Technically Speaking

If you’ve been part of the defense industrial base (DIB) or are looking to support the DoW, it should come as no surprise that AI is now seeing actionable impact in day-to-day operations. Strategically, AI is essential in warfighting decision-making, analyzing data and enhancing operational logistics. The Army in particular has started incorporating AI solutions across a number of elements outlined below, on the heels of several new strategy announcements and initiatives.

In early February, Chief of Naval Operations Admiral Daryl Caudle unveiled the details of the US Navy’s 2026 Hedge Strategy. As the Navy is facing a great power competition, rapid technological change and strain on the defense industrial base, it is critical to adapt an innovative operational and strategic approach to maintain adversarial advantage. The strategy shifts away from dominance by mass towards a risk-balanced operational approach that has asymmetric, combat-ready capability. In other words, they are “hedging their bets” on more tailored capabilities and nimble operations.

At WEST this year, Department of the Navy leaders signaled a clear shift in modernization priorities: the debate is no longer about adopting emerging technology or drafting strategy documents. Instead, we’re seeing operational speed, how quickly the Navy can field capability, integrate systems and make decisions, become the objective. Across sessions on shipbuilding, acquisition transformation, AI, Zero Trust and maritime force design, the recurring theme was speed matters most.

Over the last year, the Army has been undergoing significant transformation under the Army Transformation Initiative and the larger Pentagon reorganization efforts. This includes the more recent decision to change from Program Executive Offices (PEO) to Portfolio Acquisition Executives (PAEs) to have tighter alignment across missions, the Chief Information Office (CIO), contracting and functional owners. This reorganization will help reduce siloed IT modernization, speed up decision-making and better align acquisition with operational outcomes.

Kathryn Wiggs approaches marketing the same way she approaches most things in life: with curiosity, flexibility and a strong sense of responsibility to the people who rely on her. As Senior Marketing Program Manager for TD SYNNEX Public Sector, she partners with vendors to turn marketing investments into comprehensive campaigns that are intentional, measurable and grounded in real business goals.

When you ask Kayla Hutson what drives her work, one word comes up again and again: trust.As Manager of PMO Operations at DLT Solutions, Kayla leads the team responsible for ensuring partners have a clear, compliant path to market. Her group manages the full lifecycle of DLT’s federal contract vehicles, helping partners navigate complex procurement requirements so they can stay focused on what matters most: supporting their customers and growing their business.