Pentagon Names First-Ever Portfolio Manager To Run Billions Of Defense Programs

The Pentagon has officially created a new role, direct reporting portfolio manager (DRPM), to oversee the management of some of its most complex and sensitive projects. The first person to hold this position is Lt. Gen. Dale White, a highly experienced Air Force officer with a proven track record in acquisition and program management.

White’s appointment as DRPM for Critical Major Weapons Systems was confirmed yesterday, marking an important milestone in the Pentagon’s efforts to streamline its acquisition processes and improve the efficiency of its major weapons programs. The new role will give White direct access to Deputy Defense Secretary Steven Feinberg, allowing him to influence key decisions and shape the direction of these critical systems.

The DRPM role is responsible for overseeing a diverse portfolio of programs, including the B-21 Family of Systems, F-47 Family of Systems, and LGM-35A Sentinel Intercontinental Ballistic Missile systems. These programs represent some of the most significant investments in the Pentagon’s budget, with billions of dollars allocated annually to support their development and modernization.

The B-21 bomber, in particular, has been a subject of much attention and speculation in recent years. With its advanced stealth capabilities and cutting-edge technology, the B-21 is expected to play a critical role in the Air Force’s future operational plans. The F-47 fighter jet, on the other hand, is a next-generation air superiority platform designed to counter emerging threats from both traditional and non-traditional adversaries.

ICBM programs, such as the LGM-35A Sentinel system, are equally important, given their critical role in maintaining the United States’ nuclear deterrence posture. The VC-25B Presidential Airlift program, which operates the Air Force One aircraft, is also under White’s oversight.

The creation of the DRPM role is seen as a response to the complex and often contentious nature of major weapons acquisition. Historically, such programs have been plagued by delays, cost overruns, and controversy, with multiple stakeholders vying for influence and control.

White’s appointment marks an attempt to inject new energy and momentum into these programs, while also improving communication and collaboration between the Air Force, other services, and industry partners. By giving the DRPM direct access to Feinberg and a small, specialized staff within the Pentagon, White will be able to facilitate more effective decision-making and ensure that the needs of all stakeholders are taken into account.

The timing of White’s appointment is also noteworthy. With the Senate set to reconvene after the Thanksgiving holiday, there is growing concern about the potential for a government shutdown or other disruptions to critical national security programs. By standing up the DRPM role over the next few months, the Air Force aims to minimize any disruption to these programs and ensure that they continue to move forward with minimal delay.

While the Navy has also been exploring similar initiatives, such as a DRPM role focused on submarine programs, it remains to be seen whether this will become a permanent fixture within the Pentagon’s organizational structure. The creation of such roles is likely to spark debate and discussion among defense leaders and experts, who will need to weigh the benefits against potential drawbacks and challenges.

One concern is that the concentration of power in the hands of a single individual may create new risks or conflicts of interest. However, proponents argue that White’s extensive experience and reputation make him an ideal candidate for this role. Additionally, the creation of the DRPM position is seen as a pragmatic response to the need for more effective program management and coordination across the services.

In conclusion, the creation of the DRPM role marks an important development in the Pentagon’s efforts to modernize its acquisition processes and improve the efficiency of its major weapons programs. With Lt. Gen. Dale White at the helm, there is renewed optimism that these critical systems will be developed and deployed on time and within budget, ensuring the continued security and effectiveness of the United States’ national defense strategy.

Relevant Background Information:

• The B-21 bomber program has been plagued by delays and cost overruns in recent years, with some estimates suggesting that it could exceed its initial budget of $55 billion.
• The F-47 fighter jet is a next-generation air superiority platform designed to counter emerging threats from both traditional and non-traditional adversaries. Its development has been closely watched by defense analysts and experts.
• ICBM programs, such as the LGM-35A Sentinel system, play a critical role in maintaining the United States’ nuclear deterrence posture. These systems require significant investment and attention to ensure their continued reliability and effectiveness.
• The VC-25B Presidential Airlift program operates the Air Force One aircraft, which has been the subject of controversy over its airworthiness and maintenance requirements.

Additional Context:

The creation of the DRPM role is part of a broader effort by the Pentagon to modernize its acquisition processes and improve the efficiency of its major weapons programs. This initiative aims to reduce the risk of costly delays and cost overruns, while also enhancing collaboration and communication between the services and industry partners.

In recent years, the Air Force has implemented various reforms aimed at improving its acquisition processes, including the establishment of new roles and responsibilities for program managers and acquisition leaders. These initiatives have helped to streamline decision-making and improve coordination across the services, but more work remains to be done.

The development of the DRPM role represents a significant step forward in this effort, as it provides a formal framework for overseeing critical major weapons systems programs and ensuring their successful delivery. By concentrating power and expertise in one individual, the Air Force can leverage White’s extensive experience and reputation to drive progress on these key initiatives.

Ultimately, the success of the DRPM role will depend on its ability to facilitate effective communication and collaboration between stakeholders, while also driving innovation and improvement across the services. As such, it is essential that this new initiative is closely watched by defense leaders and experts, who can provide valuable insights and guidance as it evolves over time.