Exclusive and partner-created content focusing on Army acquisition processes, procedures, capabilities, services, equipment, and the workforce.
Accountability is critical—at the heart of this reform is the imperative to hold Capability Portfolio Executives and program managers (PMs) accountable for developing robust, risk-balanced acquisition programs that deliver capabilities in a timely manner. This alignment is not merely a bureaucratic exercise; it is a vital step toward ensuring our Soldiers receive the tools they need when they need them.
Mark Dahilig believes that the strongest careers are built by looking beyond a single lane. Experience and growth are best achieved by embracing a combination of cross-functional training within one’s organization and developmental assignments to broaden perspective, boost confidence and sharpen decision-making—an approach he lives out in his own role supporting the Soldier’s mission from the civilian side.
“The Mid-Range Capability program is highly complex, operating at the intersection of joint operations,” said Lt. Col. Christopher Blackwell, Product Manager Mid-Range Capability with PAE Fires’ Advanced Fires Project Office. “It requires seamless synchronization across Army, Navy and DoW [Department of War] leadership, as well as diverse acquisition disciplines and operational units.”
The Army is leaning forward with a leaner, more efficient mantra by strategically aligning personnel into areas where they are needed most. To better align with the Army Transformation Initiative, the military acquisition community is undergoing a “rebalancing” effort of Functional Area (FA) 51 officers—those responsible for researching, developing, testing, contracting and fielding weapons systems and technology—by shifting multiple functional areas, including FA 51, into areas that the Army may either be short-staffed or are emerging fields that will help serve the future fight.
Prospective authors are encouraged to think and write critically about current challenges and ways to overcome them successfully. “We invite members of the defense acquisition workforce and other interested individuals to emulate Harry’s dedication to communicating and solving problems to make the lives of our warfighters better,” Collins said.
Kight strives to ensure that Army policy reflects the strategic messaging set forth by the President, Congress, Office of the Secretary of War, Secretary of the Army and ASA(ALT) by developing and executing policy initiatives that address critical acquisition challenges with both national and international scope and impact.
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.
Last fall, the Army undertook the most significant acquisition reform in decades, moving from twelve Program Executive Officers to six Portfolio Acquisition Executives, ahead of congressional mandate, before the guidance was fully written. The reorganization was never the point. The point was speed—and the ability to deliver integrated capability at the pace the battlefield demands.
Maj. Douglas Richardson has built his career on the simple but solid belief that focus is the foundation for overcoming any challenge. Through shifting missions and unpredictable conditions, he has learned that resilience isn’t innate—it’s achieved through the willingness to adapt, learn and grow. For Richardson, obstacles are not barriers, but opportunities to become stronger and more capable.
The Army is operating in an era defined by strategic competition with China, technological disruption and software-defined warfare. In response to acquisition timelines that often take decades, the Army has shifted toward rapid prototyping, experimentation and accelerated pathways, leveraging Middle Tier Acquisition (MTA) authorities, rapid capability offices and iterative software models to compress delivery timelines and maintain strategic advantage. Read how accelerated pathways allow the Army to integrate user feedback earlier, adapt to evolving threats and deliver capabilities at speed.
According to Army Doctrine Publication 6-22, leadership is defined as the process of influencing people by providing purpose, direction and motivation to accomplish the mission and improve the organization. Leadership is a continuously adaptive process of earning respect and commitment across all ranks. In the Army, leadership is never a monolithic or static trait, it is an ever-evolving endeavor designed to keep pace with constant change. Read how a leader’s ability to communicate ideas, build trust and encourage subordinates to excel even without direct oversight is central to modern military operations.
Army Acquisition Functional Advisors representing the six functional areas and career advocates within major commands and organizations, known as Acquisition Career Management Advocates (ACMAs), came together to discuss key issues affecting the Army Acquisition Workforce and share best practices from across the functional areas at the 2026 ACMA Summit held at the U.S. Army Acquisition Support Center on June 3, 2026.
Over the past several years, CPE ST3 has undergone a cultural transformation, moving away from rigid, requirement-driven acquisition models toward a faster, more flexible and risk-tolerant approach. This shift is not just procedural; it includes a fundamental change in culture— shifting from paperwork to performance, and from process to outcomes. Read how CPE ST3 is empowering its workforce to engage directly with warfighters, experiment with emerging technologies and deliver capabilities rapidly, even before formal requirements are finalized.
For Ebonie McClintock-Bennett, understanding the ‘why’ behind the work is not optional—it is essential. That perspective provides the context that turns requirements into informed decisions and ensures each action supports a broader mission. With an open mindset and a willingness to adapt, she approaches procurement as both a strategic and evolving discipline, helping the Army sustain the innovation, preparedness and responsiveness required to support the warfighter.
For the U.S. Army to maintain its decisive edge, the procurement apparatus must operate on a wartime footing that no longer treats acquisition as a slow, linear relay race. To unlock the full potential, the Army is undergoing a historic structural realignment, centering modernization efforts on the portfolio acquisition executive (PAE) model. Read how the U.S. Army Contracting Command (ACC) is implementing a unified, “360-degree” framework called wrap-around contracting—an unbroken business architecture that binds the Soldier in the foxhole directly to the manufacturing line on the factory floor.
Read how the Army Systems Engineering and Architecture (ASEA), a centralized selection list-led directorate established at ASA(ALT) for the systems engineering discipline, is placing military talent into engineering and technical management roles, where they can model what a digitally fluent Army looks like in practice.
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. The streamlined Materiel Release Policy reassigns materiel release decision authority to the Army’s newly established Portfolio Acquisition Executives, aligning the authority to release capability with the leaders accountable for delivering it.
Workforce optimization is not just about reducing numbers; it is about redistributing talent, reskilling personnel and ensuring that the Army has the right expertise. When done correctly, the result is a more efficient organization and one that fulfills its responsibility to equip Soldiers with the capabilities they need, when they need them.
Maj. Kenneth Welch may be new to acquisitions but he’s no stranger to the Army. With 11 years of active-duty experience, he’s learned that a positive attitude can change everything—from how you approach challenges to how others respond to you.
On April 22-23, 2026, the Deputy Assistant Secretary of the Army for Procurement (DASA(P)) convened its DASA(P) Advisory Board, a pivotal two-day summit at the Pentagon. The summit focused on accelerating artificial intelligence integration and workforce transformation across Army contracting.
CECOM ASIC has incorporated GenAI capabilities into its Enterprise Help Desk that services the Army’s critical Enterprise Resource Planning (ERP) systems. The overarching mission of integrating GenAI into ERP systems is to increase readiness by automating responses for common fixes, enabling analysts to resolve tickets faster and providing more time to prioritize their efforts on complex mission-critical problems.
FORT BELVOIR, Va. (June 2, 2026) – The U.S. Army Acquisition Support Center (USAASC) congratulates listed Soldiers for their selection into the 51C military occupational specialty (MOS)—contracting noncommissioned officer (NCO).
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.
As the Army moves at speed toward continuous transformation, ATEC is embracing early integration, diverse data, digital enablement and enduring partnerships to redefine how test and evaluation support the acquisition life cycle. Through Continuous Evaluation Campaigns, ATEC is providing Army senior leaders with agile, integrated strategies that deliver Soldier-validated feedback early and continuously to inform responsible, risk-informed decisions.
Nicole Vargas believes the best ideas rarely come from one mind alone. By asking thoughtful questions, seeking out diverse perspectives and truly listening to others, she’s found that learning deepens and solutions become stronger.
The Naval Postgraduate School hosted its 23rd annual Acquisition Research Symposium and Innovation Summit on May 6–7, 2026, which brought together leaders and experts to explore innovations aimed at delivering capabilities to the warfighter faster and more effectively.
Soldier systems operating at the tactical edge are failing not because they lack advanced sensors or autonomy, but because they are not engineered with sufficient consideration for the complexities of the battlefield.
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. Read about his experience from being the director for the Army’s RCCTO to the private sector, sharing his insights into Army acquisition today.
Aaron Robertson-Majewski approaches each day as a gift, and each opportunity as a chance to grow, viewing challenges not with fear but as pathways to learning and progress.
The Next Generation Squad Weapon program stands as a clear example of how CPE Ground is accepting and managing risk rather than avoiding it.
On today’s algorithmic battlefield, the U.S. Army’s success hinges on its capability to sustain forces over vast distances and in austere conditions.
Please join the Director, Acquisition Career Management (DACM) in congratulating the selectees for the 2026-2027 academic year (AY) SSCF program.
As unmanned aerial threats intensify across Europe, the Army PIT’s G‑TEAD has emerged as a decisive force in delivering combat‑credible capabilities at the speed of war.
Supply chains today aren’t just behind the scenes process; they’re becoming battlegrounds in their own right.
Recent global conflicts and military engagements have profoundly influenced the Army’s approach to acquisition, revealing critical insights into the necessity of flexibility, supply chain resilience and scalable production.
True innovation cannot survive in bureaucracy-laden environments or operate in isolation from the operational realities faced by Soldiers and commanders.
Cyber networks that are imperative for national security are probed by adversaries every day.
FMS-ACES Product Office at U.S. Army CPE ES2 has fundamentally transformed how the Army manages software changes and configurations in a complex, high-stakes environment.
AI is an umbrella term that includes a variety of computer/software systems. Today, the most notable are Large Language Models (LLMs), such as ChatGPT.
When tasked with an assignment full of unknowns, and a tight timeframe to deliver, many charge ahead without pausing to ask questions. Sgt. 1st Class China A. Mathews takes a different approach.
The Chief of Staff of the Army’s 2025 guidance rightly emphasizes adaptation as the cornerstone of maintaining battlefield superiority.
The current requirement development process, driven as much by law, regulation and precedent as by the operational need, often fails to communicate a clear vision of the operational challenge.
In March 2025, two of my colleagues and I, all alumni of The George Washington University Government Procurement Law program attended the International Public Procurement Workshop in Seoul, Korea.
In his 34 years of distinguished service, Maj. Gen. Harold J. “Harry” Greene worked tirelessly to make our Army and the nation better.
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.
Charles Harris draws on a wide range of experience that equip him to handle challenges with confidence in his dual role as general engineer and a contract specialist at the U.S. Army Combat Capabilities Development Command Chemical Biological Center.
The M139 Volcano System is a rapidly deployable anti-vehicular mine dispensing system that counters enemy mobility and provides strategic advantages in diverse operational scenarios.
The future of warfare is defined by speed—speed in decision-making, rapid adaptation, and most critically, delivering capability to Soldiers when they need it.
Built to deliver decisive effects from standoff distances, these systems are rapidly moving from concept to operational use.
When Lt. Col. Brandon A. Pye began his first acquisition assignment, he didn’t expect it to shape his career in such a profound way.
The event honored acquisition professionals whose achievements in research, development and sustainment efforts provided critical support to the warfighter.
As the Army continues to navigate changes in 2026, strong leadership and critical thinking skills remain at the forefront to maintain a workforce that is comprised of the most capable officers and civilians.
When people come together, share perspectives, and build on each other’s strengths it leads to better ideas, smarter solutions and a clearer path forward.
Fort Bragg and the XVIII Airborne Corps officially opened the Lt. Gen. James M. Gavin Joint Innovation Outpost (JIOP).
Excellence, innovation and leadership took center stage at the Pentagon as the Army celebrated the remarkable achievements of its acquisition workforce.
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.
Five exemplary Army acquisition professionals were inducted into the 2025 Army Acquisition Hall of Fame during a ceremony at the Pentagon on March 4, 2026.
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.
When we talk about digital transformation and building data-driven organizations, the first things that come to mind may be technological solutions. But there’s more!
Senior leaders from across the Department of War will gather this spring at the Warfighting Acquisition University to recognize innovation, excellence and mission impact during the 2025 Warfighting Acquisition Awards ceremony.
Danielle Andersen believes challenges aren’t obstacles—they’re opportunities to move forward in a better way.
Imagine a world where artificial super intelligence conducts combined arms warfare across all domains of war, using quantum computing, robotics, predictive logistics and nanotechnology.
The ECTDP are Army initiatives created to produce senior civilian leaders with an enterprise perspective.
In 2025, my team within the Soldier Evaluation Directorate won the U.S. ATEC’s AI Challenge with a tool that could draft the first version of an AEP.
The nature of warfare is in constant flux, and with it, the demands on military logistics. As the U.S. Army shifts its focus toward Large-Scale Combat Operations (LSCO) and confronts the challenges of Anti-Access/Aerial Denial (A2/AD) environments, the ability to sustain dispersed forces becomes a principal concern.
The SSCF program is a 10-month educational senior leadership developmental opportunity sponsored by the DACM Office.
Success doesn’t happen by chance—it’s built on a foundation. For Marta Hess, that foundation is a framework she calls the “four Ps”: people, process, product and plan.
Training With Industry (TWI) fellows convened for their annual midpoint review Jan. 12-16, 2026, in Arlington, Virginia at Microsoft’s Innovation Hub.
Traditional approaches to Army prototyping efforts have been known to move at a lackluster speed, letting ideas gather dust, while near-peer adversaries field “good enough” solutions to operational units. FUZE is the U.S. Army’s flagship innovation program, which adopts a venture capitalist (VC) model to expedite military technology development.
DACM Hot Topics offers a monthly overview of timely educational and career resources for Army Acquisition professionals to enhance their career success.
Learning something new each day keeps the mind sharp, perspectives fresh and the potential for growth alive. Embracing new opportunities—even those that seem uncertain—opens doors to unexpected experiences and skills. Taking risks may feel uncomfortable at first, but it’s often in those moments of challenge that real progress and confidence take root.
The Naval Postgraduate School (NPS) is offering three new master’s degree programs for eligible Army Acquisition Workforce (AAW) personnel: Master of Science in Acquisition – Contract Management; Master of Science in Acquisition – Program Management; and Master of Science in Financial Management. Designed for flexibility, all three 24-month programs are offered remotely and part-time, allowing students to study from their duty station without career interruption.
DACM Office proudly announces the 2027 Centralized Selection List, identifying the best-qualified leaders to serve in critical acquisition command and key billet positions.
As the Army enhances Soldier lethality, Joint Program Executive Office for Armaments and Ammunition’s (JPEO A&A) Product Manager (PdM) Small Caliber Ammunition is developing the XM1224 Hybrid-Anti Materiel Round (HAMR) precision cartridge for the MK22 Precision Sniper Rifle.
As the Army enhances Soldier lethality, Joint Program Executive Office for Armaments and Ammunition’s (JPEO A&A) Product Manager (PdM) Small Caliber Ammunition is developing the XM1224 Hybrid-Anti Materiel Round (HAMR) precision cartridge for the MK22 Precision Sniper Rifle.
The Warfighting Acquisition University is proud to offer two new cross-functional training (CFT) courses for acquisition professionals: CFT-4010 and CFT-4200.
Stepping into a new and unfamiliar role can be intimidating, but it’s often the fastest way to grow in your career.
From the earliest days of the American Revolution to the modern digital battlefield, the U.S. Army Acquisition Workforce (AAW) has served as the engine behind the Army’s ability to equip, sustain and modernize the force.
This order aims to improve how government agencies purchase products and services by mandating an overhaul of the Federal Acquisition Regulation (FAR).
The United States Army Communications-Electronics Command (CECOM) Software Engineering Center (SEC) will transfer the life cycle sustainment responsibilities of the Wideband Satellite Communications (SATCOM) Operational Management System (WSOMS) to the United States Space Force (USSF) in fiscal year 2026.
There I was, sitting in a mini cubicle in SecureNinja, the proctor facility where I chose to take my Program Management (PM) Practitioner Exam, because it had the word “ninja” in it.
Near-peer adversaries now field a sophisticated arsenal of aerial threats capable of executing complex, multidomain attacks designed to overwhelm traditional defenses.
Discipline, focus and adaptability are just a few of the qualities that connect martial arts to everyday life.
DACM Hot Topics offers a monthly overview of timely educational and career resources for Army Acquisition professionals to enhance their career success.
The DACM mission is to recruit, train and retain an agile, adaptive and professional workforce with the acquisition acumen and critical thinking skills to accelerate delivery capability to Soldiers.
New threat set is causing commanders to re-think the employment of armored formations, underscoring a fundamental shift in modern combat dynamics.
Foreign military sales, or FMS, is a cornerstone of U.S. security cooperation, enabling partner nations to acquire American military equipment and services.
The Army’s Joint Program Executive Office Armaments and Ammunition (JPEO A&A) is celebrating the success of its direct-hire Program Analysis Intern Program launched in 2021.
Authenticity in the workplace isn’t just a buzzword. It’s a catalyst for genuine connection and stronger communication.
Department of War and private sector professionals are temporarily linked to each other’s organizations, where they can gain cross-sector experience and share innovative best practices—fostering better communication and understanding between government and industry.
The Army launched its most ambitious procurement overhaul in decades—designed to slash bureaucracy, fast-track innovation and sharpen organizational agility.
Army agencies gathered to demonstrate their latest scientific and technological achievements on Fort Belvoir, Virginia. Among the demonstrations were key technologies from U.S. Army Engineer Research and Development Center (ERDC)…
Army leaders and defense experts met in Washington at the Association of the United States Army (AUSA) Contemporary Military Forum to discuss how the U.S. Army is advancing its command-and-control (C2) capabilities for the future fight.
The CECOM SEC has developed a robust talent management program targeting software professionals, applying continuous innovation and employee development.
As a systems engineer, Svetislav (Steve) Petrusevic believes that every role is an opportunity to apply what you’ve learned and build on it.
DACM Hot Topics offers a monthly overview of timely educational and career resources for Army Acquisition professionals to enhance their career success.
In this edition of Faces of the Force, Staff Sgt. Summer L. McMahon shares that “a flexible mindset opens the door to growth, problem-solving and opportunity.”
Digital engineering and modeling and simulation (M&S) are transformative approaches that enable precision, efficiency and innovation in munitions production and warfighter capabilities.
The Army’s ability to adapt and innovate in real time is critical to mission success on the modern battlefield.
In both his career and personal life, Maj. Timothy Hancock carries a simple philosophy: always make the best of every circumstance.
The U.S. Army prioritizes a shift to faster, more agile software development and acquisitions to deliver defensive cyber operations.
By directly enhancing capabilities in protection, intelligence, movement and maneuver, fires and sustainment, biometrics provide an operational edge.
NPS offers graduate degrees in the acquisition sciences—specifically Master of Science (M.S.) degrees in program management and contract management.
Modeling the leadership qualities you value builds trust and credibility with those in your personal and professional life.
Introducing, “Behind the Frontlines: Enabling the Warfighter,” an all-online outlet consisting of exclusive and partner-created content focusing on Army acquisition.
Year Group 2024 participants graduate from the Leadership Excellence and Acquisition Development (LEAD) program.
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