May 14, 2026
GSA’s restructuring of the Federal Acquisition Service marks what former FAS Deputy Commissioner Tom Howder describes as the culmination of a multi-year effort to rethink how the agency approaches the federal marketplace. During his conversation on Fed Gov Today, Howder explains that the reorganization reflects a major shift from an industry-based acquisition structure to a product-based model designed to create a more unified acquisition environment across government.
Howder says one of the most important outcomes of the restructuring is the consolidation of the Multiple Award Schedules program into a single coherent organization. In the past, schedules management was divided among separate parts of FAS, creating what he calls “stovepipes” throughout the organization. He notes that GSA has gone through organizational cycles over the years, including periods when the schedules program operated as a single entity before becoming segmented under the Federal Acquisition Service structure. The current move, he says, brings the organization “back” toward a more unified model.
According to Howder, the changes did not happen overnight. He points to the “FAS for the Future” initiative launched several years ago as an earlier step in the broader modernization effort. That initiative de-regionalized parts of the organization, particularly affecting Assisted Acquisition Services. At the time, GSA delayed addressing the Multiple Award Schedules structure, knowing additional reforms would eventually be necessary. Howder says the latest reorganization now completes that work.
The new structure creates several major portfolios inside FAS, each with a distinct role. Assisted Acquisition Services largely remains unchanged operationally, although Howder says the organization plans significant growth and hiring to expand business opportunities. Another key component, centralized acquisition services, had already been established before the reorganization formally began.
Howder identifies the “create” portfolio as the area experiencing the greatest transformation. That organization now combines the Multiple Award Schedules program with governmentwide acquisition contracts and other indefinite delivery vehicles, including programs like Alliant and OASIS. By bringing these acquisition vehicles together under one organization, GSA hopes to create a more coordinated acquisition strategy for agencies and vendors alike.
He also highlights the “deliver” portfolio, which focuses on programs that directly support federal agencies. That includes offerings such as fleet management, SmartPay, city pair contracts, requisition services and property disposal. Meanwhile, the “optimize” organization handles strategic planning and internal support functions that extend across the entire FAS structure.
One of the more notable additions is a new office called “transform,” which focuses on systems modernization, automation and artificial intelligence implementation. Howder says the office already existed in some form, but GSA is now elevating its visibility and importance by specifically highlighting AI and automation initiatives in the reorganization.
Howder also discusses the ongoing uncertainty surrounding the Technology Transformation Services organization. While TTS is not directly included in the restructuring, he says GSA continues to evaluate where it fits best within the agency. Despite questions about its future, he believes TTS will continue playing an important role because of the services it provides to government customers.