Original Broadcast Date: 03/29/2026
Presented by HII Mission Technologies
The Department of Defense is undergoing a significant shift in how it delivers technology to the field, and at the center of that transformation is one word: speed.
Gary Schwartz, chief operating officer at HII Mission Technologies, describes a growing sense of urgency across the Pentagon. Military leaders—both civilian and uniformed—are aligned on the need to move faster, ensuring that critical capabilities reach warfighters as quickly as possible. This push is not happening in a vacuum. It is driven in part by real-world conflicts, particularly the war in Ukraine, where rapid iteration and deployment of technologies like drones have reshaped the battlefield.
That environment is forcing the Department to rethink long-standing acquisition practices. For decades, the traditional model followed a linear, “waterfall” approach: define requirements, develop a system over several years, and deliver a finished product. Schwartz makes it clear that model no longer meets the moment.
Instead, the focus is shifting toward rapid prototyping and iterative development. The goal is not to deliver a perfect, final solution on the first try, but to get an initial capability into the hands of warfighters quickly. From there, the system evolves through continuous feedback and improvement.
This approach fundamentally changes the role of the warfighter in the development process. Rather than waiting for a finished system, warfighters are actively involved from the beginning. They test early versions, provide immediate feedback, and help shape how the technology develops. That hands-on involvement ensures that solutions are not only technically sound, but also practical and usable in real-world conditions.
Schwartz emphasizes that usability is just as important as performance. A system may be highly advanced, but if it requires specialized expertise to operate, it may not meet the needs of the field. Warfighters provide critical insight into whether a tool is intuitive, effective for the mission, and adaptable to different environments.
Industry partners are also evolving to meet this demand for speed. Schwartz points out that companies like HII are adopting agile engineering practices, focusing on minimum viable products and rapid iteration cycles. These methods allow teams to design, test, and refine systems much
Digital tools play a key role in enabling this acceleration. Technologies such as model-based systems engineering and digital environments allow developers to simulate and evaluate systems before they are physically built. This reduces risk, shortens development timelines, and allows for more informed decision-making early in the process.
The result is a more dynamic and responsive acquisition system. Instead of waiting years for a final product, the Department can field capabilities in months, learn from real-world use, and continuously improve. Schwartz highlights examples where systems move from concept to prototype in as little as a year, demonstrating what is possible when speed becomes a priority.
However, this shift is not just about moving faster—it is also about changing mindset. The Department is increasingly operating with what Schwartz describes as a “wartime footing,” where urgency is expected and delays are unacceptable. In this environment, speed is directly tied to mission success and operational effectiveness.
That said, Schwartz acknowledges that industry must continue to prove it can deliver at this pace. While newer, nontraditional companies are often associated with speed, he stresses that traditional defense contractors are also capable of moving quickly when given the opportunity. The key is aligning expectations and processes across government and industry to support more agile ways of working.
Another important factor is cost-effectiveness. Speed alone is not enough; solutions must also deliver value. The challenge is to balance rapid development with responsible resource use, ensuring that the Department achieves the right outcomes without unnecessary expense.
Ultimately, the shift toward speed is about staying ahead of evolving threats. Adversaries are not standing still, and the ability to iterate quickly can provide a critical advantage. By shortening development cycles and incorporating continuous feedback, the Department can adapt more effectively to changing conditions.
Schwartz’s perspective reflects a broader transformation in defense acquisition—one that prioritizes agility, collaboration, and real-world impact. It is a move away from rigid, lengthy processes and toward a model that embraces experimentation and learning.
At its core, this approach recognizes that innovation is not a one-time event. It is an ongoing process that requires constant adjustment and improvement. By putting tools into the hands of warfighters early and often, the Department ensures that innovation is grounded in operational reality.
As this model continues to take hold, it has the potential to redefine how the military develops and deploys technology. Speed is no longer a nice-to-have—it is a strategic imperative. And for the warfighters who depend on these capabilities, that shift could make all the difference.