Key Takeaways
- The Global Tactical Edge Acquisition Directorate (G‑TEAD) was created to give warfighters rapid access to needed technology by collapsing the traditional acquisition cycle.
- G‑TEAD’s first two delivered capabilities—Merops (a Shahed‑killer counter‑UAS system) and FD One (a quadcopter‑drone killer)—demonstrate the directorate’s ability to move from requirement to fielded system in under a month.
- Success is measured not just by prototype fielding but by the system’s potential to transition into a formal Army program office and scale across the force.
- G‑TEAD operates under the Army’s Pathway for Innovation and Technology (PIT) initiative, alongside FUZE and the Joint Innovation Outpost (JIOP).
- The directorate “jailbreaks” acquisition by using Other Transaction Authorities (OTAs), prize‑based Accelerated Capability Events (ACEs), and direct feedback from soldiers to iterate solutions quickly.
- ACEs combine operational demand, innovation assessments, and soldier testing; winners may receive OTAs or, if small businesses, a pathway into the Small Business Innovation Research (SBIR) program.
- G‑TEAD aims to synchronize requirements across theaters (Europe, Pacific, and eventually Army Central) to avoid duplicate industry outreach and accelerate fielding of proven capabilities.
- The target timeline from a commander’s stated need to delivery of a capability is 180 days, dramatically shorter than the multi‑year legacy process.
- By placing acquisition authority at the tactical edge, G‑TEAD empowers commanders to dictate what they need, fostering a more responsive and adaptable Army.
Overview of G‑TEAD’s Mission and Launch
The Global Tactical Edge Acquisition Directorate (G‑TEAD) was officially launched in November 2025 after a soft start in August, tasked with filling technology gaps based directly on soldiers’ expressed needs. Reporting to the Army’s Pathway for Innovation and Technology (PIT) initiative, G‑TEAD’s core purpose is to relieve commanders of the bureaucratic hurdles of traditional acquisition and funding cycles. Col. Christopher Hill, the director, emphasizes that the organization seeks to deliver real‑world capabilities fast enough to influence ongoing operations, thereby shifting the acquisition paradigm from a top‑down, requirement‑driven model to one where warfighters drive the process.
Merops: Rapid Counter‑UAS Solution
One of G‑TEAD’s earliest successes is the Merops system, dubbed the “Shahed killer” in Ukraine. After a September 2025 incursion of Russian one‑way attack drones into Polish and Romanian airspace, General Chris Donahue demanded the capability be placed in partner hands within 21 days. G‑TEAD assessed the technology, collaborated with the vendor, and fielded Merops on the eastern flank of Europe in roughly 27‑28 days. The system was then transferred to the Joint Interagency Task Force 401, which procured 13,000 units for use in exercises such as Epic Fury, demonstrating how a swift G‑TEAD action can scale to a large‑scale procurement.
FD One: From Prototype to Potential Program
A second highlight is FD One, a quadcopter‑drone‑killer that underwent full development and testing under G‑TEAD’s auspices. The directorate initially bought about 300 systems; after positive field feedback, it plans to acquire an additional 500 units. Hill notes that G‑TEAD evaluates whether a technology answers a broader Army need and, if so, facilitates its transition to a formal program office. Merops has already completed this transition, and FD One is on a similar trajectory, underscoring G‑TEAD’s success criterion: delivering prototypes that can mature into scalable, Army‑wide programs.
Jailbreaking the Acquisition Process
G‑TEAD embodies the Army’s effort to “jailbreak” acquisition by moving authority, research‑development‑test‑evaluation (RDT&E) funds, and decision‑making to the tactical edge. Secretary Pete Hegseth’s goal was to collapse the legacy acquisition timeline into a more responsive, flexible model that lets commanders dictate what they need. Hill, whose background includes Integrated Fires Mission Command and Aircraft Survivability Equipment, recalls rarely hearing directly from commanders about urgent needs under the old system. G‑TEAD flips that dynamic, enabling soldiers to articulate requirements that the directorate then rapidly addresses.
Accelerated Capability Events (ACEs) and Prize Challenges
To identify innovative, non‑traditional vendors, G‑TEAD runs Accelerated Capability Events (ACEs) that incorporate prize challenges. An ACE begins with a broad call for solutions—typically attracting 250‑275 respondents—followed by a review by 50‑60 assessors who narrow the field to about 15 companies. Those finalists demonstrate their systems while training soldiers, ensuring the technology is operable by end‑users, not just vendors. Soldier assessments then select five winners, who receive OTAs for prototype procurement; small‑business winners may also be funneled into the SBIR program for further development.
Integrating SBIR and OTA Pathways
Hill explains that the next ACE will explicitly blend the Small Business Innovation Research (SBIR) program with OTA authority. If a winning company qualifies as a small business, it can transition directly into SBIR, gaining a pathway to broader enterprise contracts. Larger firms proceed via OTA contracts. This dual approach seeks to tap into the agility of emerging companies while preserving the scalability needed for Army‑wide adoption. Although the exact date for the upcoming ACE remains tentative, Hill hopes to hold it in August 2025 and eventually expand G‑TEAD’s reach beyond Europe and the Pacific.
Synchronizing Across Theaters and Future Expansion
By maintaining a theater‑agnostic view, G‑TEAD’s staff can identify common needs across Europe, the Pacific, and, prospectively, Army Central. This synchronization forum allows the directorate to inform industry partners once about a requirement rather than conducting separate outreach efforts, thereby saving time and resources. Proven capabilities—such as FD One—can be transferred from one theater to another (e.g., from Europe to Guam) after validation, accelerating fielding and fostering cross‑theater learning. Hill envisions this networked approach as a force multiplier for the Army’s innovation ecosystem.
Impact and Outlook
Overall, G‑TEAD represents a concrete shift toward acquisition at the tactical edge, delivering capabilities like Merops and FD One in weeks rather than years. By harnessing prize‑based competitions, OTAs, and SBIR pathways, the directorate bridges the gap between emerging technology companies and urgent warfighter needs. Its emphasis on soldier‑centric testing, transition potential, and theater‑wide synchronization positions G‑TEAD as a model for how the Army—and potentially the broader DoD—can become more adaptive, responsive, and effective in future conflicts.