 Ladies and gentlemen, it is my pleasure to welcome Mr. Don Means, Jr., Director of Operations and Infrastructure Center. Well, hello everybody, hopefully you're having a fantastic time. It has been great for me, it was great to hear the Director and Honorable Sherman and the other center directors, if I could get the slides up. I'm going to talk to you a little bit about the Operations and Infrastructure Center. Some of this may be familiar to you, some of it may not. I'm the director, I have a Senior Technical Advisor, Dr. Shreena Chan, who pulls a technical thread not only across the center, but across the whole agency to make sure that we're aligning our capabilities to operational relevance and making sure that we understand operational risk when we roll it out into the environment. We have Ms. Tanisha McMillan, who is our brand spanking new in-point customer service directorate executive. She is doing for the state network optimization. She also runs our special access programs and highly classified capabilities and also runs our global service task, and so in many ways, the face of the agency is we bring people to productive state. We have Chris Pajakowski, who is our transport services executive. When you hear things like JADC2 and JWCC, he is the lead for providing that ubiquitous transport that's going to get data where it needs to go from cloud to edge. And then I've got Joe Wassel, who is a cyberspace operations executive. If you think about this large enterprise, enough fiber to wrap around the world twice. The third largest IPV4 network, second only to China and the United States. How do you defend it? How do you operate it? That is in Joe Wassel's job jar as well as a Hannibal partnership of all of our combatant commands. He has commanders so that we can understand their requirements and meet the ability to speed admission. Next slide. And so a little bit more detail about the different directorates. Tanisha, she's got the special mission services office, and if you think about national leadership command capabilities, senior leader communications, she's heavily involved in that. As well as the compartment and enterprise services office, which is where special access IT, if you think about, you know, what are the crown jewels of the nation? And what data needs to be delivered at the highest level so that we can make sure that we are making the command and control decisions that we need, that's provided by that compartment and enterprise services office. I also mentioned Fourth Estate Network Optimization. She's got the program management office in her shop, as well as the global service desk and what we call DOD net, which is going to be the fabric that's going to be provided by Fourth Estate Network Optimization. One Nipper, one Sipper, one campus environment for the Fourth Estate, raising the bar for security and usability. Next slide. I mentioned the transport services directorate, foundational to the capabilities that we deliver at DISA, ultimately we want it to be ubiquitous and commoditized and, quite frankly, not even thought of. We want to use all mediums to be able to deliver the data where it needs to go, when it needs to be there. That's Chris Padukowski's job jar. He has the gateways, so if you think about how do we bring the space layer into the DISN, he has that piece of it to include the teleports, senior national leadership comms, how do we communicate with the other senior leaders in other countries so that we are collaborating and sharing information that we need to make those decisions with our partners at the speed of relevance. There's a very large engineering component of this, and we'll talk about this and the service offerings, you know, how do we evolve this large complex capability and continue to improve every time we deliver capability. And then obviously there's implementation and installation globally that has to be done, and we're heavily relying on industry to make that happen. Next slide. I did mention the cyberspace operations director, the commander of commanders is at the DISA joint operations center, and we recently signed our C2 con ops, where that really is the nexus of how we drive not only change management, incident management, but overall operations across a global enterprise. Also within the cyberspace operations director is global public safety communications, we'll talk about one of the offerings that we have in that area in a minute, but if you think about next generation 9-1-1 going beyond just a phone call to location, potential video, integration of different capabilities that are provided on the spot by first responders, that's all in global public safety comms. One of our commanders, DISA global really is the heartbeat of how we drive transport to include service outages, defense, they're in the middle of all of it. We also have a contingent right in the Pentagon hand in glove with JSP to make sure that the joint staff is supported, that the national military command system is supported, that's the JSSC. We also provide cyber security service provider services, currently with a multitude of customers and revolving that capability into higher classified realms. You've heard us talk about supply chain risk management, how are we making sure that the capabilities that you deliver have a pedigree that we need so we're able to protect our enterprise the way that we need to. That happens in Joe Wassell's directorate as well, where we do mission assurance and illumination on capabilities to make sure that what's being delivered is actually what we need. We obviously have a headquarters operational contingent and then I mentioned the field commands, where we're hand in glove with every commander, we want to make sure we're close with their J6s, with their J3s to understand what the requirements gaps are and what do we need to deliver. Next slide. So just a little bit about the acquisition opportunities. And I've been vain up to this point, I'm going to put my glasses on now, because I can't see. So public safety comms. I mentioned next generation 911. So this requirement here is to provide DOD, public safety, communications, capability, and information technology to support public safety missions. What we're looking for is a prototype to demonstrate interoperability between land mobile radios, 5G LTE, cell phones, and HF radios. If you can imagine having all these disparate ways to communicate in the only way that you can cross collaborate is literally a speaker to microphone manual kind of transaction. We're looking for a prototype to bring that together. We're going to use an OTA to streamline the development process and to bring on some emerging technology. So the Office of Global Public Safety comms is also responsible for the architecture for land mobile radios and bringing all that together. And so what we're looking for, again, true interoperability between LMR devices, no matter the manufacturer. First of all, sometimes you can deliver a standard and there's still gaps between the different offerings. And there is integration required. So they're looking to solve that as well as, again, that baseband interoperability among LMR cell phones and HF radios. So that's the Public Safety comms Next Gen 9-1-1 offering. The second one that you see there is we call it IMS, IMS ITSS. So it's a contract that's going to provide us the classified IT support services vital to the Joint Staff Support Center's ability to perform its mission to command control and communications operations for the chairman and for the NMCS, the National Military Command System. So this includes cybersecurity, things like database administrators, system administrators, network administrators. And it's really to provide those critical internal systems to include things like GCCSJ, NCCS jopes. As far as the operation and maintenance, it's also a critical piece of our ability to operate and maintain those systems, not only at the Pentagon but also at the JSSC's continuity of operations site. There's a small piece of it as well that is the Visual Secure Information and Television Production Support to the Office of the Secretary of Defense, to the Chairman, to the Joint Staff, and the NMCC. So this task also includes trend analysis, problem management, gap analysis of fielded systems, identification of key terrain, as well as maintaining the day-to-day configuration management oversight of the NMCC and its coup sites. So a significant driver for how we deliver capability at the Pentagon, maintain that capability, and support it with personnel. If you can go to the next slide, please. So a couple of other offerings. So Dysen PMO Engineering, Assistant Engineering Technical Support, you can see there it provides for IT consulting and analytical services, application, tool development, planning, technical and programmatic support for the Transport Services Directorate. So what we're looking for here is a vendor to provide enterprise resource planning and business analysis to include things like portals for knowledge management, financial tracking system to help us make sure that we're on top of our game with regard to delivery of capability in the finance world. The vendor will also provide technical support as it pertains to the evolution of the Dysen. So again, I mentioned the Dysen Technical Evolution Plan. This contract is critical to that, delivering that not only to DISA, but to DODCIO. The vendor will be assisting and also developing and implementing standard methodologies and automated processes for these management systems. And we require support services in Dysen communications, messaging, information sharing, scheduling, and task management activities. I just want to point out with this particular contract that the vendor will be working very closely with the government and the development requirements for acquisition for broader transport. And so there may be a probability of rendering ineligible for some competitions for larger transport offerings. So that is the Dysen PMO Systems Engineering and Technical Support Contract. As far as the financial management support services, this is also an IE6. It's tied closely to the previous contract I mentioned. And again, it's to provide expertise and documentation to report on funding, execution, budgeting, cost estimation, multi-billion-dollar effort that needs to be shepherded. These two contracts help us make it through the wickets. The last thing is the Cybersecurity Technical Administrative Support Services. Again, we're looking for cybersecurity information support to ensure the systems that are meeting the set DOD cybersecurity requirements and standards. The vendor will be responsible for the protection and sustainment of the information and insurance requirements for the system and for information availability. So if you think things like ACAS, HBSS support, IAVA support, patching and remediation, that's what this contract is about. The vendor will also help us maintain Comset Key and Crypto Deployments in tracking those things as well as associated crypto nets. I think lastly, the vendor will be providing technical and engineering expertise as it pertains to implicit levels and requirements. And so that's a quick rundown of not only what we're doing in the center and the different facets of the center, but some of the offerings that are gonna help us not only drive innovation, but also keep the train moving on time with regard to financial management, security and patching. So that's a broad brush and I guess we have a moment for any questions. Mr. Means, no questions for you at this time. Man, you guys are easy. Thank you very much. Thank you, Mr. Means. Ladies and gentlemen, please welcome our next speaker, Ms. Sharon Woods, director, hosting and compute center. Good afternoon, everybody. This is going to be a two-part conversation. So first I'm gonna speak about the HACS broader opportunities and then I'm gonna ask Paul Crumbless. He is the office chief for the compute operations and he's gonna speak about our specific contracting opportunities. So you see on the slide some of the different efforts that are listed and what I wanted to do was frame for industry and small business, how you can help us and partner with us going forward. So JWCC, contract aside all of the mission partners and customers that are looking to get into that contract are in very different stages of maturity on moving into the cloud. The role of the system integrator is really important and I don't just mean large businesses. I really mean any company that can support a mission partner in framing their application, migrating the application into the environment so that they are really ready to operate. We're taking a decentralized approach meaning that rather than having a single integrator contract mission partners need to be able to reach out to many companies in order to support them in that journey. And so I think it is really important and incumbent on industry to connect with different mission partners and customers to understand where they are in their journey and help them get into the contract environment. I encourage you to reach out to us because of course we have information about which customers are ready to move or thinking about moving and we can help just industry understand who those mission partners are. But again, please connect with the mission partners themselves. I think the systems integrators and contractors that can support mission partners are gonna play a really, really key role in making that contract successful. The other efforts I wanted to talk about, again, some of them are listed here. So for instance, infrastructure is code. We partnered with a company to, we actually did, so OTAs are spoken about quite a bit. One of the other contract vehicles I wanted to bring to your attention are called CRATAS, Collaborative Research and Development Agreements. You often see them in labs but there's nothing that precludes any office or agency from using those. Oftentimes there's zero dollar agreements. Sometimes they can be at cost but what they tend to be is a collaborative effort between the government and that partner to develop something together. And then oftentimes there are opportunities, financial opportunities following but infrastructure is code is a really great example where we have three and we're in the process of having four different CRATA agreements with the cloud vendors and we developed infrastructure code, pre-accredited, pre-configured baselines that help create cloud environments in two to four hours rather than weeks or months. That's a really critical capability so that mission partners can get into the cloud quickly. That is just an example of where something like a CRATA is a great opportunity to partner with industry or small business on what are those other type accelerators or things that will help mission partners use cloud in a way that is smart, in a way that gets them in there more quickly. And we were having a conversation earlier with the media round table and I wanted to share it with you all is that what would we share with small business to help them understand how to partner with us? And I think one of the most critical things is help us understand the area where you are really specialized because we are focused on doing efforts in six months or less to get to a minimum viable product. That's something that the hack has done now repeatedly. And so the more we understand your business area and that you're able to articulate, this is what I can deliver and this is how I can deliver it in six months and this is ultimately how it scales. We've proven that that model works and so I think it would be good for you to connect with us. You can go to hack.mil, there is a contact page so that we can talk through some of the different opportunities. The other area that's not explicitly mentioned here but I do want to mention it is O'Connor's cloud. So what do we mean by that? JWCC because of data sovereignty roles, the data centers that we use from the commercial cloud providers have to be on US soil. So they are in the United States but the warfighter operates across the world and there are needs, whether it's because they become isolated geographically because communications go down even when you look at something like Hawaii at any given time, they could become isolated from a communication standpoint which means they can't reach back to the cloud environment that's in the United States. So what do they do? And so O'Connor's cloud, one of the areas we're looking at is with Stratis, our private cloud environment is can we deploy that? Should we deploy that overseas in our data centers that are in Germany, that are in Japan, that are in Hawaii? But how do those capabilities work with commercial cloud? How does hybrid work with private cloud and commercial cloud? So I'll give you an example where data replication or failover capabilities become really important. So for instance, the application may be in the main cloud environment but that there is continuous data replication to Stratis in the private cloud environment. So if communications are disconnected, the application has the latest copy of the data and is able to continue to operate essentially creating local cloud regions across the world. And that is also inclusive of tactical edge capabilities where if an environment, whether the warfighter is in an environment that is deprived of good communications or a particular region, I mean, even Germany when you think about current conflicts could become isolated from a communication standpoint. How do you continue to have the application with that data run at the point of collection? And sometimes that means using tactical edge capabilities where it's smaller form factors that still provide hosting and compute, maybe not as much as what you would get with a broader commercial cloud, the main environment. But if you think about something like tactical assault kits where you have to be able to track troop movement locally, it's critical capability, those folks are not in a place where communications are dependable. And so you need to be able to have tactical edge devices that those applications can hang off of. But then back at headquarters, they also need to understand where troops are moving and where they're going. And so when they are connected, that data can then flow. But if they become disconnected, locally you're still able to operate warfighter movements. And so I try and throw out, I know this is a bit of a scatter shot of different things. And what I'm trying to convey to you is that there isn't a one size fits all for these different kinds of capabilities and needs. We are looking at hybrid cloud, we're looking at O'Connor's cloud, we're trying to understand cloud accelerators and all of these are opportunities, whether it's through subcontracting with our existing contractors, using something like a Crata, even new contracting efforts if that's what makes sense. But I think all of these present opportunities at a broad brush level for us to partner with you. And so whether it's through the website, whether it is at our table today or connecting with me directly, we really encourage you to connect with us. And there is a hack action plan that nests underneath the Disso Strategic Plan. I encourage you to read that because it really shows what we're thinking about. And so as you frame your discussion with us, it gives you a really good point of reference. So with that, I'm gonna ask Paul Crumbless to come up and talk about our specific contracting activities. Good afternoon, I'm Paul Crumbless, Chief of Compute Ops. So just a quick overview here so that everyone understands. Quite a few years ago, Disso got out of the business in the Compute Ops world of buying equipment, procuring the equipment and putting it out on the floor. What they did is they transitioned into a business model where we actually would get the capability from the vendors and that way we could quickly and efficiently get the capability onto the floor without actually having to procure the equipment so that we could then plus up the equipment or remove the equipment from the environment quickly. And that was a cost savings for both the government and the mission partners. And so the first contracts that we're gonna go over, these are follow on to those, what we call capacity services contract that provides that capability. And so the vendors are actually the ones that are on the equipment and put it out there and we leverage that to provide that capability to our mission partners. So the first one is our x86 processing processor contract. This is gonna be a follow on. It's in 25 is when we have expected to be awarded and it'll be a five year contract with five one year follow on years on that. It's about in the 300 plus a million dollar range and this is kind of one of the core contracts for the capabilities that we have on the data center. So this is all the x86 workload that sits within the data centers will come off of this contract. The next one is the spark compatible contract. So like the x86 is for the spark. This is also in about the 300 million dollar range. And again, this is the capability for all the spark technology that we put out in the data center. They will provide that capability so that we can support the mission partners. Then we've got the integrated spark contract. That one is only about in a hundred million dollar range. And again, it's also in 25. So it's a smaller one, but it also will provide that core infrastructure of the processing capability that we put out onto the data center floor. The last capacity service contract that we have coming up is actually our communications capacity services contract. This is all the communications infrastructure that sits inside the data centers and all the locations we have worldwide. And so this contract is about a 900 million dollar contract and it also will be a five year with five one year follow-ons in the 25. This one is gonna take care of all of the glass, all the equipment inside the glass house. That's all the routers, switches and everything that's inside from the data center back that supports all the mission partner workload inside the data center, not to be confused with the actual WAN and the doden that's taken care of by IE, Mr. Penkowski who briefed earlier. He takes care of that. But of course we do an equally fantastic job inside the data center. So that's that contract. So those are our capacity services contracts. Again, these are really the core of how we do business inside the data centers. They provide the capability that for all the mission partner workload that we take care of inside the data centers. The next contract, this is a Broadcom software contract. It is a follow-on contract. This supports our IBM mainframe environment that we host inside the data centers and this is really a software acquisition. Then we have what we call our sustainment support for infrastructure and what this is is this is a personnel. We get FTEs that support our database and administrators that support all the workload that we have on the floor. So this is a East and West we call it. That's just geographically how we've supported. It's a contracts that we have that support both the East Coast and West Coast, the data centers and the workload that we have there but they do the same, they accomplish the same tasking and this takes care of all the eight by five and 24 by seven support that we do inside the data centers for the mission partners. Then we have a cabling, insulation and cabling. This takes care of all the cabling effort to install for tech refreshes, implementation and removal of equipment. This takes care of all the cabling inside the data centers around the world. Then we've got a main frame line of business. This is basically this supports all the OS storage database, all the operations for the main frame workload that we have inside the data centers and then we have an infrastructure support and what this does is this takes care of all the backup virtualization storage for all of the workload that sits inside the data centers. And then the final one, this is a smaller contract but it's for our CAD and engineering services and this is for the data centers. It takes care of all the designs, the floor layout and all the spaces at all of our locations. So we're happy to take questions. Yes ma'am. Can you please restate what CRETA stands for? CRETA, Crata, Crata. Collaborative Research and Development Agreement. Thank you. That was your last question. All right, easy. Ladies and gentlemen, if you have questions for our speakers, be sure to send them to askdissaf2i at mail.mil. That's askdissaf2i at mail.mil. Now please welcome Mr. Jason Martin, Director of Digital Capabilities and Security Center. All right, good afternoon. I had a one o'clock speaking engagement last week and I kept everybody awake. I'm up here like 10 minutes so you should be good. All right. So I'm not gonna steal the thunder of my team here but I did wanna show you DCSCs, basically the same as it was last year but we're certainly doing new and exciting things. So just a different view but if you just look from left to right, really the glue, which I'm gonna talk about from a contract opportunity perspective is that mission partner engagement office that brings all this together and they really span my organization but they also span the entire agency. They're responsible for building those relationships across the department and then across the agency and doing that two way strategic communication. So those are the opportunities I'll talk about in just a minute. But importantly, more importantly, so I've got just a breakdown of the organization here and the capabilities they provide. Martha Jasper's here today to talk about the top which is basically Enterprise Services, Collaboration C2 which we've got some exciting things going on in that space. Obviously Dr. Herman is here to talk about cyber and all the wonderful things they're doing and certainly the department and disavowed impactful items like Thunderdome. And then the Spectrum organization Kevin Loughlin here I believe is to talk about what they're doing with EMBM and a few other things, electromagnetic battle management. And then JITIC is kind of the foundation for testing across the department which I talked about a little bit earlier in terms of them providing assessments for spas and doing everything they're doing. Captain Matthias has done a great job of building that community and the coalition across the globe. But if you were here this morning you heard me talk a little bit about what we're doing from a program management development perspective. It's all about partnership. And so really I spend a lot of my time not doing these capabilities right? I just laid out all the very capable folks we have in those organizations but really trying to provide that cross agency look. The developmental perspective workforce development from an acquisition perspective to make sure people are being trained the way they need to. Certainly to engage with you all in industry to make sure we're delivering capabilities. So that is really I would say the majority of where I spend my time and certainly I get to learn about and work with all these folks as well. So from an overall strategic vision perspective that's exactly what we're trying to do. You know the boss said it a few times this morning is partner. We're trying to partner within our own teams with industry and with our mission partners to ensure that we are delivering across the board. So as I get into my opportunities you'll hear that same kind of thing. So I've got two at the center level and they're really one. So those of you who are or are not familiar with mission partner engagement really what that is is the portfolio management, customer portfolio management group for the agency it does fall in DCSE but it represents every single center in the organization. So the two opportunities here which I won't read all the specifics but what's important to know is this organization is in the process of transforming into really the go to across the board and ensuring that two way communication with the customer base. So what we really need here are your best and brightest as I mentioned earlier today folks that can interpret the capabilities that we are providing and need to provide and build those strategic partnerships and relationships with the customer base. So a number of you are also supporting not just DISA right? Army Navy Air Force Marine Corps pick your favorite Dafa. That's what these folks do. I can't go to every mission partner meeting nor can anybody else in the agency but that is exactly what their job is. So when you think about bidding on items like this make sure that you're prepared to bring your best and brightest is able to communicate develop solutions and really work in an SES, GEO, GS 15 level. It's very important. You may see the labor categories but my expectation for mission partner engagement is anybody and everybody can talk at the four star level down to the GS one level and across the board. So just so you know that's exactly what I'm looking for. That organization is absolutely near and dear to my heart when I first moved to DC I was one of the leaders in that group. They are critical to ensuring DISA and department success. The second item on here is the requirements analysis office which really used to bring or still does but they were responsible for identifying capability gaps in the agency whether it was through the Apple process with the COCOMs or a Dafa would say hey have you thought about this or a COCOM would say have you thought about that or we should enhance this capability this way. Their job is to really look at the requirements that are coming into the agency, work with the program managers, work with Mr. Barnhurst, work with myself, work with the center chiefs to say yeah we think we should do this because or no we shouldn't because. So it's very much an analytical type position in terms of what are the requirements today, what do they need to be tomorrow, are we shaping them as something we should do and shouldn't do. So again customer facing, right. So your company will be represented yeah these are DISA contracts but they work with the entire department. So when you think about again bidding on this work this is very near and dear to my heart number one but number two this is the face of the agency and that is the expectation is that you're bringing the right folks to be the face of the agency. So I've got the details on there. I don't know if I'm supposed to ask for questions or not but just so you know this is you know you heard from me this morning you're hearing from me now same thing right partnership, collaboration, best foot forward. Okay, I'm going to assume no questions right Jim. Sir, stand by I think we do have a question for you. Oh, okay. You're not getting out of here that easily. Okay. And here we go. What is the estimated dollar value for CSCII also the slide decks said RFP third quarter FY25 should that have said FY24 with an award in quarter to FY25? Is it really 25? Okay, it is correct. 25 is correct. And I am not going to provide dollar values up here. I think that would probably get me in a lot of trouble. Thank you, Mr. Martin. That's the only question we have for you. All right. Enjoy the rest of the presentation. Thanks everybody. Ladies and gentlemen at this time please welcome Dr. Brian Herman director cyber security and analytics directorate. Hey, good afternoon. Appreciate the chance to talk to you. I didn't want to give you a wiring diagram but I thought it was helpful. So we're organized right now the way we've been organized for a while. We have a security enablers team. That group does some key capabilities in that group are include PKI as well as identity credentialing and access management. We have another group that does end point security. They do the security tools that are on just about every desktop across the department. A couple of them that are real crucial enterprise security solution as well as comply to connect. We can talk about some others in there as well. We also run the JRSS program across the department which is a mid tier cyber security capability where the dis and backbone connects to the other networks that the services provide. And then finally we have, well not finally we have perimeter security sort of from our geographical approach of this. The perimeter is the front and back door out to like when we're talking about our unclassified or non-classified networks the connections through the internet access points. It includes cross domain capabilities that we provide as well. And then finally we have the cyber security or cyber security analytics and data sharing. So the director mentioned this morning that we have a tremendous amount of data that comes from all these tools and what do we do with it? So we have to do defensive cyber operations. We have to do CSSP functions for the department as well. One thing that I would tell you in that space is we are drowning in data and we need to automate the response because the prospect of hiring enough people to do that is daunting. And in all likelihood we would never be able to respond fast enough in that scenario either. And then on top of this I have zero trust transformation and we call our pilot program Thunderdome. And so that program is underway right now. Thunderdome really ties all those elements together because, and I'll give a kind of a scenario, for this to work we have to be able to say who is the individual that's trying to access a capability or data? How do we know that that's them? So we use PKI, we use ICAM, Identity Credentialing and Access Management to say I can verify that's Brian and then through ICAM we can say he does have access to this. But wait a second. I'm not sure about him because his device has not been patched. It's not a DOD patched capability. It's maybe not coming from a trusted network or a trusted location as well. And so that's the kind of thing that we're going to eventually get to and it really is gonna be something that has to be done across the department. Make those fine-grain access control decisions. And as a good example we actually do that in 0365 right now. When you log in from a personal computer with a cat card, you actually can access your email. You can see it just only through the web, not through an application. You can't download things, you can't print things. And that's the kind of fine-grain access control we wanna make in a zero-trust future. So really a lot of things going on. I've heard some others say that in a zero-trust future maybe we don't need that perimeter. And I would argue that you still do need a perimeter. You probably, even if you feel safe inside your house you lock the front door. And so why wouldn't you just make sure that some of those threats aren't able to propagate through the network either? And so really that zero-trust mindset potentially could change what our organization looks like but it does have wide-ranging effects. And it affects other parts of the agency as well. We are partnering with our DODNet team for the Defense Enclave Services. So as we roll out capabilities to be the Enclave provider for other Fourth Estate organizations we're rolling that out with Thunderdome and Zero-Trust in place. We're doing the same things with our JSP partners down at the Pentagon. And so we have to think about it from an Enclave perspective but we also have to think about it from the backbone perspective. And so that is kind of my vision of where the future is. The challenge for us as I kind of put the challenge in front of my portfolio managers in each of those areas is to be the thought leader in your space. Just because we've done something for X number of years doesn't mean that's still the same thing we should be doing. The threat has changed, the technologies has changed. And so as industry partners what we need to understand from you is where are the things that we're doing no longer relevant, no longer maybe efficient ways to solve those problems. And that's really, you'll see, we'll talk about some opportunities coming up here but I think it's important to say we don't necessarily all have the thought leaders in those areas now but the challenge for them is to come out and engage with you, understand the changing threats and help chart a course for our future. Can we go to the next slide? So in the security enablers group we are modernizing DUD PKI. It's easy to say it's really hard to do. So we work with our NSA partners and we're trying to overcome what I would call legacy mindsets in terms of controls. This is a key area and the way we've approached it historically has been to have physical separation of this equipment and physical separation of the individuals that had responsibilities on that equipment. And that just doesn't work in this pace, the fast paced environment that we're in, it doesn't work in a cloud environment. And so we can't be efficient. It really costs too much money to deliver PKI. And so we're partnering with NSA to try to see how we update that rule set so that we can actually achieve what we're trying to do with PKI. And I already mentioned how that's sort of fundamental for zero trust. We've put in place some insider threat capabilities as well. You'll see things in here that kind of fit alongside that scenario where we're trying to evaluate the status of an endpoint with things like automated patch management and things. But ICAM is kind of that shining star in this space. It doesn't happen without PKI. And we have a capability out there. As the director mentioned, we have an excess of 150 applications that are currently using the Global Federated User Directory, our identity provider for PKI right now. And we have a backend that is automating, the DOD folks will like this. We're automating the 2875. It's called automated account provisioning. So forget the paper that we've had historically. And that feeds a master user record that has a list of everything that Brian should have access to. And so if something happens to me, if I try to access something, you can say, what does he have access to? And maybe we need to change that. And so this is a key set of things that need to happen in the security enablers division. Next slide. So I expect we'll have a little test on this after. No, actually they actually dropped the heading on it. But what I want you to take away from this picture is, this is essentially the high level architectural view of PKI, how it works on the unclassified as well as classified networks. We have a cross domain solution in the middle there. And we have things that have to handle both people and non-person entities because we want to understand whether a device should be trusted in this scenario as well. So this is the complexity. When I say DOD PKI modernization, it's really easy to say this is why it's hard. I would also say that in a couple of areas that we work that the tools or the skills that are required to do this work are exquisite. PKI is one of them, cross domain is another one. So if you and your team have those skills, I want to talk to you. That's what gets me excited. If we can go directly to the folks that have those skills, we can make some real progress. Next slide. Endpoint, we talked a little bit about it as well, but we have endpoint capabilities that are out there, comply to connect. It's been a little disappointing from an adoption perspective for the department. We're using the tools, but it's not reporting back the status of everybody's device to let us know whether or not they are compliant. But ultimately our goal is to deny access to DOD networks, deny access to applications if your device is not something that we can trust. And so we're gonna be making a little bit of a chain course correction in terms of how we license that capability, but it is in fact, I think at the early stages of a success story in that space as well. Insider threat has got a little bit of changing landscape. We do it for DISA and for some of our terrain supported customers. We think of the best way to handle that. We have a good capability that's in place, but it's important for the folks that are doing the insider threat analysis to understand the mission of an organization. If you're too far removed from the mission, you in all likelihood would have trouble understanding whether or not something's a threat. So, next slide please. So, if you have been following Zero Trust at all, you've probably seen the DOD's, Zero Trust, back one, Zero Trust Reference Architecture. Left one, one again. Okay, so we have a Zero Trust Reference Architecture that the department has published. We also have a maturity model associated with that. And there's no less than 152 elements that we think need to be addressed in order to achieve a satisfactory level of Zero Trust. And that really aggressive timeline to do that is between now and 2027. So, that's gonna be a daunting task for application owners, for data owners as well. But we also have in that space, we've historically been defending against the number one threat vector for cyber has been through email. And we've used the EEMSG program that does that. We're trying to move that capability into the cloud where email is now and make sure that it meets the needs as we go forward as well. Cross domain is, as I mentioned before, another one of those exquisite areas where we need help. If you have that kind of experience, we're also looking at how that changes as the JWCC contract requires cloud vendors to have cross domain capabilities within their own infrastructure as well. Next slide. Okay, and now we'll go into the ones that I won't dive into each one of these things. I'll kind of pick and choose a little bit. The DNS hardening and we have a responsibility there for the entire department and that's a follow-on contract. I don't think is too complex, but I think it's something that's important as we look at what is going on in the department, how we defend against the evolving threat in that space. I mentioned cross domain again. I think that just can't be overemphasized how challenging that space is to make sure. And if you think about it, that's an element of the perimeter whether you're being able to go from the unclassified networks to the classified networks or the reverse. How do we make sure that we're not allowing threats to progress or classified information to move inappropriately from one domain to the other? Next slide. We also have a cyber development professional services and portfolio management contract. And that's a big kind of umbrella that allows us to have program support folks in each of the divisions within the cyber development or cybersecurity and analytics directorate. That's a place where I think we can use help not just people that understand how to do program support but also people that understand the mission space that we're working. Probably many of you are familiar with the ACAS compliance assessment. So that's a scanning capability that we have to make sure that workstations are in compliance as well. Next slide. I think that's a duplicate on the DNS hardening. Gateways also like across domain and other elements of the perimeter, gateways are an area where we have to make sure that we protect and defend the network. If you, I guess if you want a good kind of scenario, we know that in light of recent events in Ukraine that there's additional effort to try to look at whether we have vulnerabilities. We've been, obviously we've been in the thick of this for a long time, but we know that that's something that any state actor is gonna come and take a look at. So with all of the things going on, you would expect to see that as well. The last one on this slide, I think is interesting cloud-based internet isolation. That basically is to virtualize the browser. When you go out from a DOD workstation and go on an internet site, you're actually just kind of seeing a picture of that capability and that's a fantastic capability that we think is gonna allow us to sunset some other capabilities potentially or resize them because the threat is somewhat diminished. CBII is a success story. We reached 2.4 million users on that capability this past fiscal year. This year our target is 3 million and then next year we should complete the DOD-wide implementation at approximately 3.5 million. Next slide. Sharks here, this is another place where we, obviously need some really skilled assessment. So this is the security software that we use at the internet access points to identify vulnerabilities and to do automated mitigations. And we're interested in commercial alternatives to the capabilities that are out there as well. There's some promising stuff in that space that we're hoping is gonna be helpful. But again, as we look at that as an element of our boundary, that's something that probably needs to be modernized. And we're really still just in the final stages of moving that capability from NSA to DISA. Next slide. Defense Industrial Base Network. So this is actually a capability that allows us to our defense industrial base partners to identify vulnerabilities that they may have found and share that with other DIB partners for the DOD as well as across the federal space. This is a, I think, a good capability that probably could use some amount of modernization as we go forward. And I think that's the last slide I had, but hopefully I gave you some stuff to think about if you have questions. I'll take a few of those here before I turn it over. Sir, given the current status of Thunderdome and recent extension of the prototype, what is the current planned life cycle of JRSS? Okay, so just to be clear, JRSS and Thunderdome are not anywhere near equivalent. So JRSS will be sunset by the end of 2027. We have a target for that. And we will be making, for Thunderdome, we'll be making a production decision that'll put us on a path to start deploying that capability, hopefully soon after a January decision. It's a pretty challenging effort to do all of the sites. I think we have somewhere in the neighborhood of 1.8 million users and somewhere close to 350 sites that are supported by JRSS today. And so you can't just pull the plug. How do we do that in a manner that reflects all of the capabilities that are in JRSS, which ones we think persist from a cybersecurity perspective and potentially which ones get replaced by things like Thunderdome. There's routing capabilities in there as well. So I think when you really look at like Zero Trust as an example, I think that's the embodiment of LOE4 for the agency, kind of looking at the user experience as well as the cybersecurity status. And we've seen some tremendous benefits already in Thunderdome. So we're doing operational assessment. We will complete that and make that production decision in January. But one example of, we replaced the VPN capabilities that are part of JRSS with a secure access service edge or SASE capability. And that also streamlines our routing. So we no longer do we go into a JRSS node, hairpin back out and go out to cloud-based services. We go directly from where the user is to those cloud-based services. Even if you're at home, tell a working. That's a big difference. And so I've had people tell me that their user experience is better from home when they're on Thunderdome and that capability than if they're in the office. So we think we got both good things to do from a user experience perspective. And our evaluation right now that's going on also is gonna evaluate current capabilities against the new capabilities from a cybersecurity perspective. Is it as good or better? And what do we achieve? Can we limit the ability to move laterally through the network? So I hesitate to make a direct comparison of JRSS to Thunderdome because I think it's 10 years later and we would do it very differently. But we know that we have a lot of customers that have to move off by 2027. Dr. Herman, can you elaborate on your efforts related to insider threat? So we have a capability in place, both licensing of commercial capability as well as we provide the ability to roll that information up. So kind of two levels of functions. And then we also have a contract vehicle in place that allows us to get full-time equivalents or FTEs, subject matter experts to do that work for organizations. So DISA does that for us in our terrain. JSP does it for their terrain as well. There's been some discussion inside the department about whether some of that gets centralized. I think I stated my position earlier that I think that the analysts are better if they're closer to the mission than if they're farther away. Please discuss your interaction with the CDO office, especially in the area of analytics and big data. Yeah, so I said we're drowning in data. We absolutely are. And Caroline Kaharski and the CDO team is trying to help us with that. And we're also taking a critical look at what data we're collecting, how much of it for how long. And one observation I had, I think in our first level of analysis was that somewhere near between 35 and 40% of the data that we have is actually actionable. The rest is stored because it was available. And that doesn't make much sense. It really confuses the analysts because they're just looking at information that's really never gonna probably help them. And so we are moving our current capabilities to commercial cloud. We will have the unclassified capabilities in place by the end of this month. We will have the classified capabilities in place by the end of March. And so that's gonna allow us to be able to make the next step, the next transformation, which is to say, how do we take, make sure that we're only capturing that actionable data and how do we, how do we actually automate the response actions? That's where I, another place where I could definitely use some help. I see it, you know, when I walk the floors at industry events, there are capabilities that can get us 75, 80% automation of this. And right now the analysts are having a rough day. When I look at their day and how our tools contribute to making that day harder, I know that we have to do better in that space. And so Caroline and the team are helping us establish what data to collect, but also how much of that data is used for multiple purposes. We use it for defensive cyber operations. We use it for CSSP. We use it for NetOps. In many cases, it's the same data. So how do we make sure that we do that? We get a little bit less tool, tool centric and more tool agnostic as we do that. We've got, we pay a lot of money for infrastructure. We pay a lot of money for tools and we're not getting as much as we should out of it. Final question. What is your perspective on the role of data loss prevention technology in this is zero trust strategy? So it's absolutely a singular piece of what needs to get done. It's built into some of the tools that we are piloting right now. But we have kind of bits and pieces of DLP and other programs as well. And so it's in my mind, another one of those elements that we need to rationalize. Where do we manage DLP and how does that fit in as we go forward? I think it's something of an open question. And I guess I would sort of leave you with what we have right now for Thunderdome and for zero trust is not gonna be where we end up. And so your input will help us pick better and different tools as we go forward. We want it to be as simple as possible, but we know it's very complex. I tell everybody that I can, that zero trust, one of the things in the zero trust space is if somebody tells you that they can give you that with an easy button, they're lying to you. It's complex. There's many pieces to it. You see the seven pillars. You think about 150 some odd things that we have to do for the department. And so we need your help for us to find that right path as we go forward. And I have tons of good, smart people at about five tables in back here that are happy to talk to you on any one of these areas and they're truly much smarter than I am. Thanks. Thank you, Dr. Herman. Ladies and gentlemen, please welcome Ms. Caroline Bean, Director Joint Enterprise Services Directorate. Hi, good afternoon, so I'm not Caroline. I'm Martha Jasper, I'm Caroline's deputy, so unfortunately she could not be here today. So I'm gonna talk to you about Joint Enterprise Services Directorate. So really our overarching goal for really all of the capabilities in our portfolio is to be able to deliver high performance, mobile-enabled, resilient capabilities to our mission partners. So two, I guess, and keys to that, right, is one is being able to acquire solutions that and transform our business processes to really get full use out of those out-of-the-box capabilities that industry has available to us. And then second is really leveraging DevSecOps pipeline tools that we can use to deliver capability faster, but again, that's resilient and really delivers the MVP like everybody's mentioned, right, we wanna get capability out faster, but do it smartly, do it the right way. And then one running thing that you'll see throughout my briefing is modernization. There's a lot of modernization activities going on in the portfolio, so I'll hit on some of those as I run through the slides. Next slide, please. Okay, so first are our business systems portfolios. So this portfolio, really the goal here is to deliver integrated systems that are for our internal, primarily for the internal DISA customers, but one that I'll point out that's really for customer-facing or really mission partner-facing is Marketplace, which is our modernization of DISA storefront. So that's one of our high priorities in business systems portfolio. The other things that are listed here, you'll mainly note that are really for, again, internal to the agency, but it really drives, or the importance of getting these right is really being able to drive efficiencies across the agency to do business better with customers, with industry, whoever our partners are that we're dealing with. Next slide, please. So this list here that you see is really our capability mission areas that we deliver to, and some of the strategic focuses, again, so we wanna be able to modernize in all of this space, a lot of these systems are backend systems, but that are really critical to being able to deliver a better customer experience, not just to mission partners, but also, again, to industry partners and across the agency. So what we really wanna be able to do is implement standardized configurations where we're really implementing out of the box capabilities as much as possible and only customizing where it's absolutely necessary. So it's being able to transform our business processes so that we can make it easier for customers to do business with us. That'll reduce our operating costs, that'll increase our customer user experience, it'll improve our data, give us more modern functionality across the business systems, and then ultimately, again, the customer experience, that's gotta be the number one thing that we're looking at and focusing on as we're building in modern functionality and delivering modern systems. Next slide, please. So this is a future state concept, so just a couple of things that I'll point out to you is first of all, we wanna be able to make use and implement enterprise solutions, business enterprise solutions. So an example that's here on the slide is task management. We don't wanna recreate the wheelwright if DOD has a tool that we can use, we're gonna implement. Second, we wanna use enterprise services, like a lot of things Dr. Herman mentioned, right, ICAM. Things like that, again, not really meant to the wheel, but making sure that we're aligning to agency and DOD enterprise services wherever possible. The third area, so SaaS and Pass, so again, I wanna highlight right, we wanna use out of the box commercial products as much as possible where we're just configuring the tools, not reverse engineering them or doing something to them that they're not really meant to do, right? We need to change our business processes to take advantage of those capabilities that are readily available to us to make it easier to not only sustain and manage the systems, but to make it easier for customers to come in, order what they need, for example, in Marketplace, and make it easier for those processes then to end across all these business systems. So data management, and data is a big challenge for us, as others have mentioned. I think in the area of business systems where the challenge lies, is we have a lot of legacy backend systems. And so as we're modernizing, as we're introducing modern functionality, as we're bringing these datasets together, we're still dealing with legacy data that needs to be cleaned up and needs to be transformed. So I think that's a big area where we could use a lot of help. We don't wanna just throw new cool tools out there that claim to do data. We've gotta have a good governance process in place to really get full use and full advantage of those kind of capabilities that are available to us. So that's a big area, I think where we can use a lot of help. And then down at the bottom of the chart, so these are more sort of, I'll call them purpose built type systems where it does require more configuration than probably some of the SaaS and past solutions. But again, we still wanna continue to utilize industry solutions as much as possible where we can and not build anything ourselves. I think the next slide, I'll talk a little bit more about marketplace, but the big ass there is that we are wanting to make sure that as we modernize the front end, where customers are coming in to place orders for services or products from DISA, there's a lot of modernization going on in the background where as a customer comes in, puts in an order, there's a lot of backend systems for contracting, for financials, et cetera, that need to be modernized. So again, data becomes a big challenge for us because we wanna make sure that as customers are bringing in information, where we're using the data, we're making it meaningful for decision makers and also for customers to know from beginning to end the status of their service, the status of how it is we're doing in terms of operationalizing and giving them capabilities. So these are a couple of the contract opportunities specifically in the business systems portfolio. So the first one is for some of those internal backend systems that I mentioned, and then the second one ideas is for our contract writing system. And on that one, what I will highlight is sort of a focus area is making sure that we're making the appropriate upgrades to that system so that we fall in line with the business enterprise architecture, again, driving at being able to get the goodness out of the data that we need. Next slide. Okay, enterprise collaboration services. So the big one here that our video recognizes, DOs, but really the big driver here is making sure that we consolidate and better integrate voice video and data services across the portfolio. So we've already started down that path, GVS, DOs, and our enterprise voice services are integrated to where voice callers can participate and collaborate across those three different tools. DOs is gonna further integrate all of that with the delivery of dips, which is our integrated phone service. So what that's gonna do is allow folks that are in teams to be able to make phone calls both commercial and DOD, to both commercial and DOD phones. So that's a capability that's coming in the near future. And then the other highlight for this portfolio is over the next three years, we are planning to update our IP voice backbone soft switch technology to a more modern, you know, router-based infrastructure. So that's an opportunity that I think will be listed in the next slide. Next slide, please. Okay, so DOs. So DOs has three major components. One is the BPA, which is really volume, gives us volume price discounts across the department. The second tenant is DOD 365 Joint, which is our IL-5 tenant. And then lastly, the one that's coming soon is a DOD 365 SEG, which is our IL-6 offering. So that's gonna be a cloud, also a cloud-based capability. We have started testing for that particular project and we're anticipating being able to deliver an operational classified cloud in the third quarter of 23. In the meantime, it's not listed here, but DCS, which is one of our classified capabilities as well as GVS, we will continue to enhance GVS. DCS, we do have plans to sunset that in FY23. Next slide. Okay, so these are a couple of the opportunities. I'm not gonna read them to you, but the first is some engineering support for DOs. Primarily, you know, the two pillars that I mentioned, the IL-5 and the IL-6 tenant. And then the second is hardware software support for one of our voice services. Next slide. I think this is a duplicate. Well, the top one is not. So this is the modernization that I mentioned to our IP voice backbone. So that RFP is not out yet, it will be coming soon. It'll be a second quarter of FY23, which is right around the corner. And that'll be an effort, like I said, for over the next three years for us to be able to do that modernization effort for that backbone. And then the second, I think, was a duplicate from the previous slide. Okay, command and control. So our C2 portfolio, there's primarily two programs that everyone's fairly familiar with. So GeeksJ and Jopes. So GeeksJ is our joint operation and planning, planning and execution, I'm sorry, Jopes is our operational planning and execution service. So that actually will be replaced by JPEZ, which is listed here in the slide. So that is the modernization of Jopes. For both JPEZ and GeeksJ, we are working on modernizing both of them to a cloud-based capability. So in the next slide, what GeeksJ provides is really it gives you, it's the operational cop, and it gives you a bird's-eye view of what's going on out in the field. And also the way that it integrates with JPEZ is that's the ability for them to be able to do planning and be able to react to real-world events. The other two that are listed here, EM Enterprise Messaging, that's also another modernization that we're working on. I don't know if there's a contract opportunity listed for that one, I don't think there is, but it is an ongoing effort now that we are modernizing for that particular capability. Next slide. Okay, so this is a sort of an overview of the two programs that I listed again. GeeksJ, we are working on web-enabling that capability right now. It is a decline application that we run. We are going to continue to sustain that until we give the field an opportunity to not only for us to deliver the cloud-based capability, but then also to move everyone onto that capability. The deliverable for that one is the first quarter of 23 is when we plan to field the first software version of that system. For JPEZ, the IOC is the third quarter of FY24, and then our plans are to be able to sunset jokes by the end of FY24. Next slide. Okay, and then these are some, again, some opportunities based on the previous slides. Next slide. So I think, so probably the one I want to highlight here is the last one, the Command Control Engineering IDIQ. So for this one, we really are looking for engineering support, and one of the things I want to hit on specifically is my comment about DevSecOps, right? We want to make sure that, you know, as we're rolling out these capabilities again, we want to take advantage of DevSecOps, not only processes, but tools that are going to enable us to be able to do, you know, that agile, you know, develop, test, deliver, right? And the MVP concept. Next slide. And I think there is a duplicate as well. Next slide. Okay, our Enterprise Services portfolio. So this portfolio is primarily made up of all of our mobility offerings that you may be familiar with, DMUG, DMCCS, NTS. One that I do want to highlight for you, because again, it's one of our big modernization efforts, is the DISA Services platform. So DSP is our, is the way that we're going to deliver ITSM, ITOM, ITBM, which is IT Business Management, Asset Management, a lot of sort of those back-end business system type capabilities. It is planned to be an enterprise service, not only at the agency, but potentially a service offering to customers. So for that one, we are looking again to do an agile methodology, right? Being able to roll out capabilities quickly over time. The big one there too is also the data problem that I mentioned before. So what we're looking to be able to do is, we don't want to continue to duplicate data or to ask customers for the same data over and over again. We want to make full use of that information, but also being able to tie in operational data with business data so that you can really, you know, get after decision-making, being able to deliver new products and services that are gonna meet tomorrow's mission needs, but be able to do that in an agile fashion, you know, being able to deliver faster than we can today. Okay, next slide. So this is just an overview of our mobility offerings. Again, as I mentioned, we offer on-class devices, secret and TS devices. We partner with NSA on being able to deliver them in a secure fashion, meeting some of the CSFC standards. So those are some of the security standards we need to be able to meet. We do the gamut of managing, not only providing the devices, but doing the management of the devices in terms of security and the way that we wrap the devices to make sure that as you're stepping up in the security level, we're maintaining cybersecurity as we should. On the left-hand side there, you'll notice a couple of the other systems that I mentioned. Again, just highlighting the DISA service platform is one of our key upcoming modernization efforts. Next slide. So this slide is sort of the same as the previous, it just outlines our three different on-class, classified and TS capabilities for mobility. The one effort here that I would highlight is for our DMCCS, we are working on the next gen devices that are gonna be deployed. So that's a big modernization effort going on there. And then also we're working on just mobility across the board on improving the speed at which we deliver these devices. So working with our team over in SD2 for Marketplace, upgrading and the whole order entry for mobility specifically to make it easier again for customers to place orders and to get devices more quickly than they can today. Next slide. So these two are a couple of our upcoming offers. So the first is the BPA for the devices themselves and some of the plans for the devices. The next is a continued support for our DMCC offering. Next slide. And these same, the top one is for on-class support and then the bottom one is for continued sustainment support for our DOD safe program. Okay, and that is my last slide. Any questions? Ma'am, we do have one question for you. How does an organization seek dis-sponsorship for IL-5 sponsorship for solutions currently deployed on-premise? So we have actually gotten that question before about what our view is on that. So I think that we need to work together with RME or RME shop to be able to do a sponsorship like that. I think if you have a capability that would fit the bill and any of the things that I covered, absolutely please come talk to us and we can work with our RME counterparts to see that's something we can do. Any other questions? That was your final question. Thank you, ma'am. Okay, thank you. And now, ladies and gentlemen, please welcome Mr. Christopher Argo, Director Defense Spectrum Organization. Good afternoon, everybody, can you hear me all right? Okay, super. Okay, good afternoon, my name's Christopher Argo. I'm the Director of the Defense Spectrum Organization. And so Mr. Martin is my boss in the Digital Capability Security Center. I work clearly for DISA and I fall underneath really LOE-1, which is command and control. So I'm constantly trying to work on command and control as far as electromagnetic spectrum is concerned. So here's my mission and why and vision statement. I'm just gonna start with my mission statement and that's deliver capabilities and expertise to empower DOD to solve tomorrow's electromagnetic spectrum challenges today. Okay, so that's what I come to work every day to do. And what is important on this slide is my vision and that is the vision that the warfighter has freedom of action within electromagnetic spectrum when and where needed. And that means anywhere, okay? And that means really any DOD or a coalition commander who we might be supporting. So that's what my guys do every day when we go to work and try to make that happen. So if we go to the next slide, I'm gonna try to give you a DSO 101 brief here real quick. But here are my lines of effort, okay? And the purpose of DSO is to enable agile EMS operations and I do that by providing spectrum access capability to support EMS superiority. So if you look to the far rights of that slide, you're gonna see the globe, okay? So that's my domain, okay? EMS domain, electromagnetic spectrum crosses all warfighting functions, okay? So it must be working across the board. And so if you see the very point of that tip, you're gonna see EMS superiority. And if you listen to Honorable Sherman today, that's not just EMS operational superiority, it's secure, cyber secure EMS superiority. So that's what we're driving for on a daily basis. And so I got three lines of effort driving towards that goal, which are enterprise EMS IT solutions, engineering and analysis services, and then joint electromagnetic spectrum support, okay? So those are my three lines of effort driving towards that superiority. The first line of effort, that's really my software tools that I develop and provide for people to manage EMS. And not just for DOD missions here. GEMSIS, you'll see the first one. That's the Global Electromagnetic Spectrum Information System. That's got a lot of items underneath it. And I'm gonna talk a little bit more about that later when I go to the opportunities. And next is EMBM. Many of you probably have heard of EMBM, but that's the Electromagnetic Battle Management System. And that's a tool we're developing for JTF and combatant commanders that I will also talk about a little bit more later. A couple of items not talked about are the Spectrum Management Coordination System, which I am developing to share spectrum with industry, as well as the Toe Communications Advanced Research Dynamic Spectrum Sharing System. That's called TARDIS, if you hear about that. But that's what we're using to share spectrum in the citizens band radio spectrum. And we just released that tool last week. So that's my first line of effort providing capabilities for EMS operations. Next is engineering analysis. We're looking at electromagnetic environmental effects here for spectrum and how that affects not only within the United States, but outside, especially post camps and bases in the United States. The other thing I do here is international engagement and coordination, especially on the engineering side of the house. We participate in the World Radio Conference, which takes place every five years, and we support all the efforts for providing radio frequencies across the globe. And then finally joint electromagnetic spectrum support. This is kind of a reach back. You know, the 911 for EMS, for DOD, we do that. Again, to achieve that EMS purity. A great example of us in this category is we're currently working with Naval Special Welfare Group 4 for one of its platforms to ensure it's got EMS superiority on that platform. Pretty exciting, pretty interesting thing to work on. Anyway, so that's all driving to this EMS superiority. And my whole goal here again is to enable joint all-demand command control for the commander, okay? So when the commander makes a decision for something to happen, he doesn't have to fight through the EMS. He takes advantage of the EMS and he gets ordinance on target, okay? Especially through those wireless systems. Okay, so that's DSO 101. I've got three organizations underneath me. I have a business management division, which handles all my human resources, finances and contracts. I also have a strategic planning division and they do all my international coordination. They do all the spectrum sharing with industry, which is you guys here, okay? And coordinating that. And then I have the Joint Spectrum Center and they're kind of the warfighting guys that we have here. They work with the combatant commanders to provide tools to make sure that our warfighters can use the spectrum when and where needed. Okay, so that's a quick rundown of what I do here and what DSO is. Okay, so a couple of opportunities that we have if we go, yep, here we are. Make sure I'm on the right one here. Okay, this is my EMS engineering and analysis contract. It is IDIQ, okay? And that's where I was talking a little bit about the engineering that goes behind what we need to do to make sure things happen, okay? The environmental effects of frequencies, we analyze here. We look at emerging spectrum technologies here. But this is, it's not just one division here. This is across the board for DSO. So that's my IDIQ engineering contract. Next is JEMSIS, I mentioned JEMSIS a minute ago. That's Global Electromagnetic Spectrum Information System, okay? Now here are tools, okay? Here's our software tools that we provide to users across the board, okay? Some of you may be familiar with some of these one, in particular, Spectrum 21, which you see there, okay? Well, Spectrum 21 is what we use to manage frequencies across DOD, but not only is DOD using it, we also provide that to a lot of our coalition partners. And not only that, the National Telecommunications Information Administration also uses it on behalf of the Department of Commerce to manage frequencies within the United States. So it's quite a tool. It is, well, I'm not gonna say it, it needs to be modernized, okay? So that's one of the opportunity here for you guys to help us modernize Spectrum 21. Also, underneath JEMSIS, is the Joint All-Demand Command and Control Correction. My goodness, got to add it myself here. Okay. Joint Spectrum Data Repository, okay? That is where we store all the frequencies used within DOD and make them available to units when they need them. So that's what JSDR is. It also de-conflicts between units to make sure people aren't stepping on each other too close to each other, okay? And then next is end-to-end security system. That is just making sure systems, just radio platforms are aligned with each other more than anything else. So there's a couple of opportunities on the JEMSIS side of the house. One great opportunity is it needs to be modernized and we're working on the modernization process now. Okay, we go to the next slide. Here's the opportunity for small business. This one is set aside for small businesses. This is my mobile service provider contract. And what this contract does, if you industry, if you wanna put a transmitting base station on a base, you have to go through this contract to do that. This does the analysis on the basis to ensure it's not interfering with any of the radar systems. It's not producing any radar hazards and that's pretty much what it does there, okay? But you've gotta have that before you're allowed to put any, and there are towers on bases just so you know, so it does work, okay? So that's what this does. And then finally I'll talk about EMBM, which is electromagnetic battle management, okay? Now, electromagnetic battle management for situational awareness. EMBM is being developed. It's an OTA process in four parts. The first part is situational awareness. And actually I'm being very upfront, we're getting ready to release the first tool of it here shortly, okay? But this is gonna be the next iteration of the contract that we're working on right now. EMBM is designed to help commanders at the JTF and combatant command level to make quick, swift decisions to fight through the electromagnetic spectrum so they're not worried about it, okay? When they make a decision to launch ordinance or to tell F-35 to go somewhere, that path is gonna be clear and it's gonna be able to go and do what he's told to do. So that's the whole purpose of electromagnetic battle management. First iteration is to give the commander the situational awareness on the EMS side of the house. Now, if you didn't know, quick lesson in 2020 DOD signed electromagnetic spectrum superiority strategy, okay? And what that strategy does is forcing something that should have happened many, many moons ago and that's for electronic warfare community to work hand in hand with the spectrum community, okay? So we can't work separately anymore. We must work together. EMBM is gonna help facilitate that working together and be a possible platform to help implement this EMS superiority strategy, which is the next version of what we're doing in EMS side of the house. So with that, that's all I have from the Defense Spectrum Organization on behalf of DISA and I'm ready for any questions. Over. No questions for you, Mr. Argo. Thank you very much. Yeah. And I think Mr. Packard's after the break, right? Well, sir, right now we're going to take a break and we're going to take a 20 minute break. Please be back in your seats by 2.25 for Mr. Packard's presentation. Now, here's a reminder, our program networking tables will be shutting down at three o'clock. So please be back here at 2.25 for Mr. Packard's remarks. Ladies and gentlemen, the program will begin in five minutes. Ladies and gentlemen, good afternoon and welcome back from your break. At this time, please welcome Mr. Douglas Packard, Director Procurement Services Directorate and Ms. Deborah Daniels, Vice Procurement Services Directorate. I'm not Douglas Packard. That's Douglas Packard. So I'm Deborah Daniels. Good afternoon, everyone. Good afternoon. You know, it's towards the end of the day and I think most people either out networking and the ones that really want to, my standard crowd that wants to be here, appreciate my big coast dot folks and the team here. Woo-hoo. All right, you'll just wave and I got my own cheering section. But quickly, I'm Deborah Daniels. I'm the Vice Procurement Services Executive here for DISA for the Procurement Services Directorate. So I'm proceeding Mr. Packard. But I wanted to say welcome even though we're getting down to the end of the day for those that are here and those that are actually watching us virtually from around the world on this one and to say thank you to you. Because you've heard throughout this as we've talked about partnership with industry. It is, if you look at this first slide, these are our highlights from FY22 from the Procurement Services Directorate and what we've done in DISA as far as acquisitions and contracting. We don't do that alone. We do that with you in conjunction with you. It's the partnership with our small, large business, our industry partners. To do that, six and a half billion dollars, almost six and a half billion dollars annually. And as you've heard from all of our center directors, you've heard from the DODCIO, Lieutenant General Skinner, the director. It is about partnership. So it's trusted partnership, your valued partners for us. Because like I said, 6.3 million supporting the depth and breadth of the department. As you can see the numbers for all of the services that we've done this past year. So the major offerings and contracts that we've done for them. And as you look over to the left, a lot of that is the contracting team that sits here that does that. So some familiar names, some familiar offices that we do that globally around the world on that. That's a lot. So we support all of the 10 combatant commands and 26 defense agencies. If you go to the next slide. And like I said, this is definitely, you can go to the next slide or I can probably, let's not get me to touch this. So I don't, okay. You can keep going that. It's a build slide. So one of my roles is the senior services manager. So it's the acquisition of services for DISA. You probably heard earlier, 85% of our portfolio is services. It's IT, cyber, telecommunications. 15% fall into some staffing, maybe some hardware, some other things like that. And if I can tell you all, you will get these slides. We will post the slides if we haven't posted them already out there. I wanted to make that announcement. But again, it's a trusted partnership. You're helping us compete, act, and win. We can't do this alone. And as we, DISA being a combat support agency, we support across the DOD. As you've seen and you've heard Honorable Sherman, the DOD-CIO, main branch on us that we support the department as they try and optimize efficiency. We do a lot of that. We support not only DISA and DISA's requirements, but all of the service requirements to other federal agencies. So you're helping us keep pace with technology because we don't do it. We don't invent and do that. So we definitely need you as the partner on that one. So we partnership. You've heard cybersecurity, cybersecurity, cybersecurity. First, foremost, and always. It's baked in, not bolted on to make sure that we've got that as a cyber security agency. We look to you definitely for the innovation, keeping up with the technological edge because it's all about the warfighter. Shooting, moving and communicating and making sure they've got the ability to do that. So innovative ideas as we're trying to do innovation. You've heard trying to do it agile, trying to do it faster, not the 15 year solution, but the MVP, the six month minimum viable product that we can at least get out there to keep them on the technological edge of this. Looking for the next generation solution. Delivering capability is what you're helping us do. You're delivering capability for us. Innovation, technology. This is what the warfighter needs and this is what we in partnership with you are working to provide. We wanna definitely leverage the technology solutions. And that really multi-purpose solutions also as Lieutenant General Skinner has said, it's velocity, doing it fast, doing it quickly, making sure it's the right solution, making sure we're agile, that we have innovation in the areas that we need to make sure our warfighters have the capability. And all of this, trying to do it with balance because we've not only got a balance requirements, we've got a balance across the department, we've got a balance around funding, got to balance our expectations just to make sure that we've got the right solution, the right capability, at the right time for the right moment on this one. And so like I said, thank you to all of you for helping us with the solutions, helping to get the warfighter, the capability and the solution that they need so they can continue to shoot, move and communicate. And you've seen just some of the things previously from our centers and our directors of what's coming up in the portfolio of where you can help leverage your resources to help us to get at the solutions that we need for the next coming years. And so as we look at the whole of agency approach, we also look at the whole of the department approach and trying to balance that. If you go to the next slide, I think these next couple of slides as I said, I'm the senior services manager and you heard Mr. Packard earlier who was talking about category management. That's really one of the efficiencies in which we're trying to optimize our solutions to be efficient at it, where we actually have enterprise level contracts and solutions, whether they're ours for the agency level or they're best in class solutions because it might be a GSA schedule or maybe or some other entity that has a solution in place that we can quickly, when we talk about velocity and agility to be able to order off of, these are the list of right now for the big in tier three and tier two vehicles that we are using or have in DISA. The tier means about how much we think we're gonna have spend annually on this. So across the department, for tier two solution, I think it's about, estimated about 50 million annually on spend from one of those solutions. So we've got at least a lot of contracts in place for our agency that we're using to help us get after solutions. We've created a lot of them that get after solutions that DISA needs itself on that if you look at that, at the bottom, the DISA enterprise vehicles and our tier one, two in the best in class vehicles. And we've got several in DISA that are in the best in class or tier three as you look at that and that's based on spend. The next couple of slides, if you go to the next slide, tells you basically the spend that's been associated with a lot of these solutions for the past three years. I think we've got, yes, FY 20 to 22 on this from about the time of inception for a lot of these to where we're going for a lot of these solutions that we've gotten and that we use and we work to support us. So from JSP to DISA. And as you've heard, Carl and Cap and I say one of our policies definitely within DISA is it is small business first when we're coming up on a new requirement if we can at least get two small businesses that can do that requirement, we'll reserve for small business. If not, then our next is definitely an agency or an enterprise level contract that we'd like to use because we've put these in place to meet DISA's needs in DISA solutions. And if not, then we also have other agency solutions that we will work to use to support that $6 billion annually in requirements. If you can continue to scroll through, I think about the next three slides are telling you those vehicle usage and trends that we have. Okay, then we went through that. All right, so the next couple of acquisition opportunities I'm gonna go through pretty quickly are for external mission partners. So you've seen some of the things for DISA's needs. These are some of the mission partners that aren't here today that we're going through. And I'll just pick out a couple right now. So as you see the project manager for positioning navigation timing, there's a requirement to support their planning and development and management sustainment. At RFP should be out somewhere around the second quarter. And then we've got an offering from the chief naval installations right now for its command control and protection. So it's force protection and anti-terrorism requirements looking at about the fourth quarter. And if I might add, we do update our acquisition opportunities spreadsheet quarterly on it. So as I've gone through some of these and I've seen some today, life changes probably very quickly. So there's probably a couple of these that either the RFP is probably already out or something may have changed. So please keep up with our acquisition opportunities. Like I said, we try to keep up with it quarterly. And so as some of these, we've put this in place and updated these slides probably somewhere a month ago. So they'll be updated at least quarterly on that one. If not, next slide please. So again, from the chief naval installation, we've got another two offerings there. As they come out either first quarter where that RFP has either come out somewhere. It's probably out there. It's either probably published right now since I don't have the dates on these. So please look for those. Go to the next please. And then for DCMA, we actually have the records management tool that's coming up again. Some of these in the first quarter, if the RFP has not already hit the strength, it is out shortly between, since we're what, what month are we in? November, oops. November to December in there coming out or we will have it updated again as we go through to publish our acquisition update in January again. And we also have just published in Signal Magazine when you'll start to see a lot of our contracts also, a lot of our enterprise level contracts and you see the date of whether or not they're coming up for a recompete or the dates in which their periods of performance are listed. But I'm gonna go through quickly again if you go through the next slide. Okay. PEO EIS. Again, that one's first quarter, but the Scott Cyber Support Contract for technology support for the 375th is coming up in the second quarter right now as long as as well as another DCMA offering. You go through second quarter. Next. And as you see through this, most of our acquisitions are probably between three to five years out because I was standing in the back and someone asked why was capacity services 2025? You know, a lot of them were getting in the acquisition cycle because of what we're looking at on the requirement or who we've got to work with in order to get that in place are starting early. We're trying to move it a little to the left to make sure we can get an acquisition cycle early before something expires to kind of write through our requirement and engage with whoever we need to across the DOD battle space to make sure we've got the requirement right. So you'll see a lot of them are a little further out because we're trying to start our acquisition planning early. Okay. Anything on here? A lot of these. So I'm going to go through again. Just next slide, please. As Paycom comes up with its communication services support, again for the fourth quarter, so a little further out in FY22, acquisition planning is actually in progress for that one. And you can see again, most of those from the Paycom and some of them have already been decided at least on the strategy that's going to be a set aside for at least small business. I was asked that earlier. So you'll see some of these for small business. Next slide, please. Okay, did that change? Okay, that did change. All right. And for the commander pack fleet, you can see that we're in first quarter there for that in the pack F1 that are right now in its acquisition planning cycle and for the advanced artillery coming up around the second quarter. So like I said, I think that might be the last one for external. Go through one more for me, please. Okay, if not, and we can see offering for the Air Force again, supporting pack F and another one for PM P&T for its modernization for its ground domain reserves coming up right now that RFP will to be determined right now, but it's probably planned at least for an FY22 or FY23, but as it goes through, we would definitely have that one updated for you by the time we come out in January for acquisition opportunities. This is just a snippet and probably what you have just seen for most of our centers as they brief their acquisition opportunities. We do have a very robust portfolio as we come out with that quarterly right now. It'll be published again in January. We do usually have it on our DISA.mil website. We're also working with our media group to make sure we can get it published on LinkedIn and other media sites. So probably part of that F2I box is if there's someplace else that we're not tracking, that industry probably think would be a great place for us to post our quarterly update. I would appreciate that and any feedback on it. It's right now published as a searchable Excel spreadsheet. Like I said, it's pretty robust on everything that we're planning on doing between now and the next at least three to five years and has more extensive information than what you'll see here from the contract office to some of the solutions or location for that requirement. So please check that one out, DISA.mil. It's under our Vince page. If you go through DISA.mil right now and I think we just published our last quarters and we'll be updating again come January. But this is just a snippet of what's coming up. So we'll ask you definitely to keep an eye out as we update that. And I think that is my last slide before I turn over Mr. Packard. Questions for me. Happiness as I still around. Can I ask this? How many businesses are from Maryland? That's from Maryland, okay. Small businesses, how many? Okay, I see quite a few. Women-owned. All right. Nice. Hub zone. Quite a few on that. 8A. Quite a few, all right. Did I miss, did I miss any of my categories? It's always interesting because I've met and I've taken the time to meet a lot of the small businesses that were getting on my calendar and you've definitely talked and heard from Carl and Cappanus. So it's always nice to know the room and the industry partners that are supporting us. I used to come from the SBA so small businesses do have a place in my heart. But I like the fact that it's a wide spance of just everyone that's supporting DISA. And as I've said, welcome and thank you to you because DISA does not accomplish its requirements and its support to the warfighter without you. Without your capability, without your innovation, without your tech teams, without you bringing solutions, we would not be able to allow that warfighter to shoot, move and communicate as well as they do. So thank you for that. And again, I appreciate you attending this one because like I said, it keeps our partnership going. So thank you. And I'm going to introduce Mr. Douglas Packard. He is the procurement services executive for DISA. And don't go far if there's questions. I'm gonna delegate. So where is everybody? What happened? What happened? Oh, thank you. Did they get the game? I mean, maybe I missed the bus to... All right, well, here we are. So Brian, as we talked about me and the door, everyone leaves here, you get a ticket for a free contract, just whatever kind of thing you want. They got right there, Brian Lada, new tech director. You love them now as a tech director, don't you? Right? Free tickets for a contract. And who's gonna award it? Cause I can't sign anything, but so I'll leave it to Brian for you that far now. So three topics I wanted to discuss. The first one, if you paid attention, this is a retread slide that Carlin Cappanus agree for this morning, right? But the slide's important. I wanted to bring up what she does as for the agency. Is Carlin, is she in the room? Or is she? Oh, she's right there. And by the way, that was a small bus. Carlin said, through under the bus, it was a small bus, Carlin, right? Okay, or cars, it was a Volkswagen, not a bus, it was a Volkswagen Beetle. So this is a really good slide cause, and she went through the details, but she went through five different, I'll call them denominators of how the considerations are made. Can the small business be successful? And she's one that can tell you, look, I've been doing it for a long time. I was a kind of officer in the Dick Quincy R. Here's what I think of where your odds are, given your business base, given your capability, given the fun you've talked to me. So she can give you the candid one-on-one dialogue that you need to have. Excuse me. Next, she takes a look at, with the KO, about what we've done in the past, in the current year or past years, on the socioeconomic categories, small business set-asides, large business, et cetera. Someone does look at us and kind of grade what we do as an agency within the department. Other socioeconomic categories, whether it be the small disadvantaged business is very much in focus, the current administration. Previous year was the hub zone, so those do kind of guide an agency where they're gonna go, right? The third was policies, rules, regulations, guidance laws, all that stuff, right? That all these KO's ever deal with. And then fifth was the disadvantage-premiere contracts. As I say, every year, we don't spend all that time to award those contracts to put them on a shelf and not to use them. And so our focus this year is to have a first look at all those mini-setting on-corporate, there's others we have, of those as first-use contracts. So we award them for a reason. They're typically geared around our business base, and who has maybe done business with this in the past. It makes a very quick reaction to when it connects the warden, General Skinner's thinking, oh, we'll be coming tomorrow to start performing. We'll know they're new, they need a couple months, which doesn't work very well when I tell the work fighter, you need to wait a month for them to get your staff. So decisions she makes, but the most important thing is the bottom line on the slide. It tells you collaboration, KO makes a decision, they go to small business office, and then the last bullet is the most important bullet on the entire slide, probably of every slide she had. The small business administration concurs or non-concurs. So the small business administration that has a capital level seat in administration to support small business tells us if we got it right. Remember that last bullet, if they say we don't think you got it right, we ain't got it right, and they can push back. That's why the collaboration from small business administration, what the strategic alliances that Carlin has built with our PCR representatives, with SB themselves, the programs that they manage, with the chaos, with the program managers, she makes all that work. So someone grades her homework on small business issues, whether we set them aside or whether we don't set them aside. All right, so I wanted to recover that as an important slide Carlin had when I looked at her slide deck was phenomenal, so that's what I was gonna steal the one slide from her. With that, let me go to another fun topic, inflation. All right, so this won't be really good news for most of you, but I'll give you the department answer. So there's been two memorandums on inflation and how to address the under government contracts. The memo is the memo title and the dates on there, if you go to the public websites, you can easily find it within a Google. So as it be, no surprise, if you've been in the business for a while, a cost reimbursement contract, even on our ones we have, they don't really have ceiling rates when we do the IDAQs. So there's rates vary in what the cost of performance is, is what we buy under a task order that has cost cleanse. On a fixed price contract by doctrine, when a fixed price contract, the contractor, generally, with few exceptions, bears a risk of performance. That does not change when inflation comes up. That theory does not change when, but my labor pool is harder to hire. Generally fixed price contract by doctrine and law, the risk is on the government. Totally different, so the contract, totally different when you have a cost type scenario. So with that as a premise, what the department that directed for defense pricing, defense pricing counteracting issued memorands talk about, that's your benchmark that you'll judge it by. In absolute clause, we don't expect you to make up provisions that look like an EPA clause, which economic price adjustment. So we caution us not to make those, to call it a, what a word I can make up for them, but don't call it a mutual agreement to reform a contract that is nothing more than using a consumer price index to change labor rates, maybe on a contract, right? So, and if you have an EPA clause, it's tied to an index. That index is contractually bound in the contract at time of award. The index doesn't change because the parties might have changed less, changed a little bit, right? So that's the doctrine of the department that was put out to all KOs within the DOD, okay? I'm gonna go to the next slide. And really, it just did really amplify the point. The second member came out, reminded KOs that they should not agree to a request for equity adjustment submitting a response to change economic conditions. That's basically a word for word quote from the memorandum from Mr. Teneglia. Next, there could be circumstances that you could reach a mutual agreement between the parties and the example they gave within the memorandum was an acute impact on a small business or supplies. But keep in mind what acute would be. Acute would be if a small business was going to be bankrupt, the government may choose an option to use to look at some type of kind of reformation through some kind of EPA. But the first solution the department would tell you is don't exercise the option and recompete it. On a fixed price contract, the contractual law is that the conductor bears the burden when the award was made, right? And the department has not moved from that from the curing and pricing perspective. If you did it, adequate consideration required, it could be, well, we agree that maybe you need more money for your labor rates. So for that, your delivery is extended by about two months. Can't do it, but then there's no agreement. So the consideration would be quite large, I believe, to even walk into a scenario where you have economic price adjustment to add that in. The last bullet is about the public law 85804. My typo, there is no period between 85.804. I look at the FAR so much as always, two numbers, a dot, and then the subpart of the FAR. So that was my error, so it's public law 85804. What is that? If nothing else in the FAR applies, go do it under a public law. So over $75,000, I believe it is, or it might be seven, I think it's over $75,000. Because that adjustment would go up to A&S and the Department would not be my authority to approve that. So it's very high levels to use the 85804 public law. Inflation is generally not found to be a need in the Department to exercise 85804. Even a weapons system, they have not allowed the Army Major Command to implement those. We're talking the big ACAT-1 in missiles and tanks and ships. So not good news. I'm glad you stuck around to hear that not-so-good news on a Monday evening. But it kind of is what it is that it goes back to government counter-claw is foundational and that government counter-claw is what paces Mr. Nagley when he issues out the guidance. All right, sorry y'all, it is what it is. If we go to one last item, which is a little bit, I think more informational, certainly informational from a dissaperspective. So defense priorities and allocation system, they're D-PASS, you're here D-PASS, you're here rated orders. So this goes back to around the World War II period. I think it was Truman I believe is when the law came out for our ability to get supplies and services that we need for national security and emergency preparedness for the United States. Read through the words and I'll give you an example of a user that has happened in real case within Dessa. It happened under COVID, COVID really, you can't even get milk in the grocery store much as trying to get other components when you have a very interconnected supply chain and you have pandemics and you have people not working, et cetera. There's a very much of a just in time. We were proud of a just in time supply chain. We think it's made things cheaper. So what'd you get? You got a just in time supply chain that when a link breaks, you have your just in time supply chain that doesn't deliver it just in time anymore, which is what happened under COVID. So read the words. So basic example, D pass and you have a rated order. Okay, so if I need a router for a tech refresh and routers are hard to come by, so the cutting officer does the order. They put a provision and then it calls in the contract with the order and they put in a second bullet. They put a DL, which is a rating code A7, A7 is electronic communication equipment. That is a rated order. That means when you get that order, you must fill that order before any unrated order and before every commercial order that's in your that you're going to fill. Okay, if you can't fill the, so by law, if you can't fill the order and I don't know the number of days I'll tap ahead is either three days or seven days. If you cannot fill the order, you must notify the government after that point by law, it must be delivered, right? You must have priority, okay? So before COVID, I think within this a bit large, I know back in the day, back in my long day ago, everything was rated, every order we have was rated. When it did fast and fair commercial items, it kind of fell out of vote because you were buying things off the commercial marketplace, going into basic storefronts, quote unquote, and buying. So kind of went out of vote under COVID, it came back very, very big. So I had my phone reference industry call them saying, if you want the router, do a rated order, right? Well, that was new for DISA. We had that and done rated orders before that I know within DISA at all. So it was a little bit of a different learning curve. We kind of mastered it now. Kenting officers can now, they can rate the order. You'll see more of those come out. They really come when a mission partner says, I need this order, you know, this is supply chain issues and they put it in the order. So it's not every order. If you get the order and it has that rating code on it, if you can't fill it within the delivery timeframe and give priority to the department of defense to DISA, you have to reject the order. We had an order for the Pentagon for something we needed the Pentagon. Kind of forgot it. The courtman said, we cannot meet the terms and conditions we declined the order. Thank you. So we went to find the number two. General Skinner asked, can they do that? Sure they can. They had the right to decline the order. By law, they did it. We'll find a number two to provide. What did we do? We found other kind of vehicles through the exact same work. So you'll see these pop out. I want to bring it up because you'll see these come out from the DICOs more often, given the supply chain issues. But if it's new to you in this industry niche, certainly go and have your contacts folks or have your legal folks give you the background, give you the law one and kind of lay out what the processes are. So those are the three items that I was going to cover. So we have a couple minutes, but as long as you need any questions from the audience.