The document outlines a defense consulting company's agenda, detailing the author's background and expertise in military procurement and consulting for defense, justice, and homeland security entities. It highlights the current state of the military market, challenges posed by budget cuts and the changing landscape due to great power competition, specifically focusing on the military advancements of China and Russia. The author also discusses strategies for enhancing relationships and engagement with end users to better navigate procurement efforts and drive sales success amidst financial constraints.

1. A DEFENSE CONSULTING COMPANY

2. AGENDA
ØWho I Am…… My Historics
ØMission Statement
ØCurrent State of the Military Market
ØBasic Overview Military Procurement
ØKeys to Success in the Military Market
ØQuestions?

3. ØA father of a beautiful 3 year old little girl
ØA loving husband to my best friend
ØA 24 year Air Force Special Tactics veteran
Ø 11 Combat tours between Afghanistan and Iraq while serving along side all every component of
the U.S. Special Operations community.
Ø A subject matter expert in all aspects of parachuting and aerial delivery platforms
Ø Last position in the Air Force ran the largest Operational Combat Development and Requirements
team in the service component.
Ø Shaped numerous Programs of Record (POR) and established two equipment management systems that
annually procured for 1500+ personnel and $4.8M of resources per program.
ØConsulting for a two years for various entities in DOD, DOJ and DHS
ØCurrent Roles
Ø Chief of Combat Development and Force Modernization for US Army JFK Special Warfare Center
and School, Fort Bragg, NC
Ø Chairman, 18 person Defense Advisory Board for a Consulting Firm with $4M in annual revenue

4. ØDefine requirements, engage stakeholders, & prepare the environment
within DoD in order to increase Mystery Ranch visibility and viability in
the U.S. Defense and other U. S. governmental market spaces while
maintaining and increasing international defense market.

6. Ø The current FiscalYear (FY).
Ø United States Special Operations Command (USSOCOM) took a 11% cut out of their overall
budget.
Ø Led to defunding of SPEAR Program – A major MR revenue stream!
Ø However, they are currently flush with money due to the COVID Pandemic!
ØUSSOCOM will take another cut of 13% FY21 - Where will this come from?
Ø Units will have to become better stewards of their resources in a financially constrained environment!
ØAs the landscape changes, units will have to change their focused efforts and will
become decentralized with them, owning the responsibility of procurement efforts
Ø This can be good or bad depending how it is addressed from your business development focus.
Ø Continue solely focused Programmatic Efforts with limited end-user focus.
Ø Focus on programs and end users while utilizing Prime Vendor relationships to grow customer base
with the operational force.
Ø A hybrid approach of a reduced dependency on Programs of Record while increasing end user
focused efforts through existing relationships implementation of grass roots plan that led to huge
initial successes

7. Ø“In this new era of great power competition, our warfighting advantages over strategic
competitors are being challenged.The international, rules-based order is increasingly
under attack. China and Russia, today's revisionist powers, are modernizing their
militaries while seeking veto power over the economic and security decisions of other
nations.” - Secretary of Defense Mark T. Esper – December 2019
ØGreat power competition is the pre-eminent challenge facing the nation’s security.
China possesses one of the largest militaries in the world and is becoming increasingly
comfortable portraying itself as a counter to the United States. China’s spending
specifically targets key U.S. military advantages with new capabilities in space, cyber,
electronic warfare, undersea warfare, fighter aircraft, bombers equipped with long-
range cruise missiles, and other anti-access, area denial (A2/AD) capabilities
ØThe DoD must preserve battlefield overmatch, 2018 NDS

9. ØThe Army Modernization Strategy (AMS) focuses on six modernization priorities
(long range precision fires; next generation combat vehicle; future vertical lift;
network; air and missile defense; Soldier lethality).
ØThe Army established eight Cross Functional Teams (CFTs) focusing on 31+3
signature modernization efforts (see Table 1). CFTs are reducing the time to
deliver new weapons systems by integrating operator/users upfront in the
acquisition process with representatives from the program requirements, science
and technology, testing, resourcing, costing, and sustainment communities.

10. ØAs the landscape changes units will have to change their focused efforts and will
become decentralized with them owning the responsibility of procurement efforts
Ø This can be good or bad depending how it is addressed from your business development
focus.
Ø Continue solely focused Programmatic Efforts with limited end user focus.
Ø Focus on programs and end users while utilizing Prime Vendor relationships to grow customer
base with the operational force.
Ø A hybrid approach of a reduced dependency on Programs of Record while increasing end user
focused efforts through existing relationships implementation of grass roots plan that led to
huge initial successes
Ø Regional Representatives of former operators to build these efforts
Ø Increased Mission Staff to aid in development
Ø Various other means……..What I am here to help and assist in!

12. DEFENSE PROCUREMENT VEHICLES
Ø PROGRAM OF RECORD – Command or Service Component
Funded Program
Ø Examples: SPEAR, BARS3 or ST-PEMS
Ø Overseas Contingency Operations (OCO) – DOD Funded for
deployment readiness (Generated at unit level for deployment
tasked individuals or partial units)
Ø Government Card Purchases – Unit funded out of operating and
maintenance (O&M) budget or unfunded requests (UFR) to higher
echelon command

13. REQUIREMENTS, FUNDING AND PROGRAMMING
SOLICITATION TO INDUSTRY POINT
REQUIREMENTS PROCESS
PROGRAMMING STAGE

14. REQUIREMENTS, FUNDING AND PROGRAMMING

15. Mission
Requirements
based on lives
lost/saved.
How do packs
impact mission
success?
Funding
Military funding
based on priorities.
What are the value
of packs with users
who know,and users
that don’t know?
User
Priorities based on
demand.
What are the users
asking for from
command?
Requirements in a Nutshell - Answer a Need
WHAT IS MILITARY PROCUREMENT AND REQUIREMENTS

16. • Face time matters. Listen. On their home turf.
• Learn their mission profiles.
• Understand their challenges.
• Solicit feedback wholeheartedly.
• Iterate the product based on the feedback.
• Seek out the influencers and engage consistently.
EXPOLIT THE WATER FALL

18. Proactive End-User
Engagement.
• Know our customer base and their mission
• Make the customer a priority.
• Ensure customer happiness by flexibility, honesty
managing expectations and relationships
• Listening to their needs and presenting solutions
they need not what you want

19. ØSimultaneous Attacks
ØCycle of Operations
ØLines of Effort
Ø Line of Effort Action Plan 1
Ø Line of Effort Action Plan 2
Ø Line of Effort Action Plan 3
Ø Line of Effort Action Plan 4

21. Information
Gathering
Initial
Engagement
Education and
Awareness
Requirement
I.D. and Dev
Evaluate
Ø Initial Engagement
Ø Primary stakeholders
Ø Program Managers, PEO’s,
Ø Industry Influencers
Ø End Users (SOCOM)
Ø Units of Action (1st SFC, Ranger
Regiment, Special Tactics
Squadrons and SEAL Teams)
Ø Education and Awareness
Ø Brand Awareness
Ø Education on current and
potential capability
Ø Value Proposition
Ø Requirement identification and
development
Ø Identify user requirements
Ø Validate with Chain of Command
and CDD.
Ø Work with stakeholders to
develop requirements
Ø Evaluate
Ø Continuous evaluation of
information, stakeholder
positions, requirements
Ø Information gathering
Ø An ongoing phase of identifying
information gaps and filling
them with validated and
valuable intel.

22. Maintain and Continue to Grow Programs of Record (POR)
Continue to Brand Recognition Not Only in SOCOM Market but across all DOD
Identifying Emerging Opportunities and Help Shape Requirements
Aegis Concepts will
advise, assist, and
accompany Mystery
Ranch as needed for
end user engagement,
product
testing/evaluation and
create opportunities by
developing operational
requirements.
Develop a Bottom Up Grass Roots Effort to Drive Sales Success in Response
Defunded PORs

23. ØContinue the outreach efforts with Program Executive Offices (PEO)
Ø Department of Army PEO Soldier Solider Systems
Ø USSOCOM PEO SOF Warrior – Solider Systems Survivability (SPEAR)
Ø NATICK
Ø Marine Corps System Command (MARCORSYSCOM)
Ø Marine Corps Special Operations Command (MARSOC) G-8
Ø Air Combat Command – BARS3 Program
Ø Air Force Special Operations Command (AFSOC) – ST-PEMS
Maintain and Continue to Grow Programs of Record (POR)

24. ØGrow relationship out of conventional forces PEO organizations
ØGreater exposure at TLS Prime regional or installation vendor days
ØDevelop relationships with service component institutional learning organizations
Continue to Brand Recognition Not Only in SOCOM Market but across all DOD

25. ØLeverage existing relationships with operational Combat Develop organizations
ØActively engage program offices by having open and direction conversations often
on the state of their programs
ØListen….. Listen….. Listen…. Listen to your end user groups, let them tell you their
problems and needs and assist them in finding a solution, DON’T OFFER ONE!
ØWork through end users a feed input into their mission needs as they become
apparent
Identifying Emerging Opportunities and Help Shape Requirements

26. ØExpand efforts in getting down to the operational end users
Ø Go back to what made the initial successes for Mystery Ranch in the USASOC units
Ø More time on the road and more time with the various units
Ø Defunded Programs of Record do not have to be a bad thing
Ø Units will have flexibility to buy what they like and will not be tied to what is forced by POR
Ø Units can allocate what funds they want to buy what they need,WE CAN SHAPE THAT NEED!
Develop a Bottom Up Grass Roots Effort to Drive Sales Success in Response
Defunded PORs