Eric Horan

Garrett Smith would have you believe he's "a head in the clouds, visionary CEO who's not grounded in reality." But Reveal Technology's story proves otherwise. While some defense tech startups chase headlines and trade show sponsorships, Garrett and his team have quietly become the first commercial software solution certified on the Army's mobile network. Today on #CrossingtheValley, I sat down with Garrett and Dave Caudle, the company's VP of Defense, to unpack how a small team is revolutionizing tactical edge operations. This episode just might change how you think about defense tech. We cover: 🎯 The Power of Tactical Truth While others pitched PowerPoints to generals, Reveal spent time on ranges with sergeants and lieutenants, building capabilities they wished they had in combat. Result? When they finally met program leadership, the grassroots demand was undeniable. 💡 The Integration Revelation Most founders obsess over technology readiness (TRL). Reveal discovered early that integration readiness (IRL) is the real kingmaker. It's not enough to build great software – it has to seamlessly integrate into the warfighter's complex ecosystem. 🤝 The Platform Play What started as an edge mapping solution is morphing into something much bigger. With a recent acquisition and a $33.6M STRATFI award, Reveal is positioning to become the standard platform for AI-enabled operations at the tactical edge. Full episode available now at ValleyCrossers (dot) Com. Whether you're a founder, investor, or acquisition professional, you don't want to miss this. #DefenseTech #Military #Innovation #Leadership

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“From Challenges to Contracts: Securing Partnerships Starts at R&D” 🔧 High-value partnerships don’t happen by accident; they’re built early—right at the R&D stage. When I led projects with aerospace giants, like Honeywell, Lockheed, and NASA. The key was engaging from the first concept meeting. Why? Because bringing a vision to the customer early means aligning solutions with their evolving needs and positioning your expertise as part of the solution from day one. Success is about foresight. Show up early, bring value, and watch challenges turn into contracts. 🤝 What’s your approach to winning high-value deals? #StrategicPartnerships #Innovation #engineering #Leadership

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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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Tamarack Defense is proud to announce the release of our Space Systems market forecast! Covering the years 2023 through 2033, we are tracking $354.8 billion of value, 704 specific programs/constellations, and 28,167 individual satellites across 48 countries, including the U.S. and allies. As a bonus, given the unique overlap in the space industry between military and commercial technology, Tamarack Defense is tracking not just military satellites, but also civil and commercial space programs. The market continues to accelerate through 2027, driven by continued large investments in commercial SATCOM and classified constellation buildout, but flattens thereafter to arrive at a 2.4% CAGR from 2024-2033. Tamarack Defense’s Space Systems market forecast is available through DACIS Global Forecasts, as well as directly from Tamarack Defense. We invite you to reach out and learn more about the forecast, and experience the data for yourself with free trial access. Stay tuned, as the release of the Tamarack Defense Fixed Site market forecast will be coming soon! Always available at [email protected]! #market #analysis #strategy #businessdevelopment #space #defense #SDA #spaceforce #NASA #ISRO #NRO #SATCOM #PWSA

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Take a look at this article on how small, disruptive A&D companies are changing how the DoD does business with the Defense Base written by my friend and colleague, John H. Schmidt. https://lnkd.in/g2ZKKMp4

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Heads Up...DoD News related to Architect - Engineering (AE) Services! (1) FINAL RULE Effective 8/26/2024 - DFARS Case 2024-D019 Architect and Engineering Service Fees. This rule changes DFARS to implement Section 2881 of the FY24 NDAA to increase the limitation of the contract price (i.e., "fee") for A-E services for the preparation and delivery of designs, plans, drawings, and specifications from 6% of the project's estimated construction cost to 10%. It is applicable to Army, Navy, and Air Force projects (references in 10 U.S.C. 7540,8612, and 9540). The new 10% limit replaces the 6% fee limitation on contract modifications for work not initially included in the contract and redesign, and applies only to that portion of the contract (or modification) price attributable to the preparation of designs, plans, drawings, and specifications. If a contract or modification also includes other services, the part of the price attributable to the other services is not subject to the fee limitation. (Personally, I've been waiting since the early 1990's for this percentage to change (and yes, I've been doing this THAT long). This makes it easier for small AE businesses to participate in the Federal space. So, YEA!) Permalink: https://lnkd.in/g7vF95R6 (2) PROPOSED RULE Comments due 9/27/2024 -- DFARS Case 2023-D007 Task Order and Delivery Order Contracting for Architectural and Engineering Services. This rules proposes a corresponding change to DFARS Subpart 216.5, Indefinite-Delivery Contracts, to require DoD Contracting Officers (KOs) to use qualification-based selections when awarding task orders and delivery orders for AE services that was previously implemented procedurally under FAR Subparts 16.500, 16.505, and 36.6 procedures in 2005 under the final rule for FAR Case 2004-001 Improvements in Contracting for Architect-Engineer Services. This proposed rule adds DoD-specific statutory guidance (10 U.S.C. 3406(h)(2)) to DFARS directing KOs not to request additional info regarding qualifications unless necessary to determine qualifications for a particular task order or delivery order under a multiple-award contract. There should be little to no impact from this proposed rule since there are no procedural changes, new clauses or provisions, and no new applicability in terms of thresholds or types of contracts. Permalink: https://lnkd.in/gwh2_38J

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Hwa Yu is CEO of Delta One LLC, a U.S. consulting firm on industrial cooperation and Cybersecurity Maturity Model Certification (CMMC). Brian Hobbs is a PhD candidate at Virginia Tech. "Discussions about an RDP-A between the U.S. and South Korea have been on and off since the late 1980s. Unsurprisingly, in Korea, the main reasons for not signing the RDP-A remain unchanged for almost four decades, even though its defense industry has become globally competitive and mature — exceeding 15 billion dollars in average annual defense industry exports and aiming to be among top four defense exporters globally by 2027. The greatest concern for Korean defense industries revolves around full and open mutual access to each other’s defense market. RDP-A opponents in Korea fear that the technologically advanced U.S. defense industry could dominate the market, weakening the local industrial base, if U.S. companies gain unrestricted access. Additionally, they argue that Korean companies would face stiff competition from 28 other RDP-A countries and that the DoD market open to foreign companies is actually not that big due to numerous restrictions designed to protect domestic companies, such as small businesses, despite the Buy American waivers. However, understanding how the RDP-A benefits both countries mitigates these concerns. First, the RDP-A is on one hand a framework for communicating about industrial cooperation and market access. Second, the RDP-A is meant to remove discriminatory barriers to procurement, to the extent mutually beneficial and consistent with national laws, regulations, policies, and international obligations. Third, any country can terminate the RDP-A. If the Korean government should find the RDP relationship to be detrimental, it can withdraw. Fourth, although historical data does not provide any consistent patterns of exports or imports, trends suggest that RDP-As tend to strengthen industrial cooperation overall, benefiting both sides of the partnership. Finally, all RDP-As have expiration dates, but none of the 28 countries with RDP-As have walked away from their RDP relationships. All have renewed their agreements, some which have remained in effect for several decades. The longevity of the agreements strongly suggests that membership in the U.S.-centered RDP-A network does not produce negative results among partner country defense industries. "

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Secretary of Defense Lloyd Austin's has unveiled the details of the Replicator 2.0 initiative, it is clear the U.S. defense strategy is rapidly advancing to counter uncrewed aerial systems (C-sUAS). This makes the current moment a pivotal one for Directed Energy Weapons (DEW) technologies. My business innovation partners and I have been working on a new venture that has a flagship product focus of a distributed antenna, man portable directed energy weapon system that offers a precise and scalable solution to neutralise enemy assets, including drones. Its advanced radio technology is being developed to neutralise and destroy electrical systems with unprecedented accuracy, filling the critical capability gap identified by Replicator 2.0 and more. The precision is afforded by a distributed antenna system means highly localised effects, allowing for the neutralisation of drone swarms while minimising collateral damage. These features directly support Secretary Austin's goal of fielding C-sUAS systems at key locations both domestically and abroad, aligning our proposed technology with the Pentagon’s vision for the future of defence technology. Our development partners are significant key names in Defence, who recognised the potential of our method as a key and scalable component in this next-generation defence architecture. With the right strategic investment, we are poised to reach a Technology Readiness Level (TRL) of 7-8 within 12 to 18 months, positioning us as an essential partner in the broader Replicator 2.0 effort. We also believe this capability to be at the forefront of space defence technology. With growing missile and drone attacks in the Middle East we believe this technology needs to be exploited with immediate effect. Battelle Mission Technologies, a division of HII General Dynamics Mission Systems Sierra Nevada Corporation Babcock International Group Owen S.Tom Coates James Earl Bram O. Andrea Traversone Bobby Sakaki Prof. Stuart Harmer John Caudwell AeroVironment Eric Brock Florian Seibel Anduril Industries Christian Brose Trae Stephens Founders Fund Steven Walker Evan Trevors Marvina C. Thales Defense & Security, Inc.RTX HENSOLDT Michael Dempsey Bryan S. Airbus Palantir Technologies Alphabet Inc.SpaceX United States Department of Defense U.S. Department of State 10 Downing Street UK Space Command US Space Force Enterprise Talent Management Office United States Air Force SAIC Lockheed Martin

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Defcon AI Inc., a defense technology startup that provides logistics insights for military operations, said today it has raised $44 million in seed funding led by Bessemer Venture Partners to expand its team and build more capabilities. In addition to Bessemer, Fifth Growth Fund and Red Cell Partners also joined the round. Military organizations such as the U.S. Department of Defense, which contracts with Defcon AI, are faced with innumerable obstacles when deploying manpower and resources to the field. These could be issues such as hurricanes, washed-out roads and enemy action. All of this must be modeled and represented to get the best outcome when coordinating in the field where people and things need to move from point A to point B as efficiently as possible.

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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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Performance Defense CEO, Tim Bigelow, and President, Darren C., had some great engagements at #AFA's Air, Space, and Cyber Conference last week and look forward to seeing everyone again next year! While there were several talking points throughout the week surrounding the current state of aviation and space technologies, this panel discussion was a highlight. Read more on how the Air Force plans to embrace cyber as a weapon of war in this recap article: https://hubs.ly/Q02QDy4W0

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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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