On distant battlefields, where lives are decided in seconds and every advantage is the difference between success and failure, technology is the warfighter’s greatest ally. Soldiers, sailors, airmen, and marines face enemies seen and unseen, navigating landscapes shaped by uncertainty. In these moments, their survival hinges on the strength of the tools in their hands — the unmanned drones overhead, the armor protecting their bodies, and the communication systems connecting them to their command. But behind every piece of cutting-edge technology stands a network of innovators, small businesses fueled by ideas, yet often lost in the labyrinth of defense procurement.
For decades, the Department of Defense’s Mentor-Protégé Program has served as a bridge, linking the bold ideas of small firms to the immense needs of the battlefield. These partnerships turn innovation into reality, ensuring that the next leap in technology reaches the warfighter. Yet, as with any crucial program, it faced its own battle for survival — one that would test its very existence against the shifting priorities of Congress and the demand for accountability.
Reauthorization was not just a hurdle — it was a reckoning. When Nick Harrison joined the Office of Small Business Programs as a contractor, the Department of Defense’s Mentor-Protégé Program stood at the edge of a precipice. Similar programs had already been consolidated under the Small Business Administration, and Congress was circling, questioning the effectiveness of the last remaining independent program. Criticism mounted from the House and Senate Armed Services Committees, who wanted to know why this program deserved to survive.
The program faced recurring skepticism with every reauthorization cycle, as it was never granted permanent status. Lawmakers were growing tired of approving a program that had to justify itself every few years. On top of that, it was the only one of its kind that funneled federal dollars directly to large contractors to mentor smaller businesses — an approach that now stood out like a sore thumb. Was it still worth the investment? Did this model still make sense in an era when other mentor-protégé programs had been streamlined?
Time was running out. Consolidation loomed as an obvious path for Congress, and if the program couldn’t justify its unique structure and funding, it risked being swallowed up by the SBA like the others. The challenge was not simply to argue for reauthorization — it was to prove that the Mentor-Protégé Program was irreplaceable, that its independence and funding model provided tangible benefits that no other structure could replicate.
Harrison entered the fray at a critical moment. The future of the program hung in the balance, as Congress pressed for answers on why it should continue, why taxpayer dollars should still fund it, and whether it had outlived its purpose. It wasn’t just about getting approval for another few years; it was about navigating intense scrutiny, overcoming political headwinds, and providing a vision that ensured the program’s survival in a climate increasingly hostile to federal spending. Harrison’s task was clear: save the program, or watch it disappear.
The Department of Defense’s Mentor-Protégé Program was born in the crucible of war. Signed into law by President George H.W. Bush during the First Gulf War, it was the first federal mentor-protégé program of its kind — a beacon of innovation, conceived at a time when maintaining the warfighter’s edge on the battlefield was not just a priority but a necessity. In contrast to other mentor-protégé programs scattered across the federal landscape, DoD’s initiative had a mission that transcended mere economic development. It was about survival, about bringing critical technologies and capabilities to the battlefield.
While other programs sought to fuel local economies, often driven by the goal of job creation and business expansion, the DoD’s Mentor-Protégé Program was focused on a far greater objective: national security. It wasn’t about simply growing businesses; it was about finding the small innovators, the professors in university labs and the startup founders who had groundbreaking ideas but lacked the infrastructure to navigate the defense procurement labyrinth. These were the businesses that could spark the next leap in defense technology, and they needed a lifeline to connect them with the juggernauts of the defense industry.
What made this program unique was its ability to bridge that gap. It didn’t just throw money at problems — it created partnerships, linking small, nimble innovators with the experience and resources of larger defense contractors. In this way, it did more than strengthen small businesses; it built the capacity to deliver real innovation into weapon systems that would give American forces an undeniable advantage. The program allowed these small businesses to enter the defense industrial base, a realm they would otherwise struggle to access, and make meaningful contributions to the country’s military strength.
Take, for example, technologies like advanced materials for armor or cutting-edge communications systems, born in small labs but essential for keeping soldiers safe and connected in hostile environments. These innovations don’t appear in the field overnight. They require years of development, rigorous testing, and the backing of established defense contractors who understand the intricacies of military requirements. Without the Mentor-Protégé Program, many of these small businesses would lack the resources or access to make their ideas a reality on the battlefield. The program didn’t just nurture businesses; it delivered life-saving technologies to warfighters when they needed them most.
This was the heart of the Mentor-Protégé Program. It wasn’t about broad economic growth — it was about keeping soldiers on the front lines equipped with the latest and most effective technologies. Whether it was unmanned systems, advanced sensors, or breakthroughs in cybersecurity, the program ensured that innovation reached the warfighter. The stakes were high, and the mission clear: bring cutting-edge technology from the lab to the battlefield, ensuring that America’s warfighters had the tools they needed to prevail.
Harrison began by delving deep into the program’s origins. He pulled up the original legislation from the First Gulf War, examining the intent behind its creation. This was not just about understanding where the program had been, but about arming himself with the knowledge necessary to defend its future. By tracing the program’s roots, Harrison could better anticipate the challenges it would face under scrutiny.
Next came a thorough review of Congressional committee reports. The criticisms were clear, documented year after year, and Harrison poured over them with precision. Each report offered insights into how the program was being viewed by lawmakers and where its weaknesses were perceived. This groundwork became the foundation upon which the next steps would be built.
Armed with the knowledge of Congress’ concerns, Harrison and his team meticulously crafted changes to address each one. This wasn’t just about checking boxes — it was about reshaping the program to ensure its survival. The adjustments weren’t surface-level fixes but strategic shifts that demonstrated the program’s responsiveness and relevance in a changing defense landscape.
With this plan in hand, the next move was to ensure buy-in. Harrison set up regular meetings with the program managers across each military service and defense agency. These meetings were critical in securing feedback and alignment from those who handled the day-to-day agreements. Their perspectives not only informed the changes but helped shape them into something the entire defense community could rally behind.
To further fortify the program’s case, Harrison turned to hard data. The Government Accountability Office had been tasked with a new study by Congress, but Harrison didn’t wait. He pulled prior GAO reports, looking for trends and indicators that could support the program’s ongoing effectiveness. From there, his team began gathering success metrics, focusing on employment growth and contract awards among participants.
What emerged was a powerful narrative of success, drawn from real numbers and real stories. Using data from Nunn-Perry Award winners, Harrison highlighted standout performers, showing how small businesses had not only survived but thrived under the program. This data would form the backbone of the argument for reauthorization, giving Congress irrefutable proof of the program’s value.
Once the metrics were in hand, the next step was to present them in a way that resonated. Harrison and his team distilled the program’s achievements into a quad chart — a visual representation that clearly outlined the program’s key successes. This wasn’t just a data dump; it was a strategic tool designed to tell the story of the program’s impact, backed by numbers, success stories, and the narrative of innovation.
The quad chart highlighted more than just contracts and employees. It showcased the ripple effect of these partnerships — how small businesses had integrated into the defense industrial base and how their contributions were impacting the warfighter. It was a succinct, powerful message designed to win over even the most skeptical lawmakers.
As the twenty-five-year anniversary of the program approached, Harrison took the lead in organizing a large conference in Atlanta. This event wasn’t just a celebration; it was a statement. Bringing together over 400 participants, including program managers, contracting officers, educators, and businesses, it was a show of force demonstrating the program’s reach and importance.
The conference featured training sessions, networking opportunities, and moments of recognition, celebrating the legacy of the program and the innovation it fostered. It was more than an event — it was a rallying point, a moment to bring the entire defense community together and underscore the value the Mentor-Protégé Program continued to provide after a quarter-century of service.
The efforts to preserve the Department of Defense’s Mentor-Protégé Program proved successful, not only in securing its reauthorization but in safeguarding its independence. Congress saw fit to maintain the program’s unique structure, recognizing the value of direct partnerships between small innovators and larger defense contractors. In 2018, an additional $8.5 million was allocated to the program, a testament to its critical role in strengthening the defense industrial base. What began as a pilot program during the First Gulf War had now firmly entrenched itself as a vital component of DoD’s procurement strategy.
The program has not just survived; it has grown, evolving into a cornerstone of the Department’s efforts to engage small businesses. A recent study by the Defense Business Board confirmed its ongoing impact, showing how the Mentor-Protégé Program helps small firms navigate the complex world of defense contracting through the guidance of larger, more experienced companies. The program’s design — allowing mentors to provide financial and technical assistance, including noncompetitive subcontracts and loans — continues to be instrumental in fostering these relationships.
From 2012 to 2021, surveys conducted by the Defense Contract Management Agency highlighted significant gains for protégé firms. Revenues, contract awards, and employment figures all saw substantial increases, a clear indication of the program’s effectiveness. Today, more than half of the 1,200 former protégés remain suppliers to the Department of Defense, contributing approximately $4 billion in small business contracts annually. These firms, representing around 5% of the DoD’s total small business contracting base, continue to play an essential role in keeping the warfighter equipped with cutting-edge technology and services.
The current protégé contracts, totaling about $162 million, are more than numbers — they represent the direct impact this program has on the defense supply chain. By empowering small businesses, the Mentor-Protégé Program has ensured that the warfighter remains ahead of the curve, armed with innovations born from partnerships fostered through this initiative. The tools of tomorrow’s battlefield — advanced sensors, unmanned systems, and revolutionary materials — are being developed today by companies that once needed a mentor to find their place in the defense industrial base.
The Mentor-Protégé Program has done more than help small businesses succeed; it has delivered critical capabilities to the warfighter. By fostering innovation, building resilient supply chains, and ensuring that small businesses can thrive in the defense industry, the program has safeguarded America’s military advantage. Its legacy is not just in the contracts awarded, but in the technologies and expertise it has brought to the battlefield, ensuring that American forces remain unmatched in capability and preparedness.