As we enter 2026, the momentum for meaningful transformation in defense space operations has never been stronger. The message from the highest levels of leadership is clear. Secretary of War Pete Hegseth declared in November that “acquisition is now a warfighting function.” And Secretary of the Air Force Troy Meink has described the current focus on acquisition reform as a “generational opportunity.”
Yet, the real test lies ahead. In 2026, the question is no longer what should change, but what will execution actually look like?
2025 – A year of change and preparation
Let’s first look back at the progress that has been made. The past year brought bold steps toward acquisition reform, greater integration of commercial capabilities, and an emerging alignment between strategic vision and operational needs. If acquisition reform were a race car, in 2025 we made performance modifications, redesigning the engine and adjusting the brakes.
Defense satellite communications are entering a new phase defined by flexibility, scale, and the convergence of government ownership and commercial innovation. The Department of War (DoW) and its Allied partners are rapidly shifting toward proliferated, hybrid SATCOM architectures that leverage multi-orbit and multi-band capabilities. The latest model for hybrid SATCOM systems must incorporate advanced command and control (C2) capabilities to manage user terminals, orchestrate networks, and maintain sovereign data control at all times.
Traditional commercial SATCOM acquisition for the DoD relies heavily on Operations and Maintenance (O&M) funding for connectivity services that are fundamentally strategic infrastructure. During my tenure as Commander of the Advanced Concepts Division in the U.S. Air Force, I oversaw the DoD’s satellite networking architecture. Initiatives like the SATCOM Pathfinders recognized these procurement inefficiencies and explored more effective models. The DoW needs to be able to procure data transport in a commercial manner, ensuring the sovereign ownership of capacity through multi-year contracts made with procurement funds.
National space strategies are undergoing a profound transformation, with a broad consensus around common themes. Strategic deterrence, homeland defense, and allied interoperability are converging under an overarching mandate: leverage commercial innovations to build resilient defense capabilities that meet today’s threats. From new international partnership strategies to executive actions promoting commercial integration, the direction is clear – space systems must become more flexible, allied, and data-driven.
Last year demonstrated a broad consensus on the growing importance of public-private partnerships. This acceptance is evident in developments such as the proliferated Low Earth Orbit (pLEO) contract. The commercial space sector is no longer a peripheral supplier; it is now an essential pillar of national security.
Through initiatives such as Telesat’s collaboration with the Canadian Department of National Defence and its Enhanced Satellite Communications Project – Polar (ESCP-P) program, we’re seeing tangible progress in leveraging commercial expertise to meet sovereign defense requirements. This model not only accelerates deployment timelines but also ensures access to innovation cycles far faster than traditional military development paths.
2026 – when the rubber hits the road
With modifications made, 2026 will be the year the race car needs to prove its speed on the track.
- Proof of process execution
Reforms to the acquisition and requirements processes were significant, but structural change alone does not guarantee results. This year, I’ll be watching closely to see whether these reforms have filtered down to the execution level. The Air and Space Forces are overhauling several of their program executive offices and consolidating them into seven new organizations called portfolio acquisition executives (PAEs) to improve performance and speed.
To what degree will the individuals responsible for delivery capacity be empowered and accountable for results? Can we move from aspirational frameworks to real-world outcomes? The success of these reforms will be measured not in memos, but in mission impact. The shift away from rigid, requirements-first models – epitomized by the dismantling of the Joint Capabilities Integration and Development System (JCIDS) – is an encouraging recognition that capability delivery must drive the process.
- Utilizing the SHIELD IDIQ for real Golden Dome outcomes
A particularly telling benchmark will be the use – or lack thereof – of the $151 billion SHIELD IDIQ contract. Historically, large contract vehicles have been established with great fanfare but have seen limited operational follow-through. Especially with so-called “best in class” IDIQs, hundreds or even thousands of companies can win a place on a contract that results in few truly competitive task orders.
Will SHIELD serve as a proper pathway for deploying advanced SATCOM capabilities, or will it become another underutilized procurement shell? The contract presents an opportunity to demonstrate that Golden Dome can be quickly developed into more than a theoretical construct.
- Addressing the “third rail”- PPBE and fiscal uncertainty
Even the best-designed race cars cannot function without fuel. In this case, the fuel is budgetary authority. The Planning, Programming, Budgeting, and Execution (PPBE) process remains one of the most significant bottlenecks to innovation.
Continuing resolutions prevent new starts, stall procurement, and erode future readiness by hindering industry’s ability to invest in government-related capabilities. Whether or not a fiscal year 2026 budget materializes will be a critical factor in determining whether U.S. space capabilities can keep pace with adversarial developments.
- Reinforcing allied readiness and deterrence
Finally, I anticipate a continued urgency around strengthening allied deterrence postures. Space is increasingly seen as the domain where the first shots of a future conflict are likely to occur. The U.S. cannot go it alone.
That’s why I continue to advocate for “allied by design” strategies that build in interoperability from the ground up. Canada’s progress with its own next-generation space programs is a promising signal, and I believe greater multilateral coordination, both in policy and technology, will define strategic success in the space domain.
2026 will be a consequential year for military space
In 2026, the focus should no longer be on diagnosing problems or drafting reforms – we’ve done that. The real challenge now is execution. At Telesat Government Solutions, we’re committed to being part of the solution, offering resilient, secure, and interoperable SATCOM infrastructure that meets the mission today and into the future.
Our adversaries are trying to lap us. We need to get out of the pits and onto the track.
