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Numbers can tell the whole story, or miss it entirely

June 2, 2015 Leave a comment

Several of the Defense Department’s top brass have said it in recent speeches. With the cash it has on hand, Apple could acquire the stock in Lockheed-Martin, Raytheon, Northrop Grumman and General Dynamics outright. I checked the numbers myself. It’s true. This week, the market cap of the four defense contractors was roughly $170 billion. Apple’s cash hoard was just shy of $200 billion. Apple’s own market capitalization is somewhere in the $772 billion range.

Almost in the same  breath, military leaders note that with a market capitalization of around $225 billion, Facebook is more valuable than the same four companies combined.

Air Force chief of staff Gen. Mark Welsh III and former Defense Deputy Secretary Bill Lynn both cited them within the last few weeks because of the scale of research and development going on in consumer and commercial electronics and computer science, versus R&D investments benefitting the defense sector. Unsaid is how surprising hard-headed military leaders must find it, that something as seemingly trivial as Facebook could command such value in comparison to companies that make sophisticated hardware like Patriot Missiles or F-35 fighters or nuclear submarines. The comparisons come in the context of the DOD wanting to re-establish the technology offset that produced so much U.S. military superiority in recent decades.

Numbers startle. They provoke thought. But they only tell part of the story. Apple may be worth three quarters of a trillion dollars, but it can’t build bombers or ships or submarines. It’s entirely capable of building sensor networks and software underpinnings for weapons, but it won’t.  Numbers don’t tell what’s in a company’s DNA.  SpaceX, essentially a start-up with 3,000 employees but no public shares or even statement of revenue, snared $1 billion in private financing in January. And now it’s on the very short list of exactly two companies certified by the Air Force to launch rockets putting military satellites into space. It competes with a partnership of giants Boeing and Lockheed. Boeing built the first modern airliner — in 1933.

Few remember the mini-computer wars of the 1970s and 1980s. But like the PC business in the 90s, the minicomputer business had a large number of fierce competitors — Apollo, Digital Equipment Corp, Data General, Hewlett-Packard, Honeywell, IBM, Nixdorf, Prime, Wang. So fierce was the competition, it spawned the 1981 Pulitzer Prize-winning non-fiction account by Tracy Kidder. Soul of a New Machine chronicled the late Tom West, an engineer at Data General, as he coaxed out an inexperienced team a new 32-bit processor to compete with the mighty DEC.

Nearly all of the companies and people involved in the minicomputer wars are gone, but the title of that book persists. One reason is that so often, objects defined by numbers do take on a sort of soul or presence, because people made them. “Soul” might be a troubling word to some people, connected as it may be to something the deity conferred only on human beings. But the idea that numbers add up to more than numbers — that’s universally valid.

Over the recent Memorial Day weekend the Rolling Thunder rumbled through Washington for its annual Memorial Day observance. My wife was bicycling right by where the motorcyclists were rolling onto the course. She stopped and took a 90-second video of the endlessly varied bikes and riders chugging past. Most rode Harley-Davidson machines. We watched the video over and over. What is a motorcycle but a chassis, a pair of wheels, a V-twin engine, and tear-drop shaped gas tank? (Gold Wing riders, spare me.) Ah, but of course a Harley-Davidson or any motorcycle is more, much more, than the sum of its parts. Gear heads know the meaning of the stoke-bore ratio, horsepower, torque, and the myriad other numerically-expressed specifications that describe motors. But they don’t explain that sound.

Computers, motorcycles, musical instruments, whatever your passion, are more than the sum of their parts and specifications. That’s why automobile junk yards and airplane boneyards look so sad. Or reading about a theatre or defunct church junking its pipe organ.

But what about human endeavors? They, too, are more than the sum of their parts. This came to mind recently when reading an analysis of federal inspectors general based on research at the Brookings Center for Effective Public Management. I also interviewed John Hudak, one of the study’s co-authors along with Grace Wallack. Their research quantifies the work of IGs using a return-on-investment metric. It proceeds from the postulate, correct I believe, that in general IGs return many dollars to the government for every dollar spent operating the IG office, and that this is quantifiable. The authors acknowledge that the pure dollar ROI metric is less useful in agencies where the mission isn’t primarily disbursement of money. So, for example, the IG with the highest ROI is that of the Social Security Administration, where the return is $43.60 for every dollar the office costs. The lowest financial return belongs to the Justice Department, where the IG produces a net cost. It’s ROI is about 43 cents for every dollar spent on the IG operation.

As Hudak points out in the interview, that the ROI looks weak is not a reflection on the Justice IG operation, just that the particular ROI number doesn’t really capture the essence of the office and how it goes about its work. The Justice IG shop is looking at programs mostly. The department doesn’t exist to disburse hundreds of billions of dollars, as Social Security expressly does.

No metric can really capture the essence of any object or program, or the people’s dedication to it.

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Government overlooks diamonds in its own back yard

May 26, 2015 Leave a comment

Nearly a century ago, a speech called “Acres of Diamonds” ranked high on the entertainment charts. Russell Conwell, the founder of Temple University and the author of the essay on which it was based, delivered it 5,000 times between 1900 and 1925. Although part of the American canon of rhetoric, few nowadays know much about it. The main theme of the essay and speech is simple: Often people overlook their own back yards when seeking fortune and success. It’s an old-fashioned sounding piece, but it came to mind earlier this week during a panel discussion I moderated along with Jonathan Aberman of TandemNSI and Amplifier Ventures.

Our ostensible topic was how government program managers, R&D people and executives can more readily take advantage of the entrepreneurial and start-up technology community in the D.C. region, the federal government’s back yard. But a good deal of the discussion centered on the government’s seeming fascination with Silicon Valley. Homeland Security Secretary Jeh Johnson says he’ll establish a satellite office there. Defense Secretary Ash Carter also has the Silicon Valley bug. The Obama administration has recruited several appointees from the Valley, including Chief Technology Officer Megan Smith, lately of Google. The White House Digital Services team is headed by another ex-Googler, Mickey Dickerson. The rest of it is heavy with people from Twitter, Facebook, Amazon and the like.

With respect to DOD, maybe a little perspective is in order. Mike Daniels has been founder, executive, seller and acquirer of federal contractors for decades. He says Valley fever has swept the government before. He counts three times over the last 35 years or so. And every time federal leaders traipse out there looking for start-up diamonds, they find out how culturally different things are out there. Without judging which is superior, Daniels says he’s never heard a Valley venture capitalist or entrepreneurial say a primary reason for a new company was to help the government solve a problem. The systems integrators and technology product companies locally have often been started by former feds, including military officers. Daniels says their orientation is, of course to make money, but their frequently-stated mission is to help the government.

Tech veteran Anup Ghosh — he founded cybersecurity outfit Invincea — comes from DARPA and so has something of a federal orientation. He says federally-focused startups proceed from a different model than those in Silicon Valley. In the D.C. region, the typical model starts with government services. This lets them win some contracts, establish a revenue stream and make a profit fairly soon. It’s a bootstrap model that can lead to second-round financing. By contract, in the Valley startups tend to lead with groundbreaking products, little thought of revenue, and the agility to keep morphing until they hit on something someone wants to buy.

Ghosh argues, the services or body-shop model doesn’t scale easily because it requires a constant linear increase in the number of people to be able to do more professional services. By contrast, products, especially software, can scale exponentially without a matching overhead increase.

The bootstrap-contract model, according to former Naval R&D guy Bob Morgan, a founder of MorganFranklin Consulting, gives the D.C. startup community a boring reputation. But often, he and others note, the products they are working on are secret because they have a national security application. Or because the government is reticent, and doesn’t want contractors talking about what they are working on.

Ghosh, Morgan, Daniels all agree, the D.C. startup environment is smaller and more specialized than that of Silicon Valley, and it lacks a catchy and enduring moniker. Daniels noted the D.C. tech community tried to brand itself back in the 1990s, but whatever name it came up with quickly faded. Silicon Valley acquired its nickname around 1980, when silicon — semiconductor design and manufacturing, as opposed to software — powered the torrid growth of the place. Plus, its name came externally and spontaneously, not from an ad agency. Throughout the world, D.C. is inseparable from the federal government. Those of us who live and work in and around D.C. know it’s a real place with real people and culture, but no ad agency could alter the external view of it.

The D.C. region is rich in startups and entrepreneurialism in cybersecurity, biology and genetics, robotics, and data analytics. From the discussion I heard, the consensus is that the federal government’s requirements remain a valuable source of money to fuel this growth activity. TandemNSI founder Jonathan Aberman correctly points out that Silicon Valley itself was fueled early on by military and NASA requirements for products pioneered by Fairchild Semiconductor and its many offshoots. (The original company in San Jose, not the one in Portland, Maine is typically put at the top of Silicon Valley genealogy charts.)

Silicon Valley today isn’t inclined towards selling to the federal government as a business goal. And, as local venturist Mark Walsh points out, big bets on tiny companies without revenue and serial business failure are common in the Valley .In the D.C. region, business failure and loss of investors’ money is less forgivable. Plus people who bootstrapped a company, got government contracts and have some sort of cash flow aren’t accustomed to the idea of ceding control to a V.C. More evidence of the big cultural divide.

All new companies, regardless of origin, face the same hurdles in selling to the government, the panelists agree. Ghosh says there’s nothing in the Federal Acquisition Regulation to prevent a company from getting a contract within five days should an urgent need arise, but typically the bureaucracy plays it safe. Often for good reason. By the same token, the purportedly 18-month minimum sales cycle for a federal agency isn’t so far off what those same companies encounter when selling to the Fortune 500.

Not fully answered the other morning were these questions:

  • Does Silicon Valley really hold the scratch to the government’s technology itch? My take, yes and no. Of course there are companies originating in the Valley that could help solve federal mission challenges. It requires a great deal of research the selectiveness. Whether the Pentagon needs a mini-Pentagon off U.S. 101 is debatable.
  • Does the government overlook the acres of diamonds in its own back yard? I don’t think so. Invincea itself is a case in point. Lots of product and services companies got their start with federal requirements, and not just items unique to the military.

In Silicon Valley, people start companies with an idea, and expect the world to join in. No one realized there was a better way to hail a taxi cab. But Uber — we’ll stretch the Valley to include San Francisco — became a valuable company,  billion dollar unicorn, in Valley parlance, without owning a single car or employing a single driver. But a mobile app will never get a human to Mars, or destroy an cutthroat enemy, or analyze a half-trilliion-dollar federal program to ferret out waste, fraud and abuse. Given the size and diversity of its missions, the government needs to talk to entrepreneurs everywhere.

Digital Services Shouldn’t Feel Like Thumbscrews

April 30, 2015 Leave a comment

I’ve been a blood donor for 40 years. I like the cookies they give out afterwards. Over the years, the Red Cross, through which I donate most frequently, has improved its pre-donation process from a paper-intensive pain in the butt to a mildly annoying, semi-automated deal. Unlike the Transportation Security Administration, there’s no “Pre”-like arrangement under which regular donors can bypass the tedious questions about whether they’ve lived in certain places or engaged in particular behaviors associated with no-good blood.

Sometimes I donate via Inova. Once a year they team up with the Washington Nationals. You go to the ball park at a designated time and after making your blood donation, you receive two game tickets, a T-shirt and a park tour. I don’t mind seeing the massive underground beer distribution system one more time.

Inova-Nationals’ process for setting up your designated time provides a lesson in how digital services can, if badly designed, make a process worse than the old way of phoning and singing up. From a Nationals e-mail you follow a link to a page listing the entire donation day in 15-minute intervals. Pick your time, click on the “schedule” button next to it, and end up at an Inova logon page.

One of the most irritating features of the online life is the multiplicity of “accounts” you have to have. I knew I must’ve had an Inova account. Its logon page seemed to recognize my e-mail and donor ID, but I simply could not get past the multiple security questions, ending up stuck in a frustrating closed loop of dialog pages. So, I dialed the 866 number. After being on hold for about 5 minutes, a young operator came on and said, “Hello, Mr. Temin.” Caller ID. She made the appointment in literally 15 seconds. No passwords, IDs, security questions. They’ll check my driver’s license when I get there. I confirming e-mail came seconds later.

This is the sort of thing Mikey, Tony, Megan and the other stars in the government’s digital constellation need to keep in mind. People don’t want digital services per se so much as they want easy access to whatever services they seek.

One of the news sites published a report on a bogus-sounding survey of Americans, concluding we are not particularly interested in digital services offered by the federal government. The implication of the story is that the government is chasing something people don’t want. The particular research firm has a reputation for iconoclastic studies. It gets headlines. But the research and the story dutifully transmitting it are beside the point.

For the average American, the federal government is typically no more central to his or her daily thinking than the question of whether Queen Victoria should have annexed the Transvaal. So what? That’s what you should expect from a healthy, free people. Yet everyone at some point in their lives will need to interact with a federal agency. So it’s incumbent on agencies to have good online services. As Veterans Affairs CIO Steph Warren pointed out the other day, if the surveyors had asked whether people want fast, convenient and accurate results when they do need something from the government, 99 percent would have answered, “Of course!”

Open data, or the availability of federal agency data sets, also fail to catch fire with the American imagination. A Pew Research Center study confirms that two thirds of Americans in the past year have visited a federal web site. Most people were looking for some piece of information, not specifically wanting to download a data set. In fact, most people think government doesn’t do a particularly good job of sharing information. I suspect that’s related to what they hear in general media about government and the fairly low responsiveness to Freedom of Information Act requests so many agencies exhibit. Here again, that doesn’t absolve agencies from being thorough in how they release data. Data sets are’t suitable for mass consumption. But each one is highly relevant for some business, trade group or individual. And so agencies spend their time well when they put some effort into making their data sets accessible.

Blood donors interact with Inova or the Red Cross at most a few times a year. But when they do, they should have a good digital experience. By the same token, most people ping the government way less frequently than they do Zappos or Amazon. But when they do click on a dot-gov, they expect the same grade of experience.

Will Somebody Tell Me Why We Need Net Neutrality?

March 6, 2015 1 comment

I join the crowd of those totally mystified by the FCC’s plunging headlong into Internet regulation. Sixty percent of the FCC commissioners, that is. I have two objections, one procedural the other substantive.

Even if you think net neutrality is the best thing since the Princess Phone, the way the commission did its work hardly seems open and transparent. There’s a five-page summary at FCC.gov, but the estimated 300 pages order hasn’t been posted. Chairman Tom Wheeler says the commissioners got millions of comments “overwhelmingly…in favor of preserving a free and open Internet.” I doubt they were in favor of regulating the Internet as if it were the switched-circuit, monopoly telephone service, 1934-style.

Then there is the idea of net neutrality itself. One young person who free-lances at Federal News Radio simply assumed: Well, the Internet is important, so shouldn’t the government protect it by regulating it? If that’s what the so-called digital natives think, we’re all in trouble. I explained that I remember when a thrilling innovation in telecommunications was installation of an “extension” phone upstairs. Before that, someone would have to run downstairs to answer the phone in the kitchen or front hall. Eventually we got Touch Tone (on which my friends and I would play melodies until the “tilt” signal emanated from the earpiece). Then came modular jacks so you could replace the tangled cord on a telephone yourself.

I also made the analogy to airline service. When it was regulated in the so-called Golden Age you could fly first class, tourist, or student fare. Relative to before airline DE-regulation occurred — with the blessing of a Democratic administration — 10 times more people fly at about half to a 10th the cost, inflation and population adjusted.

Yes, I know. Planes are crowded and in-flight service stinks. Well, not if you can afford business or first class, especially overseas. You can’t? Neither can I. Get over it. A lot of those West Coast Hollywood and Silicon Valley campaign donors and net-neutrality pushers don’t even fly first class — they fly in private jets. So would you rather put up with 8 hours of discomfort on a $1,000 round trip fare to Paris or not go? Or go, but pay the pre-deregulation, inflation-adjusted price of $10,000? This 2013 article from The Atlantic shows just how far those prices have fallen. In 1974, it was illegal  for an airline to charge less than $1,442 (inflation adjusted) one way from New York to Los Angeles.

You still can talk to elderly people who rush off of long distance phone calls because they have vestigial instincts of when those minutes added up. A 1960s Bell System ad touted only 25 cents a minute on weekends. I recall one GSA official in the 1990s promising that the FTS 2000 contract would get long distance rates to under a nickel at some point in the future. That was when deregulation was still just winding up and before IP telephony, wireless and all the rest. Now a $10 a month landline gives you unlimited long-distance.

Ironically, people feared the deregulation of both phones and airlines. But both actions spawned unimaginable innovations. They brought unheard-of products and services to millions. Airlines were deregulated in 1978, the government-sanctioned phone monopoly in 1980. Thirty five years later, and we’re all experiencing an ongoing arms race among carriers, content providers, phone manufacturers and software developers to bring better and faster and more innovative products and services.

So what is the problem? Why would the administration push an allegedly independent FCC so hard for the “strongest possible” regulation of something that is such a roaring engine of jobs and wealth and innovation? Who asked the federal government for this? The FCC majority says this is to protect the future openness of the Internet. But you have to question it when any set of regulators gives itself immense power over something unfettered in the name of keeping it unfettered, and promises if won’t use those powers very much in its “modernized, light-touch approach.” As Anton Chekhov is often thought to have said, if there’s a gun on the wall in the first act, in the third act it’s going to go off.

The issue isn’t regulation per se. Some things have benefited from regulation. I’ve flown two million miles or so in my career. The explosion in air service, planes, traffic — none of it could happen without one of regulation’s great successes. The cooperative arrangement between the FAA, airplane manufacturers, carriers and other responsible parties has produced a logarithmic increase in safety since lumbering, prop-driven airliners ruled the skies. When those planes plowed into one another regularly, they made a good case for new rules and the technology investments to back them up. That sort of regulation doesn’t sound like anything the FCC is selling, with words like “just,”  “reasonable,” “addressing concerns” and similar vagary. Ultimately it cites a 1934 law that, 35 years ago, was found to be stifling communications technology and services. Now that law is invoked to box in the greatest communications innovation since moveable type.

Will CIO Tony Scott Make Feds Eat Dog Food?

February 15, 2015 Leave a comment

The most interesting fact about the new federal CIO, Tony Scott, is that he owns a Cirrus SR22 airplane. At a half million dollars a copy, the SR22 is popular with enthusiasts and even small commercial operators. It’s faster than a lot of other single-engine planes, and it’s made of modern composite materials. But it’s not in the class of single-engine planes with turbine engines and near-jet speeds. Those start a more than a million dollars.

One more thing. The SR22 has a built in parachute so that should the engine quit, the plane can still make it to the ground with the pilot and passengers in one piece.

All in all, not a bad metaphor for federal information technology. It should be up-to-date, perform well, come in at reasonable cost and have a safe way to bail when projects don’t go right.

Since the appointment, all of the trade media have dutifully trotted out the usual parade of experts, giving their opinions on what the new CIO has to do first, what his agenda should be, what he must accomplish in two years. But the White House was pretty clear about what it wants Scott to do: drive value in IT investments, delivering world-class digital services, and protecting federal IT assets and information. In other words, stopping the billions spent on failures, getting online services up to date, and cybersecurity. Pretty much what federal CIOs and their equivalents going back 20 years have been trying to do.

By the blog accounts, Scott left Microsoft in 2013 amicably. For example, Geekwire‘s Todd Bishop reported at the time that Scott left because of family needs following the death of his father, and because he wanted time to complete his instrument rating for his airplane. One tidbit from that post gives a clue to how Scott might approach his White House job. To wit, dogfooding.

These things can be murky, but Microsoft is apparently where the term, eating your own dogfood, first came into the high technology industry in the 1980s. When one group develops new software, Microsoft employees use it internally to see if it’s any good. The practice continued while Tony Scott was CIO. (Aside: That does raise the question of how in Hades the company felt it was safe to publish Windows 8.)

How could dogfooding help federal IT? Consider how the federal IT market has bifurcated. On one side you find the apps and data people represented by the Presidential Innovation Fellows. This side focuses on the quick developments, using agile techniques and multiple data sources. Example: SmokeFreeGov, which is a web site, app, and Twitter handle all at once. Up the food chain a bit is something like the Labor Department’s Enforcement Database. This pulls information from five databases, each developed separately, so they are more searchable and useful.

On the other side are the traditional large-scale developments driven by program managers that still take years and billions. Case in point: The next generation of electronic health records, torturously pursued by the lumbering Veterans Affairs and Defense Departments. Maybe Scott can help each side adopt what it good about the other. Serving each a little taste of the other would be a great strategy. Send a starry-eyed Fellow over to the VA CIO shop for a few weeks. And send some DOD health functionary over to a few hack sessions.

This wouldn’t be dogfooding in the classic sense, more like giving the dry kibble eaters a taste of canned, and vice versa.

By the way, if you find dogfooding unpalatable, so did Tony Scott. Thanks again to Todd Bishop, we know from the Puget Sound Business Journal back in 2009 that Scott replaced the term dogfooding with ice-creaming. Feds, pick up your spoons.

Government innovation? It gets an A for effort

January 26, 2015 1 comment

You know you’ve been covering technology for a long time when your friends’ kids – whom you remember as toddlers – start showing up at conferences you’re wandering through, panels you’re moderating. But that’s what happened to me the other day at a conference on collaboration in Washington. It was designed to match innovative companies with potential federal customers.

For me, it was an unusual event if only because of the mix of casualness and neck-ties – which, by the way, does not correlate with age.

I did run into a few guys I’ve known since my days at Government Computer News in the early 1990s. We joked, this sure isn’t FOSE with the latest copiers on display. It was bracing to see so much earnest brainpower – on both the government and fledgling industry side – talking across traditional boundaries. And a jolting reminder at how much the economy has changed from when I used to cover industries like steel and engineered metal products.

I’m not sure what innovation means exactly. But one of the government people had a pretty good, down-to-earth definition. Dan Doney, the chief innovation officer at the Defense Intelligence Agency, said it’s finding ways to deal with the new problems you have when the old tools don’t work. Or trying new tools on persistent problems. You can’t put it in a bottle. And you can’t conjure it up at will by shoving people into open workspaces. But you know it when you see it.

Or when you know where to look. The government is learning where to look. That’s why you see so many agencies launching challenges and contests. They’re looking for ideas the bureaucracy can’t solve with the usual ways it does things.

At collaboration, the Energy Department had a table lined with one-page brochures listing challenges it has open. It’s preparing to spend a million dollars on prizes. There’s the Collegiate Wind Competition, for example. They’re not looking for a socialist professor to hold a faculty lounge gabfest, but rather teams of students to design and test a marketable wind turbine. Reading the material, I sense a subtext in this contest. Namely, the current wind turbine industry has problems with reliability, cost, and the fact that without the government forcing it, no sane utility would bother with them.

Another DOE contests has to do with lighting. In conjunction with Ford Motor Company, one seeks ideas for new automotive lighting systems. Another, in partnership with RecoveryPark, is looking for ideas for more efficient agricultural lighting for greenhouses.

I saw an impressive piece of unmanned aerial vehicle innovation. The problem with those whiny quadricopters is battery life. Flying a payload like a GoPro camera or something of similar weight, they just don’t go far enough. And the devices could be a lot more productive if they could operate in swarms. But operation doesn’t scale – one operator, one drone.

That’s according to Brandon Borko and Christopher Vo. They look like my kids age. They are my kids ages. But they’re the CEO and chief technologist, respectively, of a startup called Sentien Robotics. I couldn’t help but ask them how come they weren’t in school that day. But they’re both George Mason University engineering grads. They’ve developed software that can operate, they say, hundreds of drones autonomously, launching fresh machines as the batteries on flying ones fade. Their video showed a sort of drone rack concept, mounted on the back of an F-250. It launches charged drones while the expiring ones fly into a space on the rack. Imagine operating 100 drones with only your driver’s license.

Could you have thought of this? I don’t know what the Sentien system costs, but I’m willing to bet it’s less than the billion dollars the Defense Department would spend to have a systems integrator do it.

I spoke to one 20-something who says he started a company that creates branding narratives. I’m not sure what that even is. But it sounds like something a few government agencies could use.

A young woman from BraveUX described this chic company’s approach to app development, which its web site describes as “clever, clean, gutsy, art-meets-science, polished, , original, avant garde, modern, smart, bold, simplified, definitely not boring, full-bodied, fun, delightful, original, stylish, refined & Brave.” Hardly something you’ll find on the web site of the average federal contractor.

Elephants also exhibited at the conference, hoping to show they, too, can innovate. Booz Allen Hamilton talked about its use of crowd-sourcing platforms like Innocentive and IdeaScale to help agencies get into the innovation groove.

The event itself had one innovation you don’t see much in Washington. It ran on a Friday and Saturday. All those kids innovating don’t think in terms of a 9-5 M-F workweek. My entrée came from Jonathan Aberman, a northern Virginia venture capitalist who specializes in national security market startups locally. I moderated a discussion with him and Doney, but it was on a Friday afternoon. Our theme was that technology innovators have avenues to get their ideas in front of government, even with the procurement process in place.

And the neighbor’s kid? A shout-out to Ben Center, recent grad, now working as investor relations associate at Onevest.