CEO of Acquisition NextGen, LLC (JV) and Owner of Grinstead Acquisitions, LLC, Reston, VA, December 2023-Present. Acquisition NexGen is a small business joint venture bringing together the capabilities of our partners to form a unique company. Our strengths include Business Management, specifically, Financial Management, Program Management, and DOD Acquisition Requirements and Contracting disciplines. Our primary customer base is the Department of the Navy, having supported the Deputy Assistant Secretary of the Navy (Procurement) (DASN(P)) (12 years), Program Executive Office Integrated Warfare Systems (PEO IWS) (14 years), and Strategic System Programs (SSP) (2 years). Our company has deep experience in Defense Acquisition, Federal Contracting policies and procedures, preparations of RFPs, MAC IDIQs, OMNIBUS, Cost Estimates, and Acquisition/Program Management, just to mention a few areas that integrate and drive requirements and procurement strategies with continual process improvements.

Served as the PEO IWS Enterprise Management Advisor in Acquisition, Sustainment and Modernization programs, projects and initiatives. Our mission of PEO IWS is to develop, deliver and sustain operationally dominant naval combat systems for Sailors and Marines. This included the acquisition and Fleet support of the Surface Navy’s 155 combat systems, weapons, radars, and related international and Foreign Military Sales programs in Planning, Budgeting, Execution.

Directly responsible as Chief of Staff for scheduling and execution of all staff functions and tracking those actions in direct support of Program Executive Office and Executive Deputy, Littoral Mine Warfare (PEO LMW). Functioned as quality assurance for all documentation, providing compliance for the PEO and ED-PEO. Executed the PEO Quarterly Execution Review (QER) process refinement, a comprehensive, metrics-driven management system, beginning at the Program Office level and concluding with a strategic, corporate overview examining Program and Financial execution, Human Capital Management, and the status of PEO alignment with NAVSEA, SECNAV, Assistant Secretary of the Navy (ASN-RDA), resource sponsors, and the fleet. Directed managing the strategic communications, congressional liaison, and public affairs activities associated with the design, acquisition, and life-cycle support fo the Navy's surface fleet. key member of this leadership team, my participation in these in-depth, comprehensive program reviews was instrumental in identifying early program issues, resolutions and was a vital contribution to the PEO's overall program success.

As the Sonar Mine Detecting Set (AN/AQS-20A) deputy program manager, I directed and managed the conceptualization, initiation, design, development, test, contracting, production, deployment, logistic support, modification, and disposal of AN/AQS-20A. In this capacity, I coordinated, reviewed and forwarded for approval the following Program documentation: Operational Requirements Document (ORD), Acquisition Program Baseline (APB), Acquisition Decision Memorandum (ADM), Acquisition Strategy (AS), Acquisition Plan (AP), Test and Evaluation Master Plan (TEMP), Life Cycle Cost Estimate (LCCE) including long range budget forecasting, Total Ownership Cost (TOC) Plan, Clinger-Cohen Act (CCA) Compliance, Independent Logistic Assessment (ILA), Programmatic Environmental Safety and Health Evaluation Analysis (PESHA), Navy Training Systems Plan (NTSP), Program Protection Plan (PPP), Acquisition Logistics Support Plan (ALSP), and Maintenance Plan (MP). This acquisition program was first initiated in 1985, canceled twice and restarted under the guidelines in place prior to the acquisition reform movement. During my assignment, this program progressed from concept exploration, to post Milestone C LRIP production, requiring updating of all existing plans and program facets including a complete shift in acquisition approach, employment, maintenance concept and lifecycle support concept that required reassessment of contract deliverables, all program documentation and budget forecasts to ensure full program funding throughout the lifecycle. I was accountable for the program’s cost, schedule, and performance, becoming intimately familiar with federal contract policy and law and DOD/DON acquisition guidance/directives