The Army has the flexibility to modify its organizations and equipment to meet mission needs, unlike other branches that have fixed assets.

Investing in defense tech is booming, but the market is not as limitless as it seems; there are mature and emergent competitors, and the available budget is often more constrained than perceived.

We need to be more agile in our requirements because the pace of technology is so fast that we can't predict what capabilities will be developed in three years.

My advice to the Department of Defense is to embrace a long-term perspective, understanding that iterative, fast-moving approaches are essential for developing effective technology.

In 1968, the government began directly budgeting for specific programs, which has evolved how we allocate defense spending today.

The Department of Defense is committed to being more flexible and open-minded, especially when data supports policy changes.

The Department of Defense faces similar challenges in logistics, where legacy systems hinder effective operations.

The military must adapt to the new generation of service members who are accustomed to advanced technology, or risk falling behind in operational effectiveness.

The biggest misconception is that the Department of Defense is outdated; we are actively transforming and adapting to modern challenges.