constituted a form of research and development. This included experimenting with different sensor configurations, testing their integration with existing command and control systems, and developing new concepts of operation for utilizing unmanned platforms in contested maritime environments. This interpretation, while innovative, was grounded in the existing regulatory framework. The decision to proceed with this approach was not without its risks. It challenged established precedent and required a significant degree of independent judgment. However, the urgency of the acquisition, coupled with the lack of viable alternatives, justified the calculated risk. The program manager, recognizing the potential impact of this decision, engaged in extensive consultations with legal counsel, financial managers, and operational users. These discussions included detailed briefings to flag officers and civilian leadership within the Naval Sea Systems command (NAVSEA), explaining the rationale behind the proposed approach and addressing their concerns. Diverse perspectives were considered, including those of experienced acquisi- tion professionals, financial managers, and operational users. This collaborative approach ensured that the proposed strategy was not only legally sound but also aligned with the broader needs of the Navy. Ultimately, the PM’s innovative approach proved successful. The contract for the large-scale procurement of sUSVs was awarded within the six-month timeframe, a feat previously considered impossible. This marked the first time that NAVSEA had utilized the §4001 authority for such a large-scale procurement and sustainment effort. Lessons Learned • Embrace Creative Interpretation. Don’t be afraid to challenge conventional wisdom and explore less-traveled paths within existing regulations. A thorough understanding of the FMR and a willingness to think outside the box were critical to the success of this effort. • Collaboration is Key. Engaging with diverse stakeholders, including legal counsel, financial managers, and opera- tional users, is essential for developing and implementing innovative acquisition strategies. Their input ensures that the proposed approach is not only legally sound but also aligned with the broader needs of the organization. • Calculated Risk-Taking. Sometimes, taking calculated risks is necessary to achieve urgent acquisition objectives. Carefully weigh the potential benefits against the potential consequences and be prepared to defend your ap- proach with sound reasoning and evidence. • Documentation Is Crucial. Meticulous documentation of the rationale behind the chosen approach, including legal justifications and supporting evidence, is essential for securing approvals and defending against potential challenges. This case study highlights the importance of innovation in overcoming obstacles within the defense acquisition system. It demonstrates that rigid adherence to traditional processes is not always the best approach, especially when faced with urgent acquisition requirements. By challenging conventional wisdom, leveraging existing regulations creatively, and engaging diverse perspectives, it is possible to achieve seemingly impossible objectives. The success of this sUSV acquisition not only will provide the Navy with critical capabilities in a timely manner but it also established a precedent for future rapid acquisition efforts, paving the way for a more agile and responsive defense acquisition system. It underscores the power of independent judgment and innovative thinking in navigating the complex landscape of defense procurement and delivering critical capabilities to the fleet when and where they are needed most. This successful acquisition will directly enable the future of increased situational awareness. The rapid fielding of these sUSVs will provide a tangible demonstration to advance technology to the Navy in a timely manner. Notes 1 https://comptroller.defense.gov/Portals/45/documents/fmr/current/02a/02a_01.pdf
CAWLEY is the assistant program manager for the small Unmanned Surface Vehicles for PMS 420 under Pro- gram Executive Office Unmanned and Small Combatantsand has worked for the United States Navy (NAVSEA) for 20 years. He has been a key member of the NAVSEA acquisition workforce, with extensive time supporting Navy Submarines and unmanned surface vehicles. The author can be contacted at matthew.e.cawley2.civ@us.navy.mil . The views expressed in this article are those of the author alone and not the Department of Defense. Reproduction or reposting of articles from Defense Acquisition magazine should credit the author and the magazine.
DEFENSE ACQUISITION | May-June 2025
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