Suggestions
Jim Perkins
Transforming national security through products, people, and policy for AI and cloud
Jim Perkins is a U.S. Army Reserve officer and a product manager at GigEagle, a Defense Department initiative designed to leverage the civilian skills of military personnel through a secure talent marketplace. He has an extensive background in national security, innovation, and technology, with prior roles including service in the Army's 75th Innovation Command and leadership positions in organizations like Salesforce and Amazon Web Services. Perkins served 11 years on active duty in the Army as an engineer officer, earning distinctions such as the Bronze Star and Meritorious Service Medal. He holds a B.S. from West Point and an M.B.A. from Georgetown University and is also active in non-profit organizations focused on defense innovation and mentorship.123
Highlights
"I'm calling from the Chief of Staff of the Army's office about your article."
Every time I publish an article, I know there is a risk of ruffling feathers with senior leaders. Fortunately, this call was not a bad call. Instead, a colleague was calling to let me know that my recent article at Modern War Institute at West Point about GigEagle and the DoD’s agile talent ecosystem had been included in GEN George's recommended articles for August. (Zachary Griffiths trying to give me a heart attack over here. 😂)
If you've got a bold idea for how to improve the profession, get in the arena and write.
In May, I announced that I was taking a 2.5 month military assignment to help launch GigEagle across the DoD. In that post, I also mentioned using the opportunity to get back to professional writing about military talent management. Super proud to be back today with a by-line at War on the Rocks along with Mike McGinley!
"Agile talent management across the joint force" is a concept that many will struggle to understand when they've spent 20, 30, or 40 years in a system focused on skill codes and billets.
"In 2024, the U.S. military has almost no idea how many people in its ranks can fly drones, write software, or perform countless other civilian skills that lack official military codes. Existing personnel systems cannot fathom having expertise outside of one’s primary occupation, so the reserve components of the armed forces — and even many active or civilian members — are not fully valued. Even when they have skill codes, services and components create talent silos — inefficiencies that are no longer acceptable. Military personnel bureaucracy usually lags society, but the department ought to treat talent management like a modernization priority and demand better."
"When the department does track talent, service silos create artificial inefficiencies — shortages in one service that can be filled by excesses in another. America is one nation with one Defense Department, and a truly joint force would allow for easy cross-service collaboration. Instead, the department needs to embrace “beyond team” talent and “extreme teaming.” The Navy or Space Force should be able to tap an infantryman in the National Guard with civilian expertise in data science for a few days or weeks to create analytics dashboards, but current policies for approval, funding, and compensating such scenarios are severely restricted or, at best, unclear and outdated. Specifically, the department needs to address outdated policies that emphasize year-long mobilizations and lock out the Individual Ready Reserve."
Defense Entrepreneurs Forum Defense Innovation Board Defense Innovation Unit (DIU) Kris Saling Jay Long Craig Robbins Charles Stewart Chaveso Cook, Ph.D. Chuck Kubik Ryan Pallas Eric Rahman
