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Description: The next generation of America’s air traffic system will not be built by one company. It is becoming an ecosystem of government agencies, system integrators, radar manufacturers, software companies and aviation technology specialists. The future system is an ecosystem The next generation of U.S. air traffic management will not arrive as one giant machine delivered by one vendor. The FAA is assembling a network of capabilities: communications, surveillance, automation, software, facilities and data services. Each has to meet government requirements and operate inside a safety-critical environment. That makes the role of a systems integrator unusually important. Integration is the work between the headlines: making sure different products, networks and software services exchange information correctly, that deployments are sequenced, and that the finished system behaves as one operational environment. Peraton and the integration challenge In December 2025, the FAA selected Peraton as the Prime Integrator for BNATCS. The FAA describes the role as centralized leadership over the modernization effort, including coordination of technology acquisition and deployment across the National Airspace System. The distinction matters. A prime integrator is not simply another equipment supplier. The job is to coordinate a portfolio of suppliers and capabilities while keeping the overall architecture, schedule, interfaces and operational continuity aligned. In a program as distributed as BNATCS, that coordination function can be as important as any individual piece of hardware. read Full Article: https://medium.com/@stevecarteraviator/who-controls-the-future-of-air-traffic-management-ab83b6ace18e

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Tag: Aviation, Air Traffic Control, Aerospace Technology, FAA, Technology

Description: There is an uncomfortable reality in federal contracting that deserves more scrutiny: large government contractors can use their financial and political influence to shape the environment around major acquisition decisions. Companies such as Leidos have the resources to fund sophisticated lobbying, public affairs, political engagement, industry advocacy, and media strategies. Individually, these activities may be perfectly legal. Collectively, however, they can create enormous pressure around government acquisition decisions. That should concern taxpayers and government leaders alike. When a contractor dislikes an agency's acquisition strategy or believes a procurement threatens its incumbent position, the appropriate response is to compete. Make the better technical argument. Offer better value. Demonstrate superior performance. What should not determine the outcome is who has the biggest lobbying budget, the strongest political relationships, or the greatest ability to manufacture outside pressure on an agency. Using Congress, the media, industry groups, or public campaigns to influence the environment surrounding an active procurement risks turning federal acquisition into a contest of political leverage rather than merit. And the advantage is obvious. A multibillion-dollar incumbent can spend amounts on influence and advocacy that smaller competitors simply cannot match. If that spending can change the political calculus surrounding an acquisition, then companies are no longer competing on a level playing field. This is bigger than any single contractor. It is about protecting the integrity of the federal procurement system. Government contracts should be awarded based on mission capability, past performance, innovation, competition, and value to the taxpayer, not because one bidder has enough money and influence to make an acquisition decision politically uncomfortable. If a contractor cannot win on the merits, it should not be able to win through pressure. Federal contracts should be won in the evaluation room, not through political influence.

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Tag: FAA, Aviation, USA Aviation, Trumps