WASHINGTON, DC / LONDON (IT BOLTWISE) – The integration of commercial and military capabilities in space is being advanced by innovative approaches from the US Space Force. Maj. Gen. Stephen Purdy is playing a key role in redesigning procurement processes to leverage the agility and creativity of the private sector. This strategy aims to ensure US technological superiority in the race against China.
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Integrating commercial and military capabilities in space is a critical step in ensuring U.S. technological superiority in the global race for space supremacy. Maj. Gen. Stephen Purdy, a leading innovator in the U.S. Space Force, has taken on this challenge. He takes a radical approach that aims to revolutionize the military’s procurement processes by leveraging the agility and creativity of the private sector.
As acting assistant secretary of the Air Force for space acquisition and integration, Purdy has played a central role in transforming the way the military buys satellites, launches missiles and works with the private sector. His approach is simple but potentially revolutionary for the defense world: harnessing the agility and creativity of commercial enterprises to outpace adversaries and deliver cutting-edge capabilities faster than would be possible using traditional procurement methods.
Purdy’s influence is particularly evident in two landmark projects: the National Security Space Launch (NSSL) Phase 3 program and the next generation space surveillance constellation RG-XX. For the NSSL program, Purdy adopted a two-pronged acquisition model that divides missions into two categories: one for commercially routine payloads and another for the most sensitive, risk-averse missions. This structure has opened the door for new competitors such as Blue Origin, Rocket Lab and Stoke Space to challenge the dominance of SpaceX and United Launch Alliance.
While the NSSL Phase 3 program redefined the way the Pentagon purchases launch services, the RG-XX program is about redesigning the acquisition of space surveillance satellites in geosynchronous orbit to keep track of objects of interest. Purdy conducted a comprehensive review that broke with the government’s billion-dollar model of a single prime contractor. Instead, he established a pool of commercial suppliers that allows the Space Force to buy satellites directly off the production line.
His push to include in-orbit refueling as a core requirement signals that the Space Force should not only buy hardware but also create logistics infrastructure to extend the life of satellites. This attitude of using outside investment as a strategic advantage has made Purdy a bridge between two worlds that rarely speak the same language. He has advocated for better dialogue between government program managers and investors and encouraged venture capitalists to understand military needs and align their portfolios accordingly.
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