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A 4th Space Operations Squadron tactician conducts analysis of possible satellite maneuver detection at Schriever Space Force Base, Colo. Photo: U.S. Space Force by Tiana Williams
It’s hard to believe it’s been over three years since I retired from active duty after 34 years in the U.S. Air Force. In that time, I had the privilege of working with the best talent our nation, our allies, and our partners had to offer. I flew airplanes, commanded at multiple levels, worked in the White House, solved wicked hard problems, and helped turn the warfighter’s needs into capabilities — often before they knew they needed them.
Since retiring, I’ve supported various organizations — from large defense contractors to startups. I’ve learned what motivates me to get out of bed or stay off the golf course isn’t making money; it’s the mission. Specifically, it’s about navigating the corporate world to turn warfighter capability gaps into strategic advantages — advantages that deter potential adversaries from doing something stupid, and when deterrence fails, use these capabilities to win at any cost.
Our adversaries are outpacing us in space — the very domain that underpins every military campaign we conduct today. Some may ask, “What does a mobility guy who flew airplanes know about space?” The answer is simple: Without space, forget about executing any operation in any domain. We can’t afford just to admire the capability gaps any longer. If we do, we’ll lose the ability to deter — and eventually, lose the fight. This isn’t just about technology; this is about American leadership in space. Our adversaries are moving fast, and we need to act, not wait.
The Valley of Death is a term we’ve all heard, but in the context of space, it’s the cavernous gap between the minimum viable product (MVP) development and full-scale capability delivery. We see many great funding initiatives — like Defense Innovation Unit (DIU), Small Business Innovation Research (SBIR), and Strategic Funding Increase (STRATFI) — but how many are truly bridging that valley? How many of these efforts have actually led to battlefield superiority? Not enough. Our adversaries aren’t losing sleep at night. Startups struggle to get their products to full-scale production because they are stuck between an MVP and something that can be deployed quickly to meet the warfighter’s needs.
To bridge this gap and maintain our technological edge, we need to:
Accelerate product development: Moving from idea to MVP to full-scale production and into the hands of the warfighter before it’s needed.
Revamp the clearance and certification process: Removing the roadblocks preventing startups from competing for critical, classified capabilities.
Overhaul the budgeting process: We need speed and flexibility, not a slow, bureaucratic five-year plan. The warfighter can’t afford to wait.
Obviously, these are not new issues, and — credit where credit’s due — some progress has been made. But while initiatives like DIU, SBIR, and STRATFI look good on paper and many dollars have been spent, how many have truly kept adversaries awake at night? Not nearly enough.
Space warfighting capabilities cannot be developed by the commercial sector alone. Dual-use technologies are critical and often serve commercial markets, but commercial companies — while nimble and innovative — are looking for Department of Defense (DoD) to invest the dollars to develop and deliver military-first capabilities at the speed the warfighter needs. The commercial sector doesn’t have the funds to rapidly develop these technologies for military use before their own use. This is where the DoD must step in and lead the charge. For the first time in a long time, the DoD must take the lead in funding military-grade capabilities and support the commercial sector to ensure that technologies align for military use, scalability and evolve for commercial use.
This requires more than just funding technology development; it requires funding full-scale production to get these capabilities into the hands of the warfighter faster.
Another barrier I’ve learned since joining the space sector is the 254-clearance process. Much of the warfighting capability in space is classified beyond the “secret” level, which means startups aren’t even allowed to know what the warfighter needs — let alone develop technology to meet it. The clearance process can take two to three years, and it’s an incredibly difficult hurdle for startups, who often drive the most innovative solutions. Without this critical context, these companies cannot innovate to meet military requirements and outpace our adversaries.
The simple fix is to allow startups to access the necessary clearances when funding is awarded. When the DoD supports innovative technologies through funding programs, it should also provide the clearances needed to ensure that these technologies can be hyper-focused on warfighter requirements from the beginning. This would dramatically shorten the time to develop tailored solutions and ensure these innovations are ready for deployment without clearance delays.
Finally, the DoD’s budgeting process presents another major hurdle for startups developing warfighting capabilities. While changing the entire governmental budgeting system is a monumental task, there are actions we can take quickly to make an impact.
The gold standard for any capability is to become a Program of Record (POR). But here’s the problem: the five-year defense plan (FYDP) isn’t startup-friendly. Transitioning from an idea to a POR can take three to five years. That’s a lifetime for most startups, who typically have 12 to 18 months of runway before they run out of time or money. These timelines don’t just stretch out the process — they widen the Valley of Death between MVP and full-scale production.
DoD needs to think bigger and bolder when it comes to funding initiatives. The current milestone-based system works for some projects but not for technologies that take years to develop. We need a funding model that reflects the speed and innovation of today’s world, not one that relies on outdated timelines. Startups need flexibility and agility to deliver quickly — and the DoD must make that possible.
In conclusion, to stay ahead of our adversaries and keep the U.S. in the driver’s seat of space superiority, we must accelerate product development, streamline clearances, and revamp the budgeting process. This isn’t just about solving problems — it’s about winning and doing so decisively. Our warfighters need these capabilities today, not years from now. The time for action is now. If we don’t act or step up together, we risk losing our edge. I’m not willing to let that happen.
Thomas J. Sharpy Lt Gen, USAF (Ret). is the Vice President of Customer Development at Portal Space Systems and founder of Sharpy Group LLC. With over 39 years of service in the U.S. Air Force, he led thousands in both peacetime and crisis operations. As the lead executive for Allied Command Transformation, he developed strategic capabilities for NATO’s 30 member nations and championed initiatives in Command and Control and Cyber Security. A Command Pilot with over 4,000 flying hours, Tom has managed budgets of over $15 billion and played key roles in operations during 9/11.
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