New portfolio acquisition executives gain sweeping authority to accelerate weapons procurement, cut bureaucracy, and expand access for non-traditional defense firms
The announcement marks the opening phase of a broader transformation aligned with Defense Secretary Pete Hegseth’s directive to replace what he has described as the Pentagon’s sluggish procurement bureaucracy with a faster, more agile “Warfighting Acquisition System.”
“These moves are a generational opportunity for the Department of the Air Force,” Air Force Secretary Troy Meink said in a statement. “They allow us to holistically reform our enterprise—from requirements, to acquisition, to test—to deliver warfighting capability faster and more efficiently.”
From PEOs to PAEs
The newly appointed PAEs—formerly program executive officers—will now have end-to-end responsibility for performance across five major portfolios:
- Command, Control, Communications, and Battle Management
- Fighters and Advanced Aircraft
- Nuclear Command, Control, and Communications
- Propulsion
- Weapons
Under the new model, PAEs will no longer be constrained by extended approval chains. Instead, they will have direct authority to balance cost, schedule, and performance, enabling rapid decisions that historically took months—or years.
Hegseth outlined the approach during a November speech at the National War College, arguing that accountability must move closer to mission execution.
“They will own the portfolio,” Hegseth said at the time. “And they will have the authority to act.”
Key Programs Under New Control
Among the most consequential appointments is Jason Voorheis, who transitions from overseeing fighters and advanced aircraft as a PEO to holding full portfolio authority. His portfolio includes marquee programs such as Collaborative Combat Aircraft—the Air Force’s drone wingmen initiative—and the next-generation F-47 fighter, a cornerstone of future air dominance.
Air Force officials emphasized that PAEs will now be judged not only on individual program milestones but also on portfolio-level outcomes, reinforcing a shift toward integrated capability delivery.
Culture Change, Not Just Speed
Senior acquisition leaders framed the changes as a fundamental cultural reset.
“This acquisition transformation is not just about buying things faster,” said William Bailey, who is performing the duties of assistant secretary of the Air Force for acquisition, technology, and logistics. “It’s about empowering airmen, unleashing innovation, and ensuring our systems arrive before they’re obsolete.”
By pushing authority downward, Bailey said, the Air Force aims to unlock the expertise of its acquisition workforce and align procurement decisions more closely with operational realities.
“For the airman on the flightline, this means getting the tools they need when they need them,” he said.
Space Force Adopts Parallel Model
The United States Space Force is adopting a similar structure, designating space access and space-based sensing and targeting as its first PAE-managed mission areas.
“Acquisition is now a warfighting function,” said Maj. Gen. Stephen Purdy, the acting assistant secretary of the Air Force for space acquisition and integration. He underscored the Space Force’s commitment to a “commercial-first” strategy that prioritizes rapid integration of private-sector innovation.
Purdy added that iterative development and rapid fielding—delivering usable capability in stages rather than waiting for perfect solutions—will be central to maintaining a competitive edge.
“Speed with discipline is our mantra,” he said.
Strategic Implications
Together, the Air Force and Space Force changes signal a sharp pivot in how the Department of the Air Force approaches modernization—one designed to outpace adversaries by compressing timelines, empowering leaders, and widening the aperture for small and non-traditional defense companies.
If successful, the PAE model could serve as a template for broader Pentagon reform, redefining acquisition as a core warfighting enabler rather than a back-office function.
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-- By James W. Thomas
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