Christopher Schmitt, CPD, MSOD

The Department of the Air Force has issued a final draft Request for Proposals (RFP) for Department of the Air Force Strategic Transformation Support II (DAFSTS II), a $5 million program focused on managing and improving strategic transformation at the enterprise level. This multi-award Indefinite Delivery, Indefinite Quantity (IDIQ) presents a significant opportunity for firms specializing in management, logistics, and strategic consulting services. Now is the time to start preparing your proposals and positioning your team for success in this transformative project. Key Opportunity Details - Status: Pre-RFP - Anticipated Solicitation Date: September 2024 - Projected Award Date: June 2025 - Contract Value: $5,000,000 (Estimate) #airforce #business #businessdevelopment #govcon #governmentcontracting #ostglobal #ostglobalsoutions #smallbusiness #usaf #winmorebd

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Just a couple of updates as I am getting a lot of questions: 1) An ESS is a 1740 under the GS / NAF systems. But, we call the person in this role the VolEd PM or VolEd Chief for the Marine Corps. 2) Yeah, the person may be able to telework, but this is not a remote position. 3) Yes, this person sits on the InterService Voluntary Education Board and represents the MC’s Voluntary Education position with the other VolEd Service Chiefs and OSD. 4) No, this is not a GS position. We are NAF. Hope this information helps folks decide if the position is a good fit.

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Do You Have The Top Skills Government Contractors Are Hiring for in the IndoPacific? As the Indo-Pacific region continues to play a critical role in global security, the Department of Defense (DOD) is beefing up their support to the region. With renewed support from Congress each year, the Pacific Deterrance Initiative, or PDI has enabled many prime, sub and small business defense contractors to bid on and win new work in the region. This is a good thing and you will see a continued uptick in DOD support hiring efforts. I get asked this alot, “What skills are in the highest demand?” In my past role as a corporate recruiting specialist for Booz Allen Hamilton and now my executive placement work at Inkinen Executive Search for clients in the government contracting space in the Indo-Pacific, here are my top 5: 1. Cybersecurity Expertise – With cyber threats growing in the Pacific theater, contractors are seeking professionals who can protect and defend digital infrastructure. 2. Logistics and Supply Chain Management – Ensuring that materials, personnel, and resources are efficiently deployed across the region is essential for both mission success and operational readiness. 3. Foreign Relations and Cultural Intelligence– Contractors working with allied nations need team members who can navigate complex diplomatic and cultural landscapes. 4. Engineering and Technical Skills, including Data Science – The demand for engineers, especially in the fields of aerospace, defense systems, and communications, continues to rise. The ongoing demand for data specialist, analysts and scientists is at an all time high. 5. Project Management with TS-SCI Security Clearance – Managing large, multi-national projects is crucial, but having a Top Secret clearance with ability to be read-on at SCI, adds an extra layer of value in the defense sector. If you’re a professional with experience in any of these areas, or you’re a 8A or larger contractor with limited recruiting support needing to fill critical awarded roles, I will connect with you to help bridge the talent gap. The work we do together is mission critical. Let’s ensure we’re supporting the Indo-Pacific with the right expertise. For transitioning military who are in the Pacific or want to return, check out my book “CIVILIAN MISSION: The 3-Year Guide for Military Professionals Planning Civilian Careers.” https://a.co/d/em6tL7S Listen to the stories of transitioning veterans and experts at different stages of their careers on my “Military to Civilian Career Transition Power Hour” podcast on Apple, https://lnkd.in/g7Ak9ZMB, Spotify https://lnkd.in/gRSEjGfz and, YouTube https://lnkd.in/gPVuJXUK Learn more about the Pacific Deterrance Initiative 2025 budget request at :https://lnkd.in/gDMpshuU

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Important short article which does not decry ACE, but describes the need for more passive defenses to make it successful. I agree and articulate those acts (cover, concealment, deception) with a familiar active term for my infantry oriented service - ‘continuing actions’ - always improving your position. Important is the description of the enemy’s process; it must start there. How can we amplify false data in their decision cycle to deplete time, information resources and magazines while using the same root capabilities (AI) to vary our operations to achieve objectives and remain survivable? And don’t forget the basics - ACE or Distributed Aviation Operations is a ‘tail heavy’ necessary endeavor. Tankers/fuel, ordnance, supply, sustainment equally need to be RESOURCED and incorporated in our AI model to make this system of operations effective and survivable. https://lnkd.in/enkdbpCU

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Commander's Reading List In pursuit of lifelong learning and professional growth, Marines and Civilians across the Marine Corps Cyberspace Warfare Group and its Force Headquarters Group formations actively engage in critical thinking and learning, drawn from both my book recommendations and other sources. Selected for diverse perspectives, lifelong learning offers a competitive edge in our ever-evolving operational and strategic landscape. Navigating the intricacies of modern conflict demands more than tactical proficiency; it necessitates a nuanced understanding of history, strategy, and leadership. By actively engaging with recommended literature, professionals are better equipped to adapt and innovate in the face of challenges. Here are some of the books teammates and I have been reading and discussing over the past several months (listed alphabetically): — *The Coaching Habit: Say Less, Ask More & Change the Way You Lead Forever by Michael Bungay Stanier, 2016. — Dragons and Snakes: How the Rest Learned to Fight the West by David Kilcullen, 2020. — The First 90 Days: Proven Strategies for Getting Up to Speed Faster and Smarter by Michael D. Watkins, 2013. — Information in Marine Corps Operations (MCWP 8-10) by the U.S. Marine Corps, 2023. — *Into the Tiger’s Jaw: America’s First Black Marine Aviator by Lieutenant General Frank Petersen, 1998. — *The Kill Chain: Defending America in the Future of High-Tech Warfare by Christian Brose, 2020. — Leading Change by John P. Kotter, 2012. — Leading Geeks: How to Manage and Lead the People Who Deliver Technology by Paul Glen, 2003. — *Limitless: Upgrade Your Brain, Learn Anything Faster, and Unlock Your Exceptional Life by Jim Kwik, 2020. — Range: Why Generalists Triumph in a Specialized World by David Epstein, 2019. — Scrum: The Art of Doing Twice the Work in Half the Time by Jeff Sutherland, 2014. — *Three Dangerous Men: Russia, China, Iran and the Rise of Irregular Warfare by Seth G. Jones, 2021. *Book is on the Commandant of the United States Marine Corps Reading List: https://lnkd.in/ehxHgks3 2023 Recommendations: https://lnkd.in/et5Fxymi #Growth #LifeLongLearning #Adaptability #Innovation | #Ready #Relevant #Lethal

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Army Artificial Intelligence (AI) & Industry Solutions: I post and speak regularly about the importance of the team effort between government and industry, including the AI solutions effort. Some of my conversations with the DOD industry center around AI and the role of industry. Below is a great article written by Kimberly Underwood that provides a perspective from ASA (ALT) and the PEO IEW&S, which are my partners in this important endeavor. "Integrating artificial intelligence (AI) into the digital transformation of the U.S. Army is a key challenge for addressing the future of defense." "One of the key aspects of proper AI-powered digital transformation is increasing the speed of innovation and optimizing budgets." "The ASA (ALT) leaders are now pursuing a 500-day plan for AI, to see what is possible from industry, prepare for the POM cycle and develop requirements to field of actual AI solutions to soldiers. They are building on their so-called 100-day sprint plan completed in June." "The 100-day sprint resulted in a “playbook” for AI acquisition, the identification of Army and Department of Defense Science and Technology investments that could be aligned to the service’s AI strategy, the creation of a generative AI policy and #DefendAI, an AI-layered defense framework, as well as AI training for the ASA (ALT) acquisition staff." #defenseindustry #army #artificialintelligence #AI #innovation #modernization

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Thought for the day. Imagine turning the frozen middle into mission accelerators in the DoD. Middle managers can drive the success of any organization—but first they need the skills to succeed. According to our McKinsey research, organizations with strong managers can help achieve top mission/organizational objectives. This research is based on the commercial sector but it's applicable to the military as well. For middle managers to thrive in increasingly dynamic roles, senior leadership should invest in their training and development. Learn how to activate middle managers through targeted capability building. ➡️

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This week I share my thoughts on the changing and ambiguous guidance given to the NCO Corps, which challenges our ability to master our roles. Check out my latest substack below.

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Mistakes are expensive lessons to learn. We spent much time on After Action Reviews (AAR) in the military. We would delve into the lessons learned, phase by phase and stage by stage. Each event will be captured with fixes, sustains, and improvements. Once complete, the AAR would be filed for future reference. Often, the AARs would never see the light of day. Another exercise would roll around and another AAR. The same detailed series of fixes, sustains, and improvements would appear. Much time, energy, and effort were invested into the process. However, a lot of improvement was left on the table. The improvement cycle worked amazingly when the AARs were used, like post patrol in Afghanistan, when the stakes were high. We needed to learn the lesson, adapt quickly and improve to stay ahead of the game. Deliberately capture the lessons and use them to improve rather than waste the learning. Mistakes are even more expensive to learn multiple times. #leadership

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This! The article is a brilliant critique of the ends-based rationalism that generally underpins strategy. Strategy is a hypothesis for victory that at its best can only partially account for a thinking and independent adversary. I argued along these lines during my JAWS oral boards (albeit in much less elegant terms), building off of Jeffrey Meiser’s critique of the Lykke “ends-ways-means” model of strategy, provided here: https://lnkd.in/eX5wBRJD

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What an April! From executing and co-planning our Center’s 2-day Arctic engagement program then switching hats as AO for our activities during Arctic Encounter Sympsoium then immediately turning around to don my thinking cap with Dr. Cody Dees for the Mobile Indo-Pacific Orientation Course from our cousins at Daniel K. Inouye Asia Pacific Center for Security Studies and attending an Arctic Security Conference with George Force Tolar, there’s one underlying factor that is more and more prevalent the more I go deeper into the weeds: a security issue within one region of the world is seldomly an isolated issue; most of these problems bleed to other regions. Just like climate change, what’s happening in the Arctic definitely does not stay only in the Arctic. We may have to start looking at how these are all interconnected. We could start by doing away with all these stove pipes and start collaborating with each other, in the spirit of security cooperation.

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I was a #consultant for the last ~10 years of my Army career I mean...think about the role of the E-9 in the military: What authority do we really have? How many direct reports do we have? What do we really do? Everything is based on us #advising the Commander on courses of action from our decades of specific & relevant experience We see problems, we advise how to fix them That is why Consulting spoke to me so much (once I learned more) Clients hire us to come in, identify the issue, and advise how to fix it 😎 #quinnsights Now before every senior enlisted person in the transition starts putting "Management Consultant" or "Consulting Senior Manager" on their profile, you need to identify a few more things: What are you consulting on out here? Meaning: what is a company paying top dollar for you to fix THAT THEY CAN'T DO IN-HOUSE? If you say "leadership," I'm going to 👊 you (figuratively speaking😊) Because leadership without business acumen isn't going anywhere And leadership exists out here #militarytransition So SGM Quinn consulted on the Army, Military Intelligence & CI/HUMINT while he was still in When I got out, I did a year at a Federal IT Contractor (~500 people) as a Director of Workforce Management that gave me the relevant experience to tie all of my HR-related experience together and consult on HR (training, change management, communications) Having a huge network didn't hurt But it was on an Army account (foundational knowledge) And I learned Business Development in the first job (so I could turn knowledge relationships into 💰) Which is how I entered at the Executive-level (with a BIG revenue goal on my head) #hiremilitary The point? If you want to be a consultant, you need to put in the work to identify the Service Line you would consult on OR have relevant Client Knowledge that will help the company win more work Plus... in consulting, degrees without experience are entry-level And sometimes you may also need to take a "bridge" job to gain necessary experience like I did Questions? Anything you would add?

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💭 Regarding the Dept of Veterans Affairs and DoD Defense Health Agency, now that the OEF and OIF wars have drawn down, what trends do you anticipate seeing over the next 4 years? 📉 Tighter federal budgets mean competitive health care missions between the VA and DoD. Expansive services for injured service members within DoD will begin to shrink and those rehabilitative medical services will be under more demand and pressure at VA VAMCs and polytrauma centers. 📊 Mental health, resiliency, and substance abuse services will be increasing in the Department of Veteran Affairs. 🏡As youger Americans choose to move to rural communities and away from high density urban areas, VA Community Based Outpatient Clinics will be assuming bigger roles by providing more care to our nation’s veterans. 👨‍⚕️ As more veterans, especially female veterans, choose to seek care outside of the VA system because of lack of speciality services provided at VA centers in rural areas, ensuring medical records, medicines and points of intervention are accurately and timely captured in VA records will require more focus on interoperability and fraud, waste and abuse prevention. 📚 Veterans and their Dependents going to trade schools to learn vocations or off to colleges to earn degrees will need more support and require more oversight of the VA to ensure colleges are not taking advantage of veterans and their dependents. 🇺🇸 Curious to hear your thoughts.

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Defense/Army Industry Partners, US Army Futures Command is publishing a series of articles about how the US Army conceptualizes "Continuous Transformation". This Military Review article, “Continuous Transformation: Transformation in Contact” discusses how the US Army will innovate, transform, and modernize within the next two years. Check out my other LI posts for other articles related to this series. #defenseindustry #army #innovation #transformation #modernization

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Military leaders bring a unique set of skills and experiences that are invaluable in the corporate world. Their ability to navigate high stake situations, lead diverse teams, and make critical decisions under pressure gives them a distinct advantage in today's dynamic business landscape. One of the most transferable skills from military life to corporate leadership is strategic thought. 🎯 Military leaders excel in aligning resources, tactics, and objectives to achieve larger goals, making them adept at crafting long-term strategies and adapting to market changes in the corporate arena. The diverse experiences and skills of military leaders set them apart from other executives, allowing them to bring fresh perspectives, innovative solutions, and potent leadership elements to organizations. Leveraging military leadership expertise enables corporations to navigate complexities and challenges effectively in the modern business environment. #MilitaryLeaders #CorporateLeadership #StrategicThinking #LeadershipExpertise #VUCA

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This article by two NATSEC professionals is an important one. We are being exposed to relentless information operations from our adversaries. Publishing the work of a thinking & writing US military provides a high ROI (in influence) well beyond the minimal Service investments in professional journals. As the article points out, typical spending on journals is around .0015 percent of budgets across all Services. #Read #Speak #Think #Write

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