catalog" of proven tools. A Real-World Example: We are already seeing this model in action. Look at the Chief Digital and Artificial Intelligence Office (CDAO) and its Tradewinds Solutions Marketplace. Instead of a multi-year AoA on AI, Tradewinds acts as a continuous "bake-off." It uses a simple, fast-track process to vet and award commercial AI solutions, placing them in a pre-approved "catalog" (an IDIQ). Program Managers can then use this marketplace to rapidly acquire and experiment with proven AI tools to solve their specific operational problems. That is the new AoA in action. This is the future: moving from theoretical analysis to rapid, real-world prototyping.with an eye to the enterprise. The new DOW strategy provides the top-down coverage to make this the standard, not the exception. This is how we deliver capability at the speed of relevance. #FederalAcquisition #GovCon #Innovation #CSO #IDIQ #DOD #AcquisitionReform #DigitalTransformation #AI #CDAO

19/11/2025: COMMUNICATION from the COMMISSION to the EUROPEAN PARLIAMENT and THE COUNCIL EU DEFENCE INDUSTRY TRANSFORMATION ROADMAP:    Unleashing Disruptive Innovation for Defence Readiness 🔨 The EU needs a fundamental change of mindset and procedures inherited from peace time at all levels: Member States, industry and EU institutions. Agility, speed, collaboration and risk-taking should become the new normal in defence capability development in Europe.  🔨 Member States should be equipped to conduct defence procurement in a faster manner, conducive to more openness to new entrants and to rapid integration of disruptive technologies in capabilities across all domains, to face the rapidly evolving threat landscape.  💪 Together with EIB/EIF, the Commission will support the launch of an up to €1 billion Fund of Funds to provide growth capital to defence-related innovative SMEs and scale-ups and consolidate defence supply chains, with the support of private funds (venture capital, private equity, private credit, infrastructure), by Q1 2026. ⁉️ Defence procurement processes remain lengthy and complex to navigate, particularly for new entrants. They were designed in peace time and for large system integrators. Defence procurement processes are also very often fragmented along national silos. Achieving a genuine EU defence single market is key for creating an environment in which startups, SMES and small-mid caps can develop, thrive and ultimately remain in Europe. New entrants lack the specialised knowledge, resources, and experience that larger established players possess to effectively manage procurement demands, often resulting in an uneven playing field. This also limits their ability to scale their solutions widely across the EU. To fundamentally resolve these challenges, the EU must pivot from viewing procurement as a transactional process of buying products to a strategic act of investing in industrial capacity and resilience. Public procurement, accounting for approximately 15% of the EU's GDP, is the most powerful, underutilised lever for building the resilient, innovative, and scalable industrial base required for EU Defence Readiness by 2030. This strategic shift requires not only faster processes, but also a complete redefinition of “value” in defence contracting, moving beyond lowest cost to prioritise long-term industrial strength, technological sovereignty, and workforce development. Aura Iurascu Elisabetta R. Manunza 📚 Martin Trybus Luke R. A. Butler Nathan Meershoek