January 15, 2026
Change is accelerating inside the Pentagon’s software ecosystem, and leaders say the department can no longer operate at the speed of paper. During a recent Fed Gov Today with Francis Rose podcast interview, Pentagon Chief Software Officer Rob Vietmeyer outlines how software, risk management, and acquisition practices are being fundamentally retooled to meet modern operational demands.
Vietmeyer explains that software-defined warfare is no longer a future concept—it is already here. Combatant commanders now rely on software to collaborate, share data, and operate across complex, multinational environments. However, the department’s traditional approaches to acquisition, cybersecurity, and risk assessment were built for a slower era. Paper-based reviews, manual approvals, and weeks-long decision cycles simply cannot support today’s mission needs.
To illustrate the shift, Vietmeyer points to a real-world multinational exercise called High Mast. Working with Five Eyes partners, Joint Staff, and allied forces, the department deployed modern software-defined networking and zero trust capabilities aboard a British carrier strike group
This exercise highlights a key lesson: modern military operations require networks and systems that adapt instantly. Instead of static boundaries and isolated networks, information must be tagged, segmented, and shared securely through software-driven policies. Vietmeyer emphasizes that software is what makes this possible. Policies themselves become code, automatically adjusting firewalls, access controls, and network configurations as missions and partnerships change.
However, success in these environments depends on more than technology alone. Vietmeyer notes that while the department can rapidly prototype capabilities with highly skilled engineers, that approach is not sustainable at scale. The next step is building production-ready continuous integration and continuous delivery pipelines that persist beyond exercises and allow software to be updated multiple times a day with confidence.
Risk management remains central to this transformation. Vietmeyer stresses that speed without discipline can be dangerous. Automated pipelines must include cybersecurity controls, testing, and policy enforcement to prevent misconfigurations that could disrupt operations. Rather than bolting cybersecurity on at the end, risk management must be embedded directly into the pipeline.
This shift also requires a cultural change. Vietmeyer explains that authorizing officials can no longer review individual changes one by one. Instead, their role evolves toward trusting platforms, pipelines, and teams that demonstrate consistent, automated compliance. When a pipeline declares software ready for production, it should already reflect the approved risk posture.
Acquisition reform plays a critical role as well. Vietmeyer highlights growing alignment between software acquisition pathways, technology modernization, and international collaboration with Five Eyes and NATO partners. The department is working to codify these practices in forthcoming software policy, recognizing that missions now depend on the ability to deliver secure, reliable software continuously.
Ultimately, Vietmeyer makes clear that the Pentagon’s software transformation is about enabling warfighters to operate at machine speed while maintaining trust, security, and resilience. In a world where operations depend on constant software updates, the ability to retool—quickly and safely—becomes a mission imperative.