Jun 16, 2026 · 30 min · 10 segments
For more information: https://www.army.mil/article/290080/the\_armys\_2025\_acquisition\_reforms\_revolutionize\_processes\_to\_expedite\_cutting\_edge\_capabilities Hosted on Acast. See…
So I was wondering if you could talk me through the six PAEs, if I have that correct.
Just kind of the new structure, like what are the roles and responsibilities and kind of like the authorities behind it? And just like, you know, I guess the quick, you know, spark notes of like the differences between the PAO and the PAE.
I'll also start with, you know, how we set up this portfolio acquisition executive.
And so reading through that and matching that to what we could do within our service is really how we started approaching this problem.
We had different authorities within the pure acquisition space to move things faster.
We weren't always using those to our best advantage, but we were tasked to do this with no growth.
How do we align our processes and not just acquisition, but all of our Army processes to make this go faster? So really focusing on that parallel execution.
What are all the levers that we have in our tool bag that we can do this with no new authorities? within the service itself.
And then under each of those PAEs and deputy PAEs, we have what we call eight different enablers of acquisition.
Our resourcing from G8, our senior contracting officers, and that's dedicated per PAE.
Some, as we looked at the different portfolios, we did a pretty huge realignment.
So as this is our future of how we're going to fight, we aligned our PAEs to that same structure and alignment for that, for those reasons to make that whole enabler space go much faster.
So I was wondering if you could talk me through the six PAEs, if I have that correct.
Just kind of the new structure, like what are the roles and responsibilities and kind of like the authorities behind it? And just like, you know, I guess the quick, you know, spark notes of like the differences between the PAO and the PAE.
I'll also start with, you know, how we set up this portfolio acquisition executive.
And so reading through that and matching that to what we could do within our service is really how we started approaching this problem.
We had different authorities within the pure acquisition space to move things faster.
We weren't always using those to our best advantage, but we were tasked to do this with no growth.
How do we align our processes and not just acquisition, but all of our Army processes to make this go faster? So really focusing on that parallel execution.
What are all the levers that we have in our tool bag that we can do this with no new authorities? within the service itself.
And then under each of those PAEs and deputy PAEs, we have what we call eight different enablers of acquisition.
Our resourcing from G8, our senior contracting officers, and that's dedicated per PAE.
Some, as we looked at the different portfolios, we did a pretty huge realignment.
So as this is our future of how we're going to fight, we aligned our PAEs to that same structure and alignment for that, for those reasons to make that whole enabler space go much faster.
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