Leonel Garciga

Boosting, because your time is valuable, & Pete & Matt get right to the point with what you need to know. #acquisition #contracting

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The DoD Inaugural Human-Machine Interfaces CTA now has an approved Roadmap and Vision & Strategy document. They can be found here (CAC enabled). https://lnkd.in/eZU2kZan For those without a CAC, request via the DoD CTO Website, Critical Technologies page (at the bottom). https://lnkd.in/eey4y2BP There are too many Stakeholders across our Department, Industry, Partner Nations and Academia to thank for their support in 2024 to help refine, scope, prioritize and deliver this as a collaborative Strategy. We had over 300 Stakeholder engagements, 5 deliberate HMI CTA Workshops and numerous Key Leader Engagements to get this right. We will continue to refine with our Ecosystem as we drive to accelerate these technologies and set the conditions across the Department for a persistent and endemic focus on these Critical Technologies in our primary Mission Focus Areas. 2024 was great, but now the real work begins. Get Ready.

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DoD DIGITAL ENGINEERING I love it when DoD leadership steps out in front of the media and so clearly articulates the INTENT and VALUE of Digital Engineering approaches. Col Matt Strohmeyer nailed it. CUSTOM COMMON OPERATING PICTURE (COP) VIEWS FOR EVERY MISSION/LEADER "Instead of a single, standardized, god’s-eye-view, Col. Matthew Strohmeyer said Monday, the goal of GIDE is a constantly evolving ecoystem of different applications, analytics, and interfaces, customized to different users at every level, from four-star theater commanders to mid-grade staffer officers to junior leaders on the battlefield, that will all draw — in different ways — on the same vast pool of data, shared across the different armed services worldwide." POWER OF CLOUD COMPUTE CUSTOM COP SERVICES “the goal is not necessarily to create that one COP that can see essentially everything we have … one Common Operating Picture to rule them all,” the colonel continued. “We need to have a heterogeneous mix of mission applications to get after all the things that we are doing.” Digital Engineering Ecosystems should be typified by numerous vendors being present in an environment that is both collaborative and competitive. Each brings their People, Process, Technology mojo so the government can have access to the right tool for the right purpose. One size does not fit all and there is more than enough work for all of us to do. We're better together. OPEN-SPEC APIs TO LINK DATA & COP CAPABILITIES "Instead of a single super-standard for all data, Strohmeyer suggested, a more practical solution might be mandating Application Programming Interfaces (APIs) that automatically translate between otherwise incompatible systems. In fact, before an organization is allowed to “play” in the GIDE experiments, he said, they must provide “open and common access to data,” whether through an API or another automatic translation tool." See my post 2 days ago on this topic: https://lnkd.in/gahF6KQj AGILE APPROACHES "Adaptability requires rapid feedback from a wide range of users, so Strohmeyer’s team has accelerated their already blistering pace, adding smaller weekly workshops to their ambitious quarterly experiments" "In fact, part of the GIDE philosophy — inspired more by Silicon Valley startups than Washington bureaucracy — is an eagerness to “fail fast.” Sometimes known as “agile” development or DevSecOps, the basic strategy is to put nascent tech in the hands of real users, let them test it until something breaks, fix it quickly, and then let the users test the updated iteration until that breaks too." https://lnkd.in/g2HTRWuu

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A few things to digest here: 1. Thank you Robert Metzger for volunteering all of your time to help make things happen. 2. A tax rebate or reduction is only available AFTER the fact, so that's not going to help much at all. Small businesses live or die on cash flow. 3. Any kind of loan - with interest - doesn't help the business, it just puts it further in debt. 4. Even if a business goes through with all of this, there is NO GUARANTEE they will ever win or renew a DiB contract. Ideas: Why not just have the government front the cost, and then deduct it from the payment? This would incentivize the government and prime contractors to use many different sub-contractors. Why not just use DIBCAC assessors to do the third party attestations? There is no training necessary.

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DoD SBIR/STTR Program Office has deeply embraced a new paradigm in the defense industrial base. No longer big defense firms are gonna be the exclusive suppliers to US Armed Forces. Now more than ever before, DUT firms are gonna lead a new pathway which, in some cases, will complement traditional military acquisition ones. Its time for technologists to reinvent war every single day; every single minute. Not by changing the essence of war, but ways to be carried out. Let's stop thinking about admin issues and begin thinking about Technology deterrence. That's the only manner We will avoid conflict. Essence has never changed at all.

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DISA Expands Thunderdome Zero Trust Program Deployment; Brian Hermann, Quoted. ExecutiveGov discusses the Defense Information Systems Agency's (DISA) expansion of the Thunderdome zero trust program. In 2023, the program was deployed to 15 sites and plans are underway to extend it to 60 more sites in 2024. The program involves four key components: 🔐 Customer security stacks 🔗 Software-defined wide area networking 📴 Secure access service edge capability, and 💯 Application security stacks. Brian Hermann, DISA's director of the cybersecurity and analytics directorate, emphasized the program's role in advancing zero trust architecture, which is crucial for organizational security. DISA has also finalized the contracting process to support the U.S. Coast Guard’s network security improvement efforts through Thunderdome. Versa Networks is at the forefront of enhancing cybersecurity with their pivotal role in DISA's Thunderdome project. Their cutting-edge solutions are setting new standards in securing our nation's digital infrastructure. For more details, you can read the full article here:-https://lnkd.in/dhj2iTT9 #DISA #Thunderdome #ZeroTrust #Cybersecurity #versanetworks #channelpartners

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We have the opportunity to collaborate with some of the best technology companies in the industry to match capabilities to critical government needs. In discussion with government, one of the common questions that you will hear is, "What TRL is the technology." Technology Readiness Level, or TRL, determines whether a technology in mature enough to include in a larger system. In 1999, the GAO published an influential report called, Best Practices: Better Management of Technology Can Improve Weapon System Outcomes. This report concluded that using immature technology increased program risk and recommended wider use of TRLs. The revised and reissued report is a great reminder of best practices for evaluating the readiness of technology for use in acquisition programs and projects. The Office of the Under Secretary of Defense for Research and Engineering also published a Technology Readiness Assessment Guidebook in June 2023. C5BDI Office of the Under Secretary of Defense for Research and Engineering NavalXDoD SBIR/STTR Program Office Naval Sea Systems Command (NAVSEA)Naval Air Systems Command (NAVAIR) Marine Corps Systems Command

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The One Interview Mistake to Avoid and Space Force Awards Contract to Virtualitics If you want to ace your next interview, one industry leader says to avoid this mistake. And Virtualitics lands a key Space Force contract. https://lnkd.in/gCB6gsGv

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We cannot put enough resources towards these efforts. "The Department of Defense, with support from the Office of Management and Budget and OSTP, will launch the Trusted Advisors Pilot this year. This program will create a pool of Science, Technology, Engineering, and Math (STEM) and AI experts that can be tapped by agencies to support implementation of the AI Executive Order, National Security Memorandum on Revitalizing America’s Foreign Policy and National Security Workforce, Institutions, and Partnerships (NSM-3), and other presidential priorities." https://bit.ly/3LO7Qdi

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As I noted in my last article, a major motivation for DoD organizations to migrate to contemporary Digital Engineering approaches is to enable every step and org in the DoD acquisition process to keep pace with the rapid pace of technological change. This is perhaps most visible in the pivot of space acquisition organizations like the Space Development Agency (SDA) away from 15-25 year satellite lifetimes to 5-7 year lifetimes with commensurate compressions in the development and manufacturing timelines. https://lnkd.in/gdk8HPhv

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The Sentinel ICBM program's cost overruns highlight the need for integrated acquisition strategies that address both missile systems & infrastructure. CRG provides expertise in navigating these complex landscapes, aligning strategies with compliance & engaging stakeholders to ensure clients lead in delivering innovative, cost-effective defense solutions. CRG’s SME-Based Opportunities, INTERIM Advice & Differentiators: Opp - Holistic Acquisition Strategies: Prioritize a balanced approach that integrates missile systems w/ critical infrastructure. · Advice: Use digital engineering tools to simulate full system lifecycles, identifying cost drivers early. · Differentiator: CRG’s lifecycle cost analysis helps clients foresee risks, optimizing missile & infrastructure components. Opp - Open Competition for Infrastructure: Encourage competitive sourcing for infrastructure to drive innovation & cost reductions. · Advice: Advocate for modular design principles & open competition strategies for ground elements. ·   Differentiator: CRG connects clients with top-tier SMEs & suppliers for cost-effective, modular solutions. Opp - Agile Contracting Models: Use agile contracting to adapt to evolving program requirements. ·   Advice: Employ OTAs & phased contracts to incorporate new tech flexibly. ·   Differentiator: CRG’s contracting expertise balances innovation w/ compliance, speeding up project timelines. Opp - Advanced Cost Management: Employ predictive analytics for proactive cost control. ·   Advice: Use AI-driven forecasting to continuously monitor expenses & identify savings opportunities. ·   Differentiator: CRG’s cost optimization strategies ensure clients manage budgets effectively, avoiding overruns. Opp - Digital Twins Integration: Utilize digital twin tech for real-time insights into system performance. · Advice: Invest in digital twins for predictive maintenance & proactive lifecycle management. · Differentiator: CRG’s digital twin integration enhances system reliability & readiness. Opp - Collaborative Engineering: Foster government-industry collaboration to refine designs & address challenges. · Advice: Form IPTs to refine designs & address technical issues iteratively. ·   Differentiator: CRG’s collaborative approach ensures efficient, unified program outcomes. CRG’s expertise positions us as the partner of choice for defense contractors aiming to lead in the program. Engage with CRG to leverage these opportunities and drive your success in advancing national security. Connect at crgroupinc.com or contact@crgroupinc.com. #USAF #AirForce #DoD #Acquisition #MissileDefense #ICBM #CostManagement #InnovationInDefense #Engineering #Hardware #SDLC #Software #Procurement #NorthropGrumman #Boeing #LockheedMartin #Raytheon #GeneralDynamics #BAE #L3Harris #Leidos #Aerojet #Honeywell #Parsons #OrbitalATK #Kratos #Textron #Dynetics #SierraNevada #Teledyne #SAIC #Perspecta #JacobsEngineering #Bechtel #GeneralAtomics #CACI #ManTech #HII

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Air Force Boosts Space Command with $20M Data-as-a-Service Deal to Palantir Palantir wins a $20M contract to deliver a data-as-a-service platform supporting Space Command, with completion set for June 2025. https://lnkd.in/g4_NBNbE

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If #DOGE is looking for easy ways to save on the industry side, that scale, here’s a simple formula: 1. Look at the market, and make a list of all the areas where GovCon consultants multiply the most: - CMMC/ATO/FedRamp - DCAA compliance - GSA vehicle management - Capture, bid and proposal - Government relations - ITAR - The list goes on 2. Automate as much of it as humanly possible You see, the consultant-heavy areas have a negative money multiplier effect, in that everyone needs help with them, so you multiply the cost across EVERY industry participant, and they’re all allowable costs, so who pays? USG 100%. AND The government folks are actually disincentivized to fix the broken processes because the system’s brokenness is what creates their second career as a consultant. Kill two birds with one stone.

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Shyam Sankar and Bryon Kroger don't want any DoD software factories. They make a compelling case for the hidden costs of any platform, be it software or hardware. It's better to spread the costs among many customers. Otherwise the government is stuck with yet another exquisite, expensive albatross. "The future of government tech lies not in building every component from scratch, but in strategically adopting and adapting proven technologies. This approach saves time and resources but also positions agencies to harness the full potential of modern software development practices, ultimately leading to better services for citizens and more efficient government operations." I've seen a lot of impressive projects at organizations such as Kessel Run and the Marine Corps Software Factory. But I don't know enough to think through the incredibly complex variables. What am I missing? Enrique Oti, Charlie Bahk, Collin Chew, Robert 🦄 Slaughter, Daniel Morden, Philip Barry, In Bok Lee, M.S. https://lnkd.in/gQdZqRhv

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A review of 2024 in DoD Acquisition and Sustainment by William LaPlante, Under Secretary of Defense for Acquisition and Sustainment. Examples of building resilience include: Joint Production Accelerator Cell (JPAC) and its impact on multiple weapons systems including Joint Air-to-Surface Standoff Missile (JASSM), Long-Range Anti-Ship Mis­sile (LRASM), Tomahawk, Harpoon, and F-16. Regional Sustainment Framework (RSF), which established with international allies & partners "a distrib­uted maintenance, repair, and over­haul (MRO) network placed closer geographically to the point of opera­tional need." Publishing of the first evert National Defense Industrial Strategy (NDIS) in order to "guide genera­tional change toward a more robust, resilient, and modernized defense in­dustrial ecosystem..." Competitive Advantage Pathfinders (CAPs), "which employ modular open systems approaches and cross-Service integration to streamline development and fielding." Re-energizing nuclear and biodefense capabilities through work by the Nuclear Weapons Council (NWC) and the Biodefense Council (BDC). #defenseindustry #Acquisitionreform https://lnkd.in/eDrypNGy 

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The Department of Defense (DoD) is proposing changes to the Defense Federal Acquisition Regulation Supplement (DFARS) to implement updates from the National Defense Authorization Acts (NDAAs) for FY 2018, 2021, and 2022. These changes aim to refine requirements for contractors to submit cost or pricing data. Key updates include: 1. Higher Threshold for Certified Cost or Pricing Data: The threshold is raised to $2 million, reducing paperwork for smaller contracts while maintaining certification requirements for larger ones. 2. New Requirements for Non-Certified Data: Contracting officers can request "data other than certified cost or pricing data" to verify price reasonableness, making organized and transparent pricing documentation essential. 3. Application to Commercial Products and Services: The rules now apply to commercial items, including off-the-shelf products and services, requiring the same data submissions as traditional contracts. 4. Stronger Focus on Fair Pricing: Contracting officers have increased authority to scrutinize pricing data, even when certified data isn’t mandatory, emphasizing the need for clear, well-documented pricing justifications. The public comment period for this proposed rule ends on November 25, 2024, with comments accepted at Regulations.gov.

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DoD DIGITAL ENGINEERING -- Joint Service Leadership Perspectives I've been working on a literature review for a series of Digital Engineering articles and came across several leaning-forward senior leader perspectives that I'd like to share. Impressive joint service alignment! DE will help conduct engineering in more integrated virtual environments to increase customer and vendor engagement, improve threat response timelines, foster infusion of technology, reduce cost of documentation, and impact sustainment affordability. --Michael Griffin, former USDR&E Ref: Digital Engineering Strategy, 2018 There is no time for antiquated serial processes, inadequate teaming, or lifecycle and functional stovepipes. The Air Force relies on Air Force Materiel Command (AFMC) to deliver war-winning capabilities. AFMC must shatter existing paradigms and adopt Digital Materiel Management (DMM) capabilities to radically accelerate our fielding, sustainment, and modernization. Models must replace documents. Structured data must replace disparate information. Digital collaboration must break down decision stovepipes. Through these practices, AFMC will execute DMM to accelerate integrated capability delivery across the materiel lifecycle and functional disciplines to counter the PRC’s pace and win. --Gen Duke Z. Richardson, Cmdr, AFMC Ref: Hurst, Kyle, Turek, Steven, Steipp, Col Chadwick, Richardson, Gen Duke, Digital Materiel Management - An Accelerated Future State, AFMC, Aug 17, 2023. The Department of the Navy (DON) embraces Digital Engineering as a means to maximize agility, interoperability, reusability, and scalability across the DON. … shift[ing] how we work from traditional document-centric activities to digital-centric activities, and informs designers, developers, managers, and technical authority stakeholders with continuous access to authoritative data. …provid[ing] a standard of practice that delivers affordable, lethal capabilities to the warfighter at the speed of relevance. --William P. Bray, DASN RDT&E Ref: United States Navy & Marine Corps Digital Systems Engineering Transformation Strategy, June 2, 2020 Greater adoption of DE approaches will allow the Army to identify cost drivers in system designs early, enabling system-performance modeling to inform earlier trade-off decisions that improve outcomes in our acquisition process and deliver needed capabilities to Soldiers. DE leverages applications, modeling and simulation, and data to create digital models in place of legacy paper-based approaches. These digital models provide precise virtual representations of a system as it matures over time and enables a shift from the traditional design-build-test method toward a model-analyze-build approach. The benefits of applying DE are numerous, spanning the design, development, and sustainment phases of a system’s lifecycle. --Gabe Camarillo, Under Secretary of the Army Ref: Army Directive 2024-03 (Army Digital Engineering), May 21, 2024.

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Jake Sullivan, National Security Advisor, presented the roadmap on the future of U.S. military-industrial development. What really stands out to me is his emphasis on the role of commercial technology, the importance of Silicon Valley, and the need to reform the acquisition process to ensure innovative technologies can be quickly acquired and deployed. This is a crucial step forward in bridging commercial innovation with defense needs. Key points from the roadmap: 1. Ramp Up Production of Key Capabilities: Prioritize long-range munitions, air defense systems, autonomous platforms, and critical stockpiles. A critical munitions acquisition fund could stabilize demand and stockpiling efforts. 2. Strengthen Public-Private Partnerships: Increase production capacity, invest in workforce development, and expand DoD-owned facilities for greater resilience. 3. Accelerate Defense Acquisition Reforms: Rethink traditional processes to welcome nontraditional, innovative tech providers. Collaboration with Silicon Valley and securing new acquisition authorities will be game-changers. 4. Integrate Defense Industrial Bases with Allies: Partner with allies to boost readiness, production capacity, and supply chain resilience, reinforcing deterrence through unified capabilities. 5. Invest in Talent and Leadership: The focus on recruiting and retaining top talent ensures the U.S. military remains unmatched, with personnel who can translate advanced equipment into operational strength. #DefenseInnovation #MilitaryModernization #PublicPrivatePartnerships #SiliconValley #AcquisitionReform #DefenseTech #NationalSecurity #AI #MilitaryIndustrialComplex #InnovationEcosystem #TalentDevelopment

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