Barry Ives

ICYMI: a media snippet ✂ Post: Surviving the Push: Legacy Space Companies and the SDA Do excuses matter in a market full of capable competitors (one of them extraordinarily aggressive)? A recent SpaceNews article prompted me to revisit an analysis I wrote nearly two years ago. In it, I asked whether legacy satellite manufacturers, such as Northrop Grumman and Lockheed Martin, could accomplish something they rarely (if ever) do: build inexpensive satellites quickly, with no delays, for the Space Development Agency (SDA). That agency is attempting to avoid the usual lengthy acquisition death spirals. At the time, I noted that the SDA was nudging legacy manufacturers to buy into its new space technology acquisitions model. At the time, the question I posed was: Could the legacy manufacturers adapt to the SDA’s needs? I thought they might, but it was not a confidence-inspired belief. While both companies offer in-house satellite buses, sensors, etc., neither could build satellites quickly (for reasons listed in the analysis). I assumed their inability was why both companies turned to smallsat manufacturers such as Terran Orbital and Airbus OneWeb to help meet the SDA’s requirements. This seemed to work for them, as Lockheed deployed 10 SDA satellites in 2023, and Northrop is on track to deploy its Airbus-based satellites for SDA in September 2024. Since that article, the SDA has begun pushing instead of nudging. Not all legacy companies appear to be dealing well with these shifts in military space acquisitions. L3Harris, yet another military-focused aggrecorporation, appears to be one of those. The SpaceNews article portrayed it as a company under stress. L3Harris publicly blamed both space industry supply chain and Moog for its inability to meet the SDA’s schedule (despite having over three years to build four small satellites). Why the company felt compelled to... Get it in full: https://lnkd.in/eM87f2H2

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It is all about getting requirements right, streamlining RDTE processes for data generation and analysis, using innovative contract mechanisms that support agiiity and life cycle competition, and adeptly leading coalitions for disruptive capabilities with expertise, process execution knowledge and automation. DOD has proven that the Government as the Lead Systems Integrstor (GLSI) with MACs, IDIQs and OTAs provides unbeatable speed, agility, innovation and value. “Our 22nd annual assessment of DOD's weapon systems acquisition finds DOD still struggling to deliver new technologies quickly, even while faced with constantly evolving threats. DOD acknowledged it needed a new approach—creating acquisition pathways to speed up processes. But some programs in the new pathways likely won't deliver much faster than traditional programs. Also, DOD only reported plans to take full advantage of leading product development practices in a few programs, even though doing so can increase speed. We recommended that DOD document how it intends to use leading practices. Weapon systems acquisition is on our High Risk List.”

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As promised, I can now share the interview with SAIC 's Jay Meil and Joshua Conine . Thanks to Air & Space Forces Association for the great interview. Listen in if you are curious about data, ai and ml for national defense. https://lnkd.in/eeQ28sJd

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Does the potential rigidity of the IRM&CM process (AJP 2.7) apply to rapidly changing battlespaces? Contemporary warfare demands immediate responsiveness and flexibility, posing challenges to traditional ISR workflows that may take days or weeks to develop. To address this, here are some key actions to enhance ISR capabilities: - **Real-Time Adjustments**: Incorporate mechanisms for real-time adjustments within the IRM&CM process to quickly revise collection plans and re-task ISR assets based on immediate operational needs and intelligence updates. - **Shorter Planning Cycles**: Implement shorter, iterative planning cycles for more frequent updates and revisions to the collection plan. - **Leveraging Advanced Technologies**: Utilize AI, machine learning algorithms, and automation to process data quickly, identify patterns, and provide actionable intelligence in near real-time. Other strategies include empowering field units, establishing forward-deployed ISR cells, investing in real-time communication networks, utilizing integrated command and control systems, and deploying flexible ISR platforms. Additionally, conducting frequent training exercises and scenario-based simulations are vital to prepare ISR personnel for dynamic environments. While the traditional IRM&CM process offers a structured approach to ISR operations, adapting it to the fast-paced nature of contemporary warfare is crucial. These measures can enhance NATO's ISR capabilities, ensuring better support for rapidly changing battlespaces.

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If you're interested in commercial space systems and how we can better integrate them into military planning and requirements, you definitely don't want to miss out on this episode of The Elara Edge with Dr. Brad Tousley. Dr. Tousley shares some great insights in this episode through the lens of analyzing the Defense Science Board's recommendations on this topic. I'd love to know your thoughts on this topic as well. #MilitaryPlanning #CommercialSpaceSystems #TheElaraEdge

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🌟 Meet our incredible members! This week, we’re shining the spotlight on Tom McDaniel from L3Harris Technologies. Tom discusses how DII has helped him and his organization. What is one way that you and your organization use DII? To me the most valuable part of DII is networking with other members offline using Member Connect and in-person during the annual Best Practices Forum (BPF) to share ideas and learn how others are implementing their respective ethics programs. Check out his full spotlight at www.dii.org #DIICommunity #ethicsandcompliance

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Small unmanned surface vehicles (sUSV) have been one of the priorities for the US Navy, the Defense Innovation Unit (DIU), United States Department of Defense Deputy Secretary Hicks, and Replicator with contracts recently awarded to a mix of mid-size, non-traditional, and venture-backed companies. According to Hicks, “Replicator is demonstrating from the top and across the enterprise how to deliver all kinds of capability at speed and scale.... What we’ve done in under 12 months can take seven-to-ten years.” In early 2020, Federal Budget IQ identified unmanned as a 10-year multi-billion-dollar national security policy and funding priority driven by the evolution of our National Defense Strategy, its increased focus on near-peer competitors, operational and staffing challenges, and budgetary realities. #defensetech #unmanned #susv #replicator #publicsectorforecast Chauncey Goss Maureen Holohan Becky Leggieri Cameron Leuthy Austin Smythe

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“While the goal of making [Defense Acquisition] more modern is to drive better applications for the warfighter, the only way you get there is by making your day to day jobs better.” At Missile Defense Agency’s Industry Innovation Summit, CEO Tara Murphy Dougherty outlines how Ark can strengthen defense readiness and improve warfighting capabilities.

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The U.S. Air Force has selected quantum system integrator Atlantic Quantum and the Massachusetts Institute of Technology (MIT) to develop utility-scale superconducting quantum computers in a $1.8 million program. The Department of the Air Force issued the Phase II Small Business Technology Transfer (STTR) grant for a new quantum computing platform that could strengthen U.S. defense capabilities. AFWERX, the innovation arm of the Air Force and a directorate within the Air Force Research Laboratory (AFRL), selected Atlantic Quantum and MIT for the grant.

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The United States Space Force (USSF) Space Systems Command (SSC) has awarded additional work Orion Space Solutions, an Arcfield Company to support the Tetra-6 mission. The additional four-year award extends Orion's Tetra-5 prime contract, and work on both missions will address the challenge of refueling in space...https://lnkd.in/dW_RtrBH

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The latest from Emergent Defense Magazine: Experimenting with Generative A.I. – AFRL approves initiative with proper safeguards 👉 https://lnkd.in/gAN3NZkP The Air Force Research Laboratory, in partnership with the Department of the Air Force Chief Data and AI Office is accelerating the ability of contractors, civilian employees, Guardians and Airmen to responsibly experiment with Generative AI, provided adequate safeguards are in place.

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Connecting #Guardians to their leaders. Senior-level leaders from across Space Systems Command came together recently to discuss building better connections, Guardian culture, and the future of the hybrid workforce. Read more about the conference: 👇 https://lnkd.in/ehhHqkYQ

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🇺🇸 DOD Takes a Major Step Toward Integrating 3D Printing into Military Supply Chains! 🖨️💵 This may seem like a small step, but it marks the beginning of a transformative era for 3D-printed parts in the U.S. military supply chain. By reducing reliance on foreign suppliers and keeping taxpayer dollars within the U.S., this milestone supports small businesses that are laying the foundation for America’s future in additive manufacturing. At OxTech, the innovative arm of Oxendine 3D Printing, we are proud to be part of this revolution. As a participant in the DOD’s Apex Accelerator program, we are exploring cutting-edge applications to meet the evolving needs of the battlefield, including rapid prototyping and mission-specific solutions. Imagine a concept as futuristic as Forward Operating Base Deployable Production—cutting down on supply lines and logistics burdens—and you’re just beginning to scratch the surface of what OxTech is developing. With only consumer grade 3d Printers we’re already seeing rapid advancements in battlefield technologies from nations with far fewer resources than the American military. OxTech is one of the few, if not the only, companies actively working on patents, planning, prototyping, and developing the tools and technologies that will be essential for our military within the next decade. If you’re in the military or defense sector and are interested in how 3D printing could enhance mission success, we’d love to connect and discuss possibilities. And for everyone else, what do you think the future of the battlespace looks like with 3D printing? Let me know what you think, and I might give some hints about what it’s really going to look like. 😎 https://lnkd.in/exivRA8x #DOD #AdditiveManufacturing #3DPrinting #MilitaryInnovation #DefenseTechnology #USMilitary #FutureOfWarfare #SupplyChainInnovation #MilitaryTech #BattlefieldSolutions #MissionReady #AerospaceAndDefense #DefenseIndustry #MilitaryManufacturing #NationalSecurity

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GDIT’s acquisition of Iron EagleX is a reminder that in defense, staying competitive means constantly evolving. Whether you’re a startup or an established firm, partnering with experts at CRG can help you navigate these shifts and position your company for success. Learn more at crgroupinc.com or [email protected]. #IL #VA #DC #Dubai #UAE #CRG #Defense #AI #Cybersecurity #ML #MarketStrategy #Agile #DoD #BD #Strategy #MissionReadiness #DefenseTech

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Air Force Special Operations Command (AFSOC) is seeking industry feedback for a “Swarm Carrier” uncrewed aircraft system capable of launching from a C-130 and deploying drones of it own, according to a new notice published Wednesday. AFSOC eventually plans to seek input on drones in sizes between Group 2 and Group 3, Pentagon parlance for small- to mid-size UAS. One drone would be a Group 2 intelligence, surveillance and reconnaissance (ISR) drone, which could be internally carried and launched by the Group 3 “Swarm Carrier.” The Swarm Carrier itself should be capable of launching as a palletized effect from a C-130. And a separate Group 3 drone would be “signature managed” — denoting stealth qualities that could hide it from detection — and deployed from a Group 5 UAS, the largest drone class, to act as a command node for a swarm and relay data back from a contested or denied environment.

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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 [email protected]. #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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