Guardians and an Airman manage the 25th Space Range Squadron’s “closed loop” range environment during a test of the Remote Modular Terminal (RMT) in Colorado Springs, Colo., April 4, 2024. Space Training and Readiness Command recently conducted a test of the RMT, a new system for the Space Rapid Capabilities Office. The RMT is a small form-factor system designed to be fielded in large numbers at low-cost and operated remotely—increasing the capacity, adaptability, and resiliency of the system while keeping Guardians out of harm’s way. Source: Photo by Capt. Charles Rivezzo
Authorities. Because Space RCO is usually responding to changes in the threat, we are exempt from the Joint Capabilities Integration and De- velopment System (JCIDS) process. Our Director of Contracting (an O-6) is designated Head of Contracting Activity with Senior Contracting Of- ficial (SCO) authority, which means he has virtually unlimited contract clearance authority. Additionally, every Space RCO contracting offi- cer has up to $1 billion in delegated contracting authority. We also have Originating Classification Authority in-house. Again, these and other au- thorities were deliberately granted to empower and entrust Space RCO to go fast and deliver what’s needed to support our nation’s interests. Space RCO Acquisition Dance Moves Acquisition is a “contact” sport. But, of course we don’t wear hel- mets or pads. What we mean is that good acquisition requires constant
engagement —with industry, our spe- cific vendors, leadership, and other government stakeholders. The engagement must happen at the right levels and across organi- zations—and occasionally we must break down barriers that limit who “gets to” talk to whom. Additionally, sometimes there’s just no substitute for eye contact and handshakes, which is why we have dedicated staff near all those USSF centers of gravity and why our senior leaders have more fre- quent flyer miles than they know what to do with! We have found that near constant engagement allows us to in- form our stakeholders, stay informed ourselves on muscle movements that affect us, and collaborate on tough decisions, to figure out what’s best for the USSF and the nation. Velocity, not speed, is king. As an office with “rapid” in our title, it’s easy to think that moving fast is what’s most important. But speed doesn’t matter if it’s in the wrong direction; you only get to the wrong
place quicker. Velocity adds a direc- tion vector. One of our earliest programs was also one of the quickest to get on contract. It also had the wrong requirements, contract type, and vendor. We took a step back, made hard decisions, and revectored. That program pivoted relatively gracefully, with updated requirements, a new contract approach, new vendors, and is now on track. This is about more than just being good stewards of tax- payer money. We’re helping to win a possible space fight so we can win the Joint fight, and we consider that sacrosanct. Another key element regarding ve- locity is ensuring that the operational space units and commanders who will employ our systems are identified early, trained, and ready to receive. We have a dedicated team that works with all receiving command organiza- tions to ensure this happens correctly. If our systems meet the need and are delivered to the right commanders
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