Daniel P. Driscoll

because we had $48 billion worth of things people thought we were going to buy.

You have 48 billion reasons why people are now angry with me and angry with General George because we've taken those dollars they thought they were going to get, that they thought were going to go in their congressional district.

Their state to their lobbyist had thought that they had won that battle, and we're going to get handsomely rewarded for their work.

And we have stripped it from them, and we are saying, no, no, no.

We are going to listen to what soldiers are telling us, which is they love the ISV, and we're going to reallocate it to things like that.

This is full credit to General George and our Vice General Mingus and our Sergeant Major of the Army, Mike Weimer.

I mean, these are warriors.

They are incredible men who have grown up.

A lot of them were in some of our more specialized like Delta units and Ranger battalions.

They have deployed to—and they have seen the failures of the system.

And so, before I even came in, they started something called Transformation in Contact, so TIC.

And the basic premise of this, back to the kind of earlier in the podcast, is to take the lessons learned from Silicon Valley and startups around the country and the world of this idea of minimum viable product.

In our instance, our customer is our soldier.

And our innovation is oftentimes made by people outside of the army.

And so what they did is they said, hey, industry, and this was a small scale experiment to start, bring your stuff out to our formations.

We're going to identify a couple of brigades, a couple of battalions throughout the army.

and they're gonna be our testbed of innovation.

And they're gonna take your stuff out to the field and they're gonna try it.

And what ended up happening was soldiers loved it.

These new, like these new, the soldiers we are recruiting can figure this stuff out incredibly quickly.