At an unprecedent rate, the new Administration began with a flurry of executive orders, implementing memos, and agency guidance that support President Trump’s priorities and policies. What intended impacts have these actions had on the federal marketplace and mission success? What have been unintended consequences? How are government executives and contractors address the drastic changes in this space – and maintained the health and viability of our nation’s industrial base?

For nearly three decades, the U.S. Government has begun each fiscal year under at least one continuing resolution—which often leads to suppressed obligations and expenditures, risk aversion among contracting officers, and uncertain funding streams for companies. How do leading government contracting companies think about this “not so new” normal? What has made FY25—and now FY26—different, and how have chief executives changed their approach to federal work, if at all?

In light of statutory restrictions, regulatory requirements, and natural resource limitations, a key challenge in the federal contracting space has been supply chain risk and resilience. This is especially relevant in information technology and software provenance, as our nation increasingly turns to emerging technologies that may quickly become obsolete. How is the federal government thinking about these technologies? About risks posed by potential state and non-state adversaries? What advances are available for companies to illuminate, and validate the surety, of their supply chains?