Behind the Frontlines: Enabling the Warfighter

In modern conflicts, cyber space has emerged as a primary domain of warfare—an invisible but decisive battlefield that operates far from the traditional front lines. Ensuring constant cyber warfare superiority demands the ability to always be ready to pivot. The U.S. Army continues its momentum to adjust its portfolios and programs, when necessary, embrace more agile acquisition methods and devise innovative methods to swiftly funnel capabilities to Soldiers while finessing existing processes.

The Portfolio Acquisition Executive (PAE) Fires has embraced this shift to rapidly develop, test and field some of the Army’s most vital capabilities such as hypersonic weapons and integrated air and missile defense. This includes managing and taking risks during program development to deliver to the warfighter quickly—programs like the Mid-Range Capability (MRC) system.

The “Army Transformation and Acquisition Reform” memorandum directs the U.S. Army to implement multiple directives including implementing “a comprehensive transformation strategy, streamline its force structure, eliminate wasteful spending [and] reform the acquisition process.” Now, a little over a year after the announcement of new initiatives, the U.S. Army has already undergone a multitude of efforts to improve its efficiency including command mergers, acquisition reform restructuring and phasing out legacy systems.

Organizational leaders constantly talk about transformational structures, launch modernization campaigns and redesign processes to pursue efficiency, innovation or competitive advantage. Yet despite decades of research and countless books, studies and industry surveys have repeatedly suggested that most change initiatives either fail outright or never achieve the intended results. Employees resist change, communication breaks down, leaders lose credibility and organizations quietly revert to the old way of doing business. Often, the technical solution itself is not the problem. The problem is the process.

From The Army Acquisition Executive: Brent G. Ingraham
The character of warfare is changing at a pace few institutions were designed to match. Threats are cheaper, faster and more numerous. Technology that once took decades to mature now evolves in months. Our adversaries know this and are adapting accordingly.

Faces of the Force profile feature on Maj. Douglas Richardson, U.S. Army Acquisition Support Center, Director, Acquisition Career Management Office Training With Industry fellow of Microsoft.

If we project ourselves into the future and see that sustainment costs ultimately become operationally or fiscally unaffordable, will acquisition leaders still defend the decision to accelerate programs while accepting reduced analytical rigor? Or will the Army discover that it merely shifted risk from the present into the future where the consequences became harder, more expensive and potentially irreversible?

In the Army, leadership is fundamentally defined by ‘influence’. This distinction is the lifeblood of our organization, separating management and administration from the dynamic process of leading Soldiers through conflict and peace.

Over 30 Army acquisition career development leaders met at a combination virtual and in-person conference at the United States Army Acquisition Support Center (USAASC) on June 3.

Faces of the Force profile on Ebonie F. McClintock-Bennett, Army Contracting Command Mission Installation Contracting Command Office of Small Business Programs procurement analyst.

Somewhere in the Pentagon, an Army senior leader recently made a program decision informed by live data, instead of slide decks. That moment reflects a broader transformation: as more information moves into digital models, decisions that once required weeks of staffing are now being made in hours. This pattern is becoming more common, but it is not yet the norm.

The Army has signed a new policy that fundamentally transforms the materiel release process, replacing decades of administrative friction with a risk-informed, enabling framework that delivers capabilities to Soldiers faster, without compromising the safety, suitability and supportability standards that protect the force.

FROM THE DIRECTOR OF ACQUISITION CAREER MANAGEMENT RONALD J. RICHARDSON JR.
The Army stands at a pivotal moment, one defined not by incremental change but by deliberate transformation. At the center of this evolution is a concept often discussed but not always fully understood: workforce optimization. This initiative, tied directly to broader acquisition transformation, is reshaping how the Army Acquisition Workforce is structured, trained and employed. While the journey has not been without disruption, it is fundamentally about one outcome—delivering the right capability into the hands of Soldiers faster and more effectively than ever before.

The Deputy Assistant Secretary of the Army for Procurement (DASA(P)) convened its DASA(P) Advisory Board on April 22-23, 2026, for a pivotal two-day summit at the Pentagon. The summit focused on accelerating artificial intelligence (AI) integration and workforce transformation across Army contracting.

The Army is wasting no time implementing artificial intelligence (AI) into its enterprise structures. In recent months, the United States Army Communications-Electronics Command Army Software and Innovation Center (CECOM ASIC) has aggressively incorporated AI capabilities into its Enterprise Help Desk (EHD) that services the Army’s critical Enterprise Resource Planning (ERP) systems—massive software applications that manage and track the Army’s budget and global supply chain.

A subset... read more

The Army is wasting no time implementing artificial intelligence (AI) into its enterprise structures. In recent months, the United States Army Communications-Electronics Command Army Software and Innovation Center (CECOM ASIC) has aggressively incorporated AI capabilities into its Enterprise Help Desk (EHD) that services the Army’s critical Enterprise Resource Planning (ERP) systems—massive software applications that manage and track the Army’s budget and global supply chain.

A subset of AI, Generative AI (GenAI) synthesizes answers from expansive knowledge sources to provide immediate answers to end users. The overarching mission of integrating GenAI into ERP systems is to increase readiness by automating responses for common fixes, enabling analysts to resolve more tickets faster. Because AI can automate routine fixes for users, it gives more time for analysts to prioritize their efforts on complex mission-critical problems.   show less

On May 21st, nineteen fellows, along with their families and friends, gathered at the Warfighting Acquisition University’s (WarU) Scott Hall to celebrate the graduation of the Senior Service College Fellowship (SSCF) class of 2026.

The SSCF program is a 10-month senior leadership development opportunity sponsored by the U.S. Army Acquisition Support Center’s Director, Acquisition Career Management Office. It provides leadership acquisition training to prepare senior-level civilians in the grades of GS-14/15 (or broadband equivalent) for leadership roles.

Read the story at https://asc.army.mil/web/foundation-of-mastery-sscf-class-of-2026-graduates/.

The Army Test and Evaluation Command (ATEC) is committed to doing better. As the Army moves at speed toward continuous transformation, ATEC is fundamentally changing how we support decisions to deploy new capabilities that defeat emerging threats. The linear, sequential model—contractor testing followed by independent government developmental testing, followed by an independent government operational test, with little feedback before a final summary evaluation report—does not support the Army’s need to exploit emerging technologies, quickly, to field new or improved capabilities.

Faces of the Force: Meet Aaron Robertson-Majewski, a pricing team chief at Army Contracting Command – Detroit Arsenal, who is making a significant impact on our national security. In the latest #FacesoftheForce profile, learn how Aaron leads his team of dedicated price/cost analysts to ensure the Army Intelligence and Security Command (INSCOM) receives the best value for critical supplies and services. They work diligently to acquire everything from logistics and engineering support to the specialized services that fuel intelligence operations, ensuring our Soldiers have what they need to succeed. Discover how his passion for supporting Soldiers is matched only by his dedication to his team's growth and success.

As the Army reshapes its acquisition enterprise to move faster and remain relevant in an increasingly contested operational environment, the Next Generation Squad Weapon (NGSW) program stands as a clear example of how Capability Program Executive–Ground (CPE Ground) is accepting and managing risk rather than avoiding it. Executed under accelerated acquisition pathways and fielded while testing and refinement continue, NGSW reflects a conscious leadership decision to prioritize speed,... read more

As the Army reshapes its acquisition enterprise to move faster and remain relevant in an increasingly contested operational environment, the Next Generation Squad Weapon (NGSW) program stands as a clear example of how Capability Program Executive–Ground (CPE Ground) is accepting and managing risk rather than avoiding it. Executed under accelerated acquisition pathways and fielded while testing and refinement continue, NGSW reflects a conscious leadership decision to prioritize speed, Soldier feedback and overmatch over the traditional pursuit of perfect certainty. In doing so, CPE Ground is demonstrating a modern acquisition mindset—one that treats risk as a tool to be governed and leveraged at the portfolio level, not a condition to be eliminated—while delivering tangible capability to the squad where it matters most.   show less

Leadership Insight: Improving Public Sector Inefficiencies with Private Sector Solutions. After a distinguished 38-year career in the U.S. Army, retired Lt. Gen. Neil Thurgood made the transition from active duty to the private sector. His military journey began as an infantry private, then progressed through his Army career as an aviator, who served in both conventional forces and special operations, then ultimately joined the Army Acquisition Workforce.

Read the article: https://www.dvidshub.net/news/564911/leadership-insight-improving-public-sector-inefficiencies-with-private-sector-solutions

Meet Sgt. 1st Class China A. Mathews! When tasked with an assignment full of unknowns, she doesn’t just charge ahead. Her secret to success? Always asking "Why?" This commitment to understanding the full picture has defined her remarkable career. From serving as a petroleum supply specialist to now providing critical contracting support for over 5,000 Soldiers, her journey is a powerful example of adaptability and dedication. As she says, "The acquisition process is very much a team... read more

Meet Sgt. 1st Class China A. Mathews! When tasked with an assignment full of unknowns, she doesn’t just charge ahead. Her secret to success? Always asking "Why?" This commitment to understanding the full picture has defined her remarkable career. From serving as a petroleum supply specialist to now providing critical contracting support for over 5,000 Soldiers, her journey is a powerful example of adaptability and dedication. As she says, "The acquisition process is very much a team effort, and it offers countless opportunities to learn and grow." Get inspired by her story and learn why she believes curiosity and mentorship are the keys to a successful career. Read her full Faces of the Force profile: https://www.dvidshub.net/news/564322/always-ask-why-sgt-1st-class-china-mathews.   show less

Faces of the Force: Sgt. 1st Class China A. Mathews, 918th Contracting Battalion, Mission and Installation Contracting Command, Fort Carson, Colorado, Detachment Sergeant

The Army is embracing low-code solutions to rapidly develop and deploy applications with minimal hand-coding, resulting in faster time-to-production, lower costs and greater agility in responding to changing mission requirements. This shift streamlines processes, enhances operational efficiency and improves decision-making capabilities.

Low-code solutions are a modern approach to software development that allows individuals to create applications with minimal or no traditional programming. These platforms use visual interfaces, drag-and-drop components and pre-built templates to simplify application creation. This enables a wider range of people, not just seasoned developers, to build and deploy apps quickly.

Charles Harris, U.S. Army Combat Capabilities Development Command Chemical Biological Center, Capability Program Executive Chemical, Biological, Radiological and Nuclear Defense General Engineer, Contract Specialist.

As the Army Acquisition Executive (AAE), I view the PIT as a proving ground for how the Army can rapidly inject promising technology into the hands of our warfighters, iterate with vendors and scale across the Army through our six Portfolio Acquisition Executives.

The Army’s Launched Effects (LE) program is accelerating a new era of battlefield reach and responsiveness by pairing cutting-edge uncrewed technology with acquisition approaches designed for speed. Built to deliver decisive effects from standoff distances, these systems are rapidly moving from concept to operational use—demonstrating that smarter acquisition can be just as transformative as the technology itself. Read the full article at https://www.dvidshub.net/news/562169/launched-effects-program-accelerates-battlefield-reach.

The Army’s acquisition reform is beginning to show tangible results, as early actions taken under the new portfolio acquisition executive (PAE) construct translate strategic intent into measurable progress.

Within the first 60 days of the Army’s implementation of the new PAE approach, several portfolios are already demonstrating how empowered teams can move quickly to reduce friction, streamline legacy processes and accelerate delivery of capability to the field. For example, the PAE... read more

The Army’s acquisition reform is beginning to show tangible results, as early actions taken under the new portfolio acquisition executive (PAE) construct translate strategic intent into measurable progress.

Within the first 60 days of the Army’s implementation of the new PAE approach, several portfolios are already demonstrating how empowered teams can move quickly to reduce friction, streamline legacy processes and accelerate delivery of capability to the field. For example, the PAE for Command and Control/Counter Command and Control (C2/CC2)—a portfolio that is central to the Army’s transformation by ensuring our forces can achieve decision overmatch—rapidly delivered results across requirements, contracting, resourcing and equipping Soldiers.

A closer look at these actions reflects the early benefits of outcome‑driven acquisition, and how emphasizing speed, integration and informed risk will continue to drive change.

Read the full article at https://www.dvidshub.net/news/560827/reform-results-early-momentum-army-acquisition-transformation.   show less

Modernization is no longer defined by how quickly an idea is conceived, but by how rapidly and effectively it is delivered to Soldiers in operational environments. As mission demands evolve and technology advances at an unprecedented speed, the Army must bridge the gap between innovation and impact. The Pathway for Innovation and Technology (PIT) Office was established to do exactly that—serving as the forward edge of the Assistant Secretary of the Army for Acquisition, Logistics and Technology (ASA(ALT)) by embedding innovation with operational units, accelerating the transition of emerging capabilities and creating a disciplined, Soldier‑driven pathway from concept to scale across the force.