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BUSINESS BREAKTHROUGH


creativity to the problem, and were not given a thick requirements document for a predetermined solution.


Just 18 weeks and $3 million resulted in five concepts that graduated to Phase II—a clear improvement in cost and schedule. Of the five, four are complemen- tary systems conceived by experts in the cutting-edge technologies on which they are built. Product Manager Self-Propelled Howitzer Systems has the option of modu- larity with the four, and can adjust their acquisition based on the maturity of the tech, funds available, or other consider- ations. Tis also mitigates the risk to the program, and to the Army, of buying one solution that ultimately proves unsat- isfactory.


Among the Phase II concepts are solutions the CFT and the product manager never considered—another benefit derived from letting the innovators access the prob- lem in depth. And every Phase I concept changed after the problem solvers went to the field to work firsthand in the Paladin with Soldiers and the product manager.


CONCLUSION Tere are hundreds, maybe thousands, of companies with no history of working with the government that can help solve Army problems. Te Army must make it worth their time and effort. SPARTN demonstrates that SBIR can be a viable entry point for small businesses and a powerful tool to fill critical modernization gaps while reducing costs and accelerat- ing transition.


If Army modernization is to succeed, the service must standardize successful methods, its messaging about them, and metrics that prove return on investment rather than money spent. It must rein- force success and ensure that lessons are learned rather than missteps repeated. To


134 Army AL&T Magazine Fall 2021


SPARTN problems are broad, presented in plain language, devoid of jargon and designed to allow commercial problem solvers to propose solutions the Army hasn't thought of yet.


do otherwise would be a broken promise to nontraditional DOD partners and would turn back hard-earned and badly needed progress. It will be harder to convince businesses again.


For more information, go to https://army- futurescommand.com/aal/.


DR. CASEY PERLEY is the director of insights and analysis for the Army Applications


Laboratory, and helped


establish the SPARTN program. She holds a Ph.D. in molecular genetics and microbiology from Duke University and a B.S. in molecular biochemistry and biophysics from Yale University. She has over a decade of experience studying infectious diseases that threaten U.S. Soldiers and the public, and has spent over 3,000 hours working


in high containment (biosafety levels 3 and 4).


SCOTT STANFORD is the director of communications and strategy for the Army Applications Laboratory and a lieuten- ant colonel in the Vermont Army National Guard. He holds an M.A. in international relations from the Fletcher School of Law and Diplomacy at Tufts University and a B.A. from the University of Texas at Austin. His communications experience spans 30 years in print and TV journalism, public relations and information operations. He


facilities


has deployed to Iraq, Afghanistan and the east and west coasts of Africa as an infan- tryman and a civil affairs officer.


STEPHANIE HILL is a knowledge inte- grator and team optimizer committed to modernizing the government and DOD through proven ability to conceive and implement


strategy, apply digital tech-


nologies, secure stakeholder buy-in and communicate vision as a trusted business partner and adviser. She currently works at GXM Consulting, supporting Army Futures Command leaders with major strategic initiatives. She holds a B.A. from George- town University and is pursuing an M.A. in government counterterrorism and home- land security studies at the Interdisciplinary Center in Herzliya, Israel.


JOSHUA ISRAEL is an Army civilian and was the Army Applications Laboratory Strategic Partnership lead helping establish SPARTN. He has held leadership positions in government and industry, including engi- neering expert, acquisition manager, and business and financial management direc- tor. He holds an M.S. in national resource strategy from National Defense Univer- sity, an MBA from New York University’s Leonard N. Stern School of Business, an M.S. in engineering management from the University of Maryland, Baltimore County, and a B.S. in chemical engineering from Virginia Tech.


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