Steve Maier

Fiscal Year 2026 is often being described as a transition year for federal acquisition. That characterization is accurate, but it should not be mistaken for a pause. Recent agency guidance and covered reporting continue to reinforce that acquisition reform is advancing through class deviations, interim policy, and execution decisions ahead of finalized FAR and DFARS updates. At the same time, agencies are planning for full-year execution despite workforce constraints and funding mechanics. The signal to industry is consistent. • The government is operating through change, not waiting for perfect clarity • Workforce limitations are accelerating demand for simplification, scale, and commercial solutions • Performance, transparency, and accountability expectations are extending across the entire supply chain For partners, success in FY26 will depend on the ability to execute through complexity rather than around it. At Ingram Micro Public Sector, we are intentionally positioned to help resellers and technology partners navigate this environment by reducing friction, enabling compliant and scalable delivery models, and aligning solutions to mission outcomes rather than labor intensity. For reseller partners in particular, FY26 will favor those who engage now, build operational readiness, and support customer execution rather than waiting for full regulatory perfection before moving forward. #FederalAcquisition #PublicSector #GovernmentProcurement #FederalIT 

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To win federal best value tradeoff proposals (even under the new FAR Overhaul), you need to have the best – and possibly the most –strengths. So… just how do government evaluators define a “strength”? And how does your company showcase yours? What is Strength-Based Winning® and how do you apply it? This online class provides that framework. Participants learn what evaluators are looking for, how to highlight strengths in proposal writing, and how to perform Strength-Based Capture, Strength-Based Solutioning®, and Strength-Focused Proposal Reviews. Click here for details: #Proposals #ProposalScores #ProposalReviews #Strength-Based Winning #LohfeldConsulting #GovWin #GovernmentContracts

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Brian MacCarthy, SVP of Booz Allen Ventures, joins the “Working with the Army” panel at the Army Demand Signal Forum. He’ll share how Booz Allen Ventures is shaping markets by connecting emerging tech companies with mission needs.

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We’re diving into fixing procurement and the reality's of delivering new capability at the "speed of need". For both government teams and contractors, the challenge is always the same: how do you move faster while staying within the guardrails of FAR/DFARS? This should be a great session for anyone frustrated by the current defense acquisition ecosystem.

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Honored to moderate this session at DFMI Huntsville with SES Mike Cook (AMC G8) and LTG Jeth Rey (HQDA G6). Defense financial management sits at the center of strategy execution. The challenge isn’t whether we have data — it’s whether we have the structure, discipline, and governance to turn that data into timely, defensible decisions. Grateful for the opportunity to facilitate this discussion with two outstanding leaders. If you’re at DFMI, I look forward to connecting. #DFMI #SDFM #DefenseFinancialManagement #ArmyLeadership #DataInformed #DecisionQuality #PPBE #DoDFinance

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It was such a privilege to work with the ACT-IAC IT Management and Modernization COI on this white paper. Take a look at the common challenges and success factors for government when transitioning technology pilot projects to full-scale production.

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Your quarterly performance reports are audit documents, not management tools. If you're using them to run programs, you're managing in the rearview mirror. Most workforce agencies pull performance data on a quarterly cycle because that's what federal reporting requires. But federal timelines weren't designed to help you manage. They were designed to help funders verify. That's an important distinction. When the only time your team sees enrollment trends, service completion rates, or co-enrollment gaps is during report prep, every decision you make is based on conditions that already changed. The agencies I see getting ahead of this aren't waiting for quarter-end. They're building data infrastructure that gives program managers real-time visibility into what's working, what's stalling, and where to intervene before outcomes slip. That shift, from reporting as compliance to reporting as operations, changes how an entire agency runs. It's not a technology problem. It's an infrastructure one. #WorkforceDevelopment #DataInfrastructure #PublicSector #WIOA

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Workforce management in the federal government faces unique hurdles: from complex hiring processes to evolving mission demands. Elizabeth Van Winkle, Ph.D., latest blog breaks down these challenges and shares how the right technology can make all the difference. She highlights how Oracle HCM helps agencies by: Accelerating “time to hire” with automated, skills-based recruiting  Empowering new hires with streamlined self-service onboarding  Matching benefits to employee needs, minimizing HR workloads  Supporting targeted training and upskilling  Enabling AI-driven performance assessments and feedback  If you’re hoping to modernize federal workforce management, Elise’s insights are a must-read. Check out the blog here: https://lnkd.in/ehf6kYwW #FederalWorkforce #GovernmentInnovation #OracleHCM 

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