SOCOM’s acquisition speed advantage isn’t about special authorities — they follow identical DOW policies as every one else. The difference is structural proximity and leadership empowerment. Brandi Evans, Director of SOCOM Enterprise at TurbineOne, also operates under a simple principle: there’s nothing a PM can decide that can’t be fixed within 48 hours. This calculated risk framework, paired with direct PEO access, enables the velocity SOCOM is known for. 

Brandi was also among the second programs to transition under the software acquisition pathway, managing intelligence tools for all-source analysts while the government struggled to adopt commercial practices like PI planning and sprinting, putting them at least a decade behind industry. Her most pointed critique targets the requirements process itself: validation cycles stretching over a year demanding perfect documentation before programs start, when the real need is treating more capabilities as urgent operational requirements and moving to a project-based model rather than traditional programs of record.

Topics Discussed:

• Clarifying SOCOM acquisition speed stems from structural proximity and leadership empowerment rather than special authorities
• Implementing a decision framework where program managers receive authority knowing leaders can reverse any decision within two days
• Adopting commercial software practices like PI planning and sprinting while the government remained behind industry standards
• Managing intelligence tools for all-source analysts through SOF Digital Applications requiring perpetual iteration rather than traditional completion milestones
• Utilizing OTAs and commercial solutions through innovation hubs to avoid lengthy source selection boards
• Reforming requirements validation processes that demand year-long perfect documentation before allowing programs to start 
• Leveraging field demonstrations and user feedback from trained operators to distinguish effective technology from vendor claims