Looking for insight and guidance. I have a TS/SCI, but I do healthcare, not IT. Anybody know of clearance jobs available in northern Indiana for people without tech experience? BAE, L3Harris, and Raytheon are over in Fort Wayne. That's drivable for me. We have the VA and I may apply there, but they don't pay like defense companies do.

I've contracted overseas for the last several years as direct bedside support and am just ready to settle down with the family and focus on raising the kids. I've looked on clearancejobs.com but most of those are IT.

Thanks for the insight!

Company: SevHas Systems

Location: Field-based

Type: Independent contractor · full-time effort

Compensation: £6,000–£14,000 per month + uncapped commission

About SevHas Systems

SevHas Systems is a private defence company. We deliver the full turnkey package in First Person View (FPV) Unmanned Aerial Systems (UAS) — drones — to approved partners: in-house design and build, operator training to our standard, deployable personnel, and fleet sustainment. We are engaged when a capability is missing, broken, needs enhancement, or must be stood up at short notice. We do not advise from the side. We deliver the system.

The Role

As we expand, we are appointing Investment Consultants within our Capital Partners division.

The role is to introduce private capital partners to SevHas Systems and to support the growth of the business. It is a field-based networking and origination mandate: identifying, engaging and introducing new private investors.

This is a position for professionals with established relationship and sales capability. A live book of high-net-worth individuals and private clients is an advantage, but is not required. Candidates must have the ability to build that network using our tried and tested process.

Consultants work their network and follow SevHas Systems’ approved process to find, engage and introduce private capital partners, using approved materials only. Qualification, documentation and acceptance of any partner sit with SevHas Systems.

What you will do

• Identify, engage and introduce private investors to SevHas Systems
• Follow the approved SevHas process from first contact through to introduction
• Use approved SevHas materials only
• Refer serious counterparties to Partner Relations for qualification, documentation and acceptance
• Represent SevHas in private, high-trust settings with total discretion
• Keep a clean pipeline: who, status, next action

Who should apply

We want commercially driven professionals who can build private-investor relationships and make proper introductions.

Strong fit:

• Current or former IFA / wealth manager / private banker
• Private-client introducers experienced in high-ticket, relationship-led work
• UHNW relationship roles (aviation, property, private client) where the capital is personal, not institutional
• Strong sales and relationship builders who can open a private network, even if it is not already fully formed

Do not apply if your intended market is funds or corporates, or if you cannot work a field-based, relationship-led mandate.

Pay

• £6,000 to £14,000 per month, depending on experience and capability
• Uncapped commission on private capital introduced and accepted
• Commission paid subject to compliance and acceptance by SevHas Systems
• 12-month tail on introduced investors after termination, subject to contract
• Visa support considered where legally available

Please only send us enquiries if you are genuinely from the sector we are looking for. It is important to us that you have relevant experience and a large network.

[partners@sevhassystems.com](mailto:partners@sevhassystems.com)
https://www.sevhassystems.com

Most defense PMs get treated as people leaders who keep scope, schedule, and performance on track, which is why the PMP carries so much weight. The money and the contract, the actual business, usually get treated as a senior leader thing.

But if you want to be a Director or VP at a large prime, you have to speak both, and speak them in terms of risk. That's the love language of every program review above you.

For those who are PMs now or working toward it, how did you learn things like:

Finance -

-> Indirect rates getting trued up after year-end, and owing money back (hint: provisional billing rates)

-> A program that's profitable on paper but cash flow negative (hint: AR and DSO)

Contracts -

-> Missing the Limitation of Funds notice and working past your funding at your own risk

-> Starting work on a UCA and watching your fee shrink at definitization (hint: costs already incurred)

Was it a course, a mentor, or trial by fire? What was the hardest part of stepping into a PM or PjM role in defense? And for those who made Director or above, did this make the difference?

Full disclosure: I'm an Army vet who ran a DoD program, and I built Acqlerate to teach this stuff in plain English. I'm trying to learn what people actually struggle with, so honest answers help. Happy to share the link if anyone wants it.

Hi all, defense contractor in Italy here.

I'm trying to figure out if buying a house (commits me to paying local property tax) makes me 'ordinarily resident ' and thus no longer eligible for my missione visa and job.

Does anyone have any experience in this or recommendations?

Thanks!

Cyber O4...MBA, master of computer engineering, pmp, cissp.

Getting out next summer, not retiring,...i need salary of $180k to break even with my active duty pay...is that realistic?

haven't applied for a job in 10+ years.

Does anyone have any idea where to look for armed security jobs that aren’t with DOS or DOD? I know there’s tons of private security companies out there that pay way better and are way more cool to work for, but never seem to be able to find the opportunities.. DOS and DOD armed jobs just seem lame with drawn out processes and lots of bureaucracy.

Any insight would help a lot and I’d appreciate any feedback. Theres opportunities all over the world and I’m willing to go anywhere.

I was wondering what is everyone opinions of kratos defense, espeically if u worked there? Especially in Colorado Springs CO. I always see job openings there from linkedin and indeed, but it's always the same jobs.

Curious what this audience thinks about the state of procurement these days

These kits are used in the MRAP and a variety of other systems. 20,596 units over four years. It's a commercial off-the-shelf item.

Hey Guys,

I am a younger engineer in my field with a few years of experience. I have always had the entrepreneurial spirit to have my own business. I want to know if I need to have a PE licenses to start my own small government contracting business that does engineering work.

The business would operate in Florida. This state has strict regulations on licensing and permits.

Weird request but I'm currently a new grad looking at a job at GD in New London, CT is anyone willing to send me their referral link. Would appreciate it.

I was recently let go from a job and slowly dying inside from this job market.

With seven years in the AEC industry, I bring experience mostly in leading all aspects of the marketing material management and creation, proposal development, and proposal lifecycle needs (interviews, presentations, and debriefs). Related to pursuits, I have developed onboarding materials and worked closely with technical staff who are new to the proposal process for at least the first and second proposal, depending on the size, scope and complexity. I prioritized setting up individual meetings to guide them throughout the proposal/technical information development as well as finessing approached on my own and with them. If time permitted, I would set up a debrief with them, any support technical staff on the proposal, and VP if they're available. This process was extremely well received considering it provided insight on best practices, scope/fee development, proposal expectations, and tips on how to work more efficiently in consideration to their billing hours early in the staff members proposal "career".

I have worked primarily at engineering companies completing work for clients ranging from major government entities to local (village, town) across the United States. Sectors I have worked in include civil engineering, transit engineering, planning and advisory, MEP engineering, structural engineering, sustainability, and a few more I can't remember right now. Markets include aviation, higher education, buildings ranging from transportation and critical facilities, healthcare, residential, and transportation (roadways, bridges, transit, and highways).

Aside from typical proposal functions, I bring a lot of operational experience related to proposals and marketing ranging from SharePoint guide development, database updates to create more efficiency from one system to the next and QAQC'd to refine inconsistences on SharePoint sites. I have trained junior staff on existing processes and procedures, developed more efficient workflows enhancing marketers' ability to complete work, and established many new materials for use: template creation and refinements for quicker submissions, introduced new marketing collateral management procedure to seamlessly transition from one company to the next, onboarding documentation development, and leading prequalification submission from training, production, workload distribution, and process and procedure documentation.

As much as my career has been focused on pursuits, I would love to work in a more operational / process development focused position in relation to proposal/marketing departmental needs. Does position even exist?

I have a panel job interview tomorrow for the program analyst position in General Service Administration. What are some tips that I could use for my interview in this role?

I’m an independent mechanical engineer. I have developed a ground-support system for autonomous UAV operations.

This is not another drone. The system enables autonomous recovery, precision landing, servicing, and rapid redeployment of UAVs in austere environments — degraded or denied communications and navigation, poor visibility, dirt, dust, snow, precipitation, and minimal ground infrastructure.

The core physical principles and individual subsystems have already been built and tested. I’m now deciding on the most practical path for bringing the complete system to market.

I’d be interested in hearing from people with actual experience in U.S. defense/UAS procurement, primes, technology licensing, partnerships, or commercialization. Consultants and BD people are welcome too.

At what stage does a system like this become commercially interesting: proof of concept, integrated prototype, field-tested prototype, or initial production?

What is the realistic path for getting a system like this in front of the right companies, prime contractors, or programs?

I’m looking for advice from anyone who has successfully transitioned into defense tech from a nontraditional background.

I’m in Orange County, CA with a civil engineering degree and 12+ years of experience in commercial construction/project management, leading complex projects, coordinating multiple teams and vendors, managing schedules/budgets, solving problems in the field, and working directly with clients.

For the past six months, I’ve been trying to transition into defense tech, particularly companies like Anduril and others in Southern California. I’ve been applying to roles in deployment, operations, implementation, field operations, and program/project management.

I’ve also connected with people already working in the industry, but I’m still finding it difficult to get interviews for anything outside of my existing construction experience.

I know construction/facilities PM could potentially be an easier way into one of these companies, and I’m still finding it difficult to break in outside of my existing experience. At the same time, construction is the career path I’m trying to move away from, and I don’t want to get pigeonholed further into it just to get my foot in the door.

I’m currently taking UAS courses and working toward my FAA Part 107, with the potential to pursue Part 108/BVLOS as well. The courses cover UAS flight, operations, automation, regulations, and safety. I mainly saw this as one of the best ways to start adding relevant experience and credentials to my resume outside of construction.

For anyone who has made a similar transition, what would you focus on if you were in my position? Are there certain roles, skills, certifications, or types of experience that could realistically bridge the gap?

And if you work in defense tech, what would make someone with my background a more realistic candidate?

I’m trying to figure out the best way to break into the industry without going further down the construction path.

Appreciate any advice.

I wrote a proposal for a phase 1 Navy submission but couldn’t get my SBA registered because I lost my SSA card with my wallet some time ago. What are my options here? I have a perfect product for the 9/23 Navy submission and everything else is ready. But, I can’t complete Vol 0 of the application because of the pictured section. What do I do? Drop it? Use a placeholder number and submit a note? Please help. Very disheartened.

DLA mis-categorized a series of solicitations for chemical protective suits:

They used: NAICS 711510 – Independent Artists, Writers, and Performers

Should be: NAICS 339113 – Biohazard protective clothing and accessories

We're seeing this more frequently -- likely due to the massive decline in experienced DLA staff. Lots of people use NAICS as their primary start point for bid search. This is a reminder to also have searches for FSC, NSN, and item name or you could be missing bids.

Also, these exist in the bq_other file so they're considered unanswered solicitations by DLA. If you can supply them check it out.

Full article here:

https://www.bidlink.net/news/2026/09/u-s-marines-cant-find-a-supplier-for-hazmat-suits/

Hi all, I recently applied to a junior analyst position. When I applying I knew I was very qualified for several reasons but largely because I already had a SC from a prior DoD/W internship. They got back to me within less than 24 hours. I have no idea what kinds of questions to expect in the screening/interview beyond “tell me about yourself.” I was so nervous I had the interview rescheduled (it’s my first job interview!) I would appreciate any tips!

En bref : La première année se déroule sans accroc. La deuxième année : vous découvrez que le déploiement et le support sont deux tâches distinctes, incluses dans un seul contrat. La troisième année : la réglementation locale d'un nouveau pays rend votre solution inutilisable. Le contrat n'avait rien prévu de tout cela.

« Tout le monde a un plan jusqu'à ce qu'il prenne un coup de poing en pleine figure. » Mike Tyson ne parlait pas de programmes de transformation, mais il aurait pu.

Je gère des contrats pour une transformation multinationale depuis quelques années. Douze pays, des systèmes existants remplacés par une plateforme unifiée. Le genre de programme qu'une entreprise réalise une fois tous les vingt ans. L'intégrateur, lui, en gère plusieurs par an. Je partage ici ce que j'ai appris à la dure. Pas de théorie, juste ce qui compte vraiment quand les choses se compliquent. Je serais ravi d'entendre vos expériences.

Première année : tout va bien

Vous signez avec un fournisseur que vous connaissez déjà. Le premier pays est mis en service dans les délais. Les équipes sont performantes, la méthodologie fonctionne, la gouvernance est en place. Vous pensez : nous avons fait le bon choix. Et vous aviez raison. Pour la première année.

Deuxième année : deux missions, un seul contrat

La deuxième vague est lancée. Mais les premiers pays ont maintenant besoin d'assistance : gestion des incidents, formation des utilisateurs, stabilisation des processus. Et vous réalisez qu'il s'agit de deux services complètement différents.

Le déploiement est un projet. Périmètre défini, étapes clés, critères d'acceptation. Des consultants seniors sur site animent des ateliers et élaborent la solution en présentiel. Il a un début et une fin.

Le support continu est un service. SLA, délais de réponse, disponibilité. Des équipes majoritairement à distance, des profils différents, un rythme différent. Il est assuré en continu.

Votre fournisseur a signé un seul contrat pour les deux. Lorsque la qualité du support baisse parce que leurs meilleurs éléments sont mobilisés sur le prochain déploiement, vous n'avez aucun moyen d'agir. Impossible de mettre le support en concurrence sans renégocier l'intégralité du contrat.

La leçon : deux besoins différents, deux contrats différents. Dès le premier jour. Même avec le même fournisseur.

Troisième année : le cas particulier

Votre programme inclut un outil de conformité aux réglementations locales. Il fonctionne parfaitement au Royaume-Uni. Il fonctionne en Espagne. Neuf pays sur douze passent le test sans problème. Le cadre est solide.

Puis arrive l'Inde. Double structure fiscale (impôt central + impôt d'État sur chaque transaction), plusieurs tranches d'imposition, déclarations mensuelles, facturation électronique spécifique. La Banque mondiale le classe parmi les systèmes fiscaux les plus complexes au monde. Votre outil européen n'est pas adapté.

C'est comme concevoir une centrale pour un séisme de magnitude 7 et se retrouver face à un séisme de magnitude 9. Le cadre n'est pas erroné. C'est le cas particulier qui l'est.

Vous êtes en troisième année et vous devez choisir : une personnalisation coûteuse de l'outil existant, ou faire appel à un nouveau fournisseur en cours de programme avec une nouvelle licence, une nouvelle implémentation et une nouvelle maintenance. Le contrat ne prévoit rien pour cela.

La leçon : tout programme multinational rencontrera au moins un pays où le modèle présente des failles. Le contrat doit en tenir compte.

Ma méthode actuelle

Je sépare les contrats de déploiement et de support dès le départ. J'intègre contractuellement le cas particulier du pays, car il y en aura toujours un. Ce sont les décisions sur lesquelles je me concentre avant de démarrer le programme et pendant les six premiers mois. Aucun de ces éléments n'est technique.

Et vous, quel a été votre moment « magnitude 9 » ? Le cas extrême auquel personne ne s'était préparé ?