Dino Mavrookas

borderline, I don't want to call it monopolistic behavior, but that's how the primes acted. But that's how the system evolved into. There were five primes in 2023. 50% of the $411 billion of government contracts that year went to those five companies. 70% of that, 70% of those awards through those companies had no competition. They were sole sourced.

borderline, I don't want to call it monopolistic behavior, but that's how the primes acted. But that's how the system evolved into. There were five primes in 2023. 50% of the $411 billion of government contracts that year went to those five companies. 70% of that, 70% of those awards through those companies had no competition. They were sole sourced.

So coming into this market, the only thing that I've been kind of evangelizing is let defense tech startups that are showing that they can build real capability at scale, able to attract the funding that's needed, just Let those companies compete fairly for these large programs. I'm not saying, don't hand us anything. Just because we're a startup doesn't mean we're any good.

So coming into this market, the only thing that I've been kind of evangelizing is let defense tech startups that are showing that they can build real capability at scale, able to attract the funding that's needed, just Let those companies compete fairly for these large programs. I'm not saying, don't hand us anything. Just because we're a startup doesn't mean we're any good.

So coming into this market, the only thing that I've been kind of evangelizing is let defense tech startups that are showing that they can build real capability at scale, able to attract the funding that's needed, just Let those companies compete fairly for these large programs. I'm not saying, don't hand us anything. Just because we're a startup doesn't mean we're any good.

Doesn't mean because we have a bunch of money, we can go and execute. But as we prove things along the way, let us compete for larger and larger contracts and larger and larger programs. And that's what we focus on. And we've really built that into the core DNA of our company, where... I just say, everything we say we're going to do, we're going to do it. Beautiful.

Doesn't mean because we have a bunch of money, we can go and execute. But as we prove things along the way, let us compete for larger and larger contracts and larger and larger programs. And that's what we focus on. And we've really built that into the core DNA of our company, where... I just say, everything we say we're going to do, we're going to do it. Beautiful.

Doesn't mean because we have a bunch of money, we can go and execute. But as we prove things along the way, let us compete for larger and larger contracts and larger and larger programs. And that's what we focus on. And we've really built that into the core DNA of our company, where... I just say, everything we say we're going to do, we're going to do it. Beautiful.

If we say we're going to deliver this on this timeline for this price, that's what we're doing. Come hell and high water. And we have the team that is bought into that. And you know what? the Navy's actually not used to that. They're not used to anything coming on time, anything coming on budget.

If we say we're going to deliver this on this timeline for this price, that's what we're doing. Come hell and high water. And we have the team that is bought into that. And you know what? the Navy's actually not used to that. They're not used to anything coming on time, anything coming on budget.

If we say we're going to deliver this on this timeline for this price, that's what we're doing. Come hell and high water. And we have the team that is bought into that. And you know what? the Navy's actually not used to that. They're not used to anything coming on time, anything coming on budget.

And so by just doing what we said we're going to do over and over and over again, those opportunities to compete for larger programs will be there because how can you not let a company like Ceronic compete at this point?

And so by just doing what we said we're going to do over and over and over again, those opportunities to compete for larger programs will be there because how can you not let a company like Ceronic compete at this point?

And so by just doing what we said we're going to do over and over and over again, those opportunities to compete for larger programs will be there because how can you not let a company like Ceronic compete at this point?

It is a company that knows how to navigate Capitol Hill and the senior leaders within the Navy. So anytime you're looking at influencing defense acquisitions, there's a few different buckets of folks you need to influence without getting too far in the weeds. One's the war fighters, two are the senior leaders in the military, and three is Congress. because Congress decides the budget.

It is a company that knows how to navigate Capitol Hill and the senior leaders within the Navy. So anytime you're looking at influencing defense acquisitions, there's a few different buckets of folks you need to influence without getting too far in the weeds. One's the war fighters, two are the senior leaders in the military, and three is Congress. because Congress decides the budget.

It is a company that knows how to navigate Capitol Hill and the senior leaders within the Navy. So anytime you're looking at influencing defense acquisitions, there's a few different buckets of folks you need to influence without getting too far in the weeds. One's the war fighters, two are the senior leaders in the military, and three is Congress. because Congress decides the budget.

So what that means is, and you just walk through it, one, you have to go to the war fighters and say, look, we actually have the best products and solutions. These things are going to save your lives. These are the things you want to use tactically in the field. You can trust them, you can rely on them, and you have the actual warfighter say, yes, okay, those are the best products, right?

So what that means is, and you just walk through it, one, you have to go to the war fighters and say, look, we actually have the best products and solutions. These things are going to save your lives. These are the things you want to use tactically in the field. You can trust them, you can rely on them, and you have the actual warfighter say, yes, okay, those are the best products, right?

So what that means is, and you just walk through it, one, you have to go to the war fighters and say, look, we actually have the best products and solutions. These things are going to save your lives. These are the things you want to use tactically in the field. You can trust them, you can rely on them, and you have the actual warfighter say, yes, okay, those are the best products, right?