Jerry McGinn, executive director of the Baroni Center for Government Contracting at George Mason University, shares the findings of a new report that identifies areas of concern and offers advice for improvement across the defense industrial base.

Some of the key findings that McGinn discusses with Editor Nick Wakeman include the importance of leadership, government and industry collaboration, and the need to design systems for more rapid production.

The U.S. industrial base has responded before, as McGinn says. He offers some of those important lessons from World War II, COVID-19 and the U.S.' response to Ukraine.

The full report is available here.

Bryce Technology has been named to the Washington Technology Fast 50 list for four consecutive years, climbing to No. 11 in 2024.

For this episode, Bryce Tech's founder and CEO Carissa Bryce Christensen shares the secrets behind her company's rapid growth and success in the federal market.

Christensen discusses Bryce's strategic approach to building a scalable business, focusing the pipeline on the right opportunities and nurturing a company culture that empowers employees. She also tells Editor Nick Wakeman about the firm's ability to apply its expertise across both government and commercial sectors, especially in the dynamic space industry.

She also provides advice for aspiring entrepreneurs that emphasizes the importance of self-awareness, building the right partnerships, and staying true to your vision.

Companies can get distracted a lot when carrying out their strategy and vision, which often times leaves them vulnerable to losing market share to competitors and unexpected turns of events.

Everything starts with strategic planning and that is also where the conversation begins for this episode featuring James Calver, a partner at fractional executive services provider TechCXO and multiple-time CEO in the health care and financial services industries.

Growth-oriented mindsets are required for all companies, as Calver tells our Ross Wilkers. That also inevitably leads to acquisitions, of which Calver oversaw dozens throughout his long career and draws lessons from that he gives to other CEOs.

The differences between management and leadership are also on the agenda, as is how to incorporate uncertainty into a plan and vision.