National Security Innovation & Growing a business after 32 yrs in the Military with Pete Newell

Pete Newell, a retired army colonel turned CEO of BMT, discusses his transition from military to civilian life and his multifaceted current role. As CEO, he focuses on innovation and entrepreneurship management within large organizations and as an early-stage tech accelerator, he supports companies with both commercial and national security applications. He also touches on the challenges of working with the government and the evolution of his company, BMT, over the years.

Pete Newell delves into the difficulties of engaging with government entities and the evolution of his company, BMT. He emphasizes the importance of understanding the real problems within the national security space and the need for adaptation and learning from failures. Newell also highlights the significance of risk assessment and the ability to pivot, as demonstrated by the various iterations of BMT.

Pete Newell talks about the expansion of the 'Hacking for Defense' program across universities in the U.S., UK, and Australia, highlighting its success in engaging students, military personnel, industry, and academia. He discusses the importance of balancing the needs and expectations of these diverse groups and the bureaucratic challenges faced in establishing such a widespread program.

Newell emphasizes the role of thought leadership in driving business success, discussing the process of sharing insights and learnings to foster a community of thought. He also addresses the challenge of depersonalizing success and failure, advocating for a focus on reputation and the iterative process of trial and error in business development.

Pete Newell explores the concept of credibility marketing, where the focus is on establishing a strong reputation through thought leadership rather than traditional sales tactics. He discusses the various levels of engagement, from social media interaction to publishing in prestigious journals, and the importance of being able to articulate and embody the value of one's company.

Newell discusses the importance of mentorship and seeking external perspectives to drive innovation and growth within a company. He shares his experiences with Steve Blank, emphasizing the value of honest feedback and the willingness to engage in challenging dialogues that can lead to significant business insights and adjustments.

Pete Newell connects the dots between establishing thought leadership and generating revenue, explaining how a company's reputation and intellectual contributions can lead to business opportunities. He stresses the importance of focusing on delivering value and the organic growth that comes from being recognized as a thought leader in the industry.

Newell identifies a gap in the government's approach to innovation, suggesting that without a clear doctrine or framework, innovation efforts are fragmented and ineffective. He discusses the need for a systematic approach that provides a common understanding and supports innovation professionals within the government.

In the final paragraph, Pete Newell discusses the Red Queen Conference, an initiative aimed at fostering innovation within the government by bringing together diverse stakeholders. He reflects on the importance of creating a space for dialogue and the development of an innovation doctrine that can guide and support innovation efforts across different sectors.