There are a number of functions that contractors can perform, often at less cost than uniformed personnel, but not all tasks. And I think … where we get it wrong is because of force management levels or other factors we seek contractors to perform inherently military tasks.
One example is aviation maintainers, especially in the Army and Air Force. The Air Force has hired temporary contractors to offset its 4,000 airmen maintainer shortage, even as the force will up its end strength from around 265,000 to 290,000 airmen.
Military contractors have played a critical role in building infrastructure, maintaining aircraft, and providing security or medical care in combat zones over the past decade and a half but some members of Congress say the time has come to give those jobs back to military personnel ...and some retired generals agree.
Troops' skill sets and training time are waning because of the "complex and costly approach" to keeping contractors in such places as Iraq and Afghanistan, while military assets are shuffled to other locations for a quick temporary duty assignment with no gain.
It takes about 500 to 600 civilian contract personnel to maintain "a brigade's worth of aircraft" at about $100 million a year.
Between 2001 and 2021 the U.S. spent around $5 trillion on contractors in Iraq and Afghanistan with proved to provide strategic gains. The missions contractors' support became a lot more difficult to measure "at the granular level,".
Military contractors have had a great reputation in terms of responsiveness, but some have had some bad experiences in terms of flexibility.
The contractor issue is one that deserves lots of studies… and in my view, there is an absolutely appropriate role for contractors in combat theaters" in lieu of a uniform capability. I would not discount their role in a wide variety of functions.
A newly surfaced federal lawsuit is reigniting one of the most controversial allegations to emerge from the war in Yemen—that a team of American military veterans was recruited to carry out targeted assassinations on behalf of the United Arab Emirates.
At the center of the case is Anssaf Ali Mayo, a Yemeni politician who claims he was the target of a December 2015 assassination attempt in Aden. His lawsuit alleges that a privately run U.S. team—made up of former elite operators—was deployed to eliminate political figures under the guise of counterterrorism.
According to court filings, the American team was handed a “23-man hit list” shortly after arriving in Yemen. The list reportedly included names and photographs of individuals identified as targets.
The lawsuit claims the list was provided by a uniformed Emirati officer, suggesting direct state involvement. Earlier investigative reporting—most notably by BuzzFeed News—described a nearly identical detail: a set of “23 cards,” each containing a face, name, and limited intelligence on the target.
While the exact circumstances of the handoff differ between accounts, the consistency of the “23 targets” claim across sources has become a focal point of the case.
The Team Behind the Operation
The lawsuit names several former U.S. servicemen, including Abraham Golan, Isaac Gilmore, and Dale Comstock. The group is alleged to have operated under a private entity known as Spear Operations Group.
According to the complaint, the operation was structured as a paid contract, with the team receiving roughly $1.5 million per month, plus bonuses tied to successful killings.
Golan has previously been quoted in media reports acknowledging the existence of a “targeted assassination program” in Yemen, though the legal implications of those statements remain unresolved.
The Attempt in Aden
The first mission, according to the lawsuit, targeted Mayo at a political party office in Aden. The plan allegedly involved detonating explosives to kill everyone inside, followed by small-arms fire to eliminate survivors.
Mayo survived the attack and later fled the country.
His legal team argues the operation was not a lawful military action but an attempted extrajudicial killing—potentially constituting a war crime under international law.
A War Within a War
The allegations unfold against the backdrop of Yemen’s complex civil war, where regional powers—including the UAE—have conducted counterterrorism operations against extremist groups.
The UAE has denied wrongdoing, maintaining that its actions in Yemen were conducted legally and in coordination with allied governments. Officials have consistently framed their role as part of broader counterterrorism efforts, not political repression.
However, human rights organizations and investigative reports have long raised concerns about the use of proxy forces, secret detention sites, and targeted killings in southern Yemen.
Legal and Strategic Implications
The lawsuit, filed in a U.S. federal court, raises serious legal questions:
Can U.S. citizens be held liable for participating in foreign-directed assassination programs?
Did the operation violate U.S. laws governing military services abroad?
Were the targets legitimate combatants—or political opponents?
If proven, the case could expose a gray zone in modern warfare: the outsourcing of lethal operations to private actors operating across national lines.
It also underscores a broader trend in global conflict—the increasing role of private military contractors in missions that blur the line between warfare, intelligence, and covert action.
What Comes Next
For now, the allegations remain just that—claims laid out in a civil complaint, not yet tested in court. The defendants are expected to challenge both the facts and the jurisdiction of the case.
But regardless of the legal outcome, the story has already reopened a deeper conversation about accountability in modern conflict—particularly when state power, private contractors, and covert operations intersect.
In Yemen, where the lines of war have long been blurred, this lawsuit suggests there may have been another layer entirely: a shadow campaign where names were handed over, and missions began before the world ever knew they existed.
When Andrew Milburn launched The Mozart Group in early 2022, the mission was straightforward—bring Western military experience into Ukraine and help train forces preparing for a rapidly escalating war. Built as a small team of veterans, the group entered Ukraine just weeks after the invasion, operating in areas where time, structure, and safety were all limited.
The organization quickly gained attention. Western media framed it as a counterbalance to Russia’s Wagner Group, highlighting its focus on training, evacuations, and support rather than combat. Teams moved between Kyiv and the eastern مناطق, working directly with Ukrainian units that often had only days to prepare before returning to the front. The work was fast, compressed, and conducted close enough to the battlefield that traditional distinctions between training zones and combat zones didn’t really exist.
Despite its visibility, the Mozart Group remained a small operation. At its peak, it consisted of only a few dozen personnel, with each team requiring significant funding to sustain movement, equipment, and operations. Unlike established defense contractors, it lacked long-term contracts or institutional backing, relying instead on private funding and a loosely structured support network.
That structure became one of its biggest weaknesses. The organization operated as a limited liability company while also receiving support through a nonprofit effort, creating confusion about how it was funded and managed. Internally, disagreements between leadership began to grow, eventually escalating into legal disputes between Milburn and co-founder Andrew Bain. The conflict exposed deeper issues—unclear authority, financial strain, and a lack of cohesion behind the scenes.
By early 2023, those internal problems overtook the mission. Funding declined, operations slowed, and leadership disputes made it increasingly difficult to maintain focus. The group ultimately shut down less than a year after it began, not because of failure in the field, but because the structure supporting it could not hold together.
The Mozart Group’s short run in Ukraine highlights a larger shift in how contractor-style operations function in modern conflicts. Unlike Iraq or Afghanistan, Ukraine offers no stable framework for private support. Instead, it demands small, adaptable teams operating in real time, often without the backing or structure needed to sustain long-term operations.
Its rise showed how quickly experienced personnel can make an impact. Its fall showed how difficult it is to maintain that impact without a solid foundation behind it.
IRAN — The U.S. Department of Defense is urgently searching for private contractors capable of delivering prefabricated, hardened shelter systems to protect American personnel as operations against Iran intensify. The request, issued through a “sources sought” notice, highlights the Pentagon’s need for transportable bunkers designed to withstand blast, fragmentation, and ballistic threats.
Contractors are being asked to submit delivery timelines for 3, 15, and 30 days, signaling a strong push for rapid deployment. The shelters must be ready-made and capable of immediate transport to the Aqaba Air Cargo Terminal in Jordan, a key logistics hub supporting U.S. operations in the region.
This move comes as recent attacks—including drone and missile strikes—have exposed vulnerabilities in existing infrastructure, much of which still relies on outdated T-wall barriers and temporary structures. Defense officials and analysts note that many current shelters offer limited protection against modern threats, particularly top-down drone attacks and ballistic missiles.
The notice itself does not guarantee a contract award but is designed to assess industry capability. However, it clearly reflects a broader shift toward faster procurement and improved force protection, as the Pentagon looks to quickly adapt to evolving battlefield threats across the Middle East.
DIEGO GARCIA — A company out of Herndon, Virginia, Serco Inc. was awarded a $9,280,904 contract modification for operations and maintenance support of the Ground-based Electro-optical Deep Space Surveillance System, bringing the total contract value to $58,861,469.
“Serco’s continued role in maintaining deep space surveillance systems highlights ongoing demand for contractors in space domain awareness, electro-optical systems, and mission-critical infrastructure. Opportunities tied to this contract may include engineers, satellite communications specialists, systems technicians, and operations support personnel supporting global tracking sites.” — POC
Work will be performed in Socorro, New Mexico; Diego Garcia, British Indian Ocean Territory; and Maui, Hawaii, and is expected to be completed by April 30, 2027.
GLOBAL — A contract valued at up to $77,086,927 has been awarded to support global communication connectivity for U.S. senior leaders across operational and executive airlift aircraft. The effort includes multi-orbit, multi-frequency airborne commercial satellite communications (COMSATCOM) services, integrated with terrestrial networks and centralized system control.
“This award to L3Harris Technologies highlights the growing demand for advanced C4ISR and COMSATCOM capabilities supporting high-level government mobility, the contract opens opportunities for satellite communications engineers, network operations specialists, avionics technicians, cybersecurity professionals, and program managers supporting global airborne connectivity missions.” — POC
Work will be performed globally, supporting both fixed-wing and rotary-wing aircraft, with performance scheduled through October 31, 2028. The contract includes full integration of multiple communications systems into a unified “single pane of glass” interface, enhancing operational efficiency and command-level connectivity.
UKRAINE — When former U.S. Marine officer Andrew Milburn arrived in Ukraine in the early stages of the war, his role was not to fight on the frontlines, but to prepare others for it. As the founder of The Mozart Group, Milburn assembled a small team of Western military veterans focused on training Ukrainian forces under rapidly evolving battlefield conditions.
Unlike traditional contractor environments seen in Iraq or Afghanistan, Ukraine offered no structured framework for private military support. There were no large operating bases, no extended training cycles, and no clear separation between frontline and rear areas. Ukrainian units often rotated in for only short periods, requiring Milburn’s team to compress weeks of instruction into just a few days. Training typically focused on small-unit tactics, weapons handling, and battlefield medical care—skills that could immediately impact survivability.
Milburn was also deliberate in positioning his organization. The Mozart Group avoided direct participation in combat operations, distinguishing itself from entities such as the Wagner Group. Its personnel were not deployed as assault elements but rather as force multipliers, providing instruction and limited support functions such as civilian evacuations and aid delivery in contested areas. This distinction was not only philosophical but also legal, as operating too close to combat roles could shift perception toward mercenary activity under international and domestic law.
Despite its mission clarity, the operating environment presented ongoing challenges. Ukraine attracted a wide range of foreign volunteers, many of whom arrived without the experience required for high-intensity conflict. This created additional risk for both trainers and Ukrainian units, forcing teams like Milburn’s to balance instruction with assessment and the management of expectations. The battlefield itself added further complexity, with training often conducted within range of artillery and under constant surveillance from drones.
While the Mozart Group gained attention as a Western counterpart to Russian private military elements, it remained a relatively small and resource-intensive organization. Reports indicate that the group operated with a limited number of personnel and relied heavily on external funding to sustain its activities. Over time, internal disagreements and leadership disputes began to impact cohesion, ultimately contributing to the organization’s dissolution. The group’s end was not driven by operational failure on the ground, but by structural and managerial challenges behind the scenes.
Milburn’s experience highlights a broader shift in how contractor roles are evolving in modern conflict zones. In Ukraine, the traditional model of large-scale contractor support has been replaced by smaller, adaptive teams operating in proximity to active combat. These roles blur the lines between training, advisory support, and humanitarian assistance, requiring a level of flexibility not typically seen in previous theaters.
The story of the Mozart Group reflects both the potential and the limitations of this model. While its impact on Ukrainian training efforts was notable, its short lifespan underscores the difficulty of sustaining independent contractor operations in a high-intensity, politically sensitive environment.
UKRAINE — The evolution of modern warfare is accelerating, and Erik Prince is positioning himself at the center of it once again—this time not with boots on the ground, but with autonomous systems in the sky.
Prince is now backing Swarmer, a defense technology company focused on developing AI-powered drone swarms. The platform has already been tested in real combat conditions in Ukraine, where low-cost drones have reshaped how battles are fought across the frontlines.
Unlike traditional military systems that rely on expensive, single-use platforms, Swarmer’s approach centers on deploying large numbers of small, coordinated drones that can operate as a unified network. These swarms are designed to handle surveillance, targeting, electronic warfare, and even strike operations—often at a fraction of the cost of conventional weapons.
The model is simple but disruptive: instead of relying on million-dollar missiles or high-value assets, militaries can deploy dozens—or even hundreds—of expendable drones that overwhelm defenses through scale and coordination. This shift toward “attritable” systems is already proving effective in Ukraine, where rapid deployment and adaptability have become critical on the battlefield.
For Prince, the move represents a clear evolution from his earlier role in private military contracting. Rather than focusing on manpower-heavy operations, this new strategy leans into technology as a force multiplier—reducing reliance on large contractor footprints while increasing operational reach through automation.
“Drone swarms and autonomous systems are quickly becoming the backbone of modern conflict,” a POC assessment notes. “Companies operating in this space are not just supporting missions—they’re redefining how they’re executed, creating new demand for skilled operators, analysts, and technical support roles.”
That shift is already creating ripple effects across the contracting world. Demand is growing for drone operators, intelligence analysts, electronic warfare specialists, and field technicians capable of maintaining and deploying these systems in austere environments. Unlike traditional roles, many of these positions blur the line between defense contracting and advanced technology sectors.
While the long-term implications are still unfolding, one thing is clear: the battlefield is changing. And as autonomous systems continue to prove their value in Ukraine, companies like Swarmer—and backers like Erik Prince—are helping shape what comes next.
The GLOBALCAP contract serves as the State Department’s principal vehicle to advance global peace and security by building partner capacity. It was conceived to consolidate earlier programs (such as the AFRICAP III and GPOI contracts) into one comprehensive mechanism.
In essence, GLOBALCAP is designed to support U.S. foreign policy objectives by helping foreign governments and regional organizations prevent, manage, and resolve conflicts, thereby bolstering peace and regional stability. The focus is on providing a ready means for bureaus across State to order services that strengthen partner nations’ capabilities in security and peacekeeping operations outside the continental U.S. (OCONUS).
Contract Type, Duration, and Value: GLOBALCAP is structured as a multiple-award Indefinite Delivery/Indefinite Quantity (IDIQ) contract. It has an ordering period of up to 10 years (starting around July 2025) and a total ceiling value of $5 billion. Being an IDIQ, work is issued via task orders over time, and the government is not obligated to spend the full $5 billion – each awardee is guaranteed only a minimum order (reportedly $25,000) while actual spending will depend on mission needs. The contract allows flexibility in pricing; it is a hybrid vehicle with both firm-fixed-price and cost-reimbursable line items to accommodate the varied nature of tasks. This structure enables a broad range of activities and funding arrangements under one umbrella contract.
Award Structure (Pools): GLOBALCAP was competed in two separate pools to broaden participation:
Full & Open Pool (unrestricted): 8 contracts awarded to large businesses.
SDVOSB/WOSB Pool: 8 contracts awarded in a pool set aside for Service-Disabled Veteran-Owned Small Businesses (SDVOSB) and Women-Owned Small Businesses (WOSB).
This dual-pool structure ensures that both major integrators and qualified small businesses have opportunities to contribute. Notably, the government originally anticipated 3–5 awards in each pool, but ultimately 16 companies (8 in each category) were selected in June 2025. This reflects strong competition and the inclusion of a diverse mix of contractors. The partial small-business set-aside means certain task orders (especially smaller ones below a threshold, e.g. under $3 million as indicated in synopsis) will likely be competed only among the small-business pool, ensuring those firms get a fair share of work.
Contracting Offices: The GLOBALCAP vehicle primarily supports the Bureau of African Affairs, Office of Regional Peace and Security (AF/RPS) and the Bureau of Political-Military Affairs, Office of Global Programs and Initiatives (PM/GPI). These offices are responsible for security cooperation programs – AF/RPS manages peacekeeping and security capacity-building in Africa, while PM/GPI oversees global peace operations initiatives. The contract is expected to be a critical tool for these bureaus over the next decade in implementing training missions, equipping partner forces, and constructing facilities in support of peacekeeping and conflict-prevention programs.
Scope and Services
Overview of Services: GLOBALCAP covers a wide range of advisory and capacity-building services. Broadly, the scope spans five core areas, which can be summarized as follows:
Training, Mentoring and Monitoring: Designing and delivering training programs to build the skills of foreign military, police, and civil security forces. This includes tactical training (e.g. peacekeeping operations, counter-terrorism drills, medical training like T-CCC), developing instructor cadres (“train-the-trainer” programs), and mentoring foreign units through on-the-job guidance. It may also involve monitoring and evaluation of cease-fire agreements or program outcomes. The aim is to enable partner nations to independently sustain peace and security operations. For example, task orders could place teams of trainers in a country to mentor its peacekeeping battalion or to stand up an armed forces training center.
Logistics Support Services: Providing comprehensive logistics and operational support in the field. This can include life support (food, potable water, billeting), fuel supply and distribution, ground and air transport/airlift, vehicle maintenance, equipment repairs, and communications support. Contractors must be capable of deploying to austere environments and keeping operations running. Medical evacuation (MEDEVAC) support and expeditionary healthcare may also fall under logistics. Essentially, this area ensures that training missions and peacekeeping support teams have the necessary sustenance, transportation, and maintenance to operate effectively in remote locations.
Equipment Procurement and Supply: Sourcing and delivering a variety of non-lethal equipment to partner nations. Under GLOBALCAP, contractors will help purchase and field items such as vehicles (e.g. cargo trucks, fuel tankers, armored personnel carriers), power generators, communications gear (radios, satellite systems), night vision devices, personal protective equipment (PPE), medical equipment, tents and shelters, and unmanned aerial surveillance systems. Essentially, the contract enables the State Department to equip foreign security forces with the material needed for peacekeeping and humanitarian operations. Task orders might involve procuring and shipping fleets of 4x4 vehicles to African armies, outfitting a peacekeeping training center with IT and communications equipment, or providing engineering tools and generators for deployed units.
Construction and Engineering Services: Performing design and construction of facilities, as well as infrastructure rehabilitation. This includes building or refurbishing training bases, barracks, depots, airfields, shooting ranges, operations centers, and even maritime structures (such as small port or pier improvements for maritime security training). Construction under GLOBALCAP can range from permanent vertical construction (e.g. command headquarters, classrooms) to semi-permanent or temporary structures and renovation of existing facilities. The focus is on enabling training and operational capacity – for example, constructing a regional peacekeeping training center or improving a nation’s military academy infrastructure. Contractors may need to deploy engineering teams and manage local subcontractors to deliver these projects in developing countries.
Property and Facilities Maintenance: Supporting the upkeep and operations of facilities and equipment provided. After construction or delivery, maintenance support ensures longevity – tasks could include facilities management, generator upkeep, depot-level maintenance of vehicles, and supply-chain management for spare parts. This facet ensures that partner nations can sustain the capabilities after initial delivery. For instance, a task order might fund contractors to mentor and assist a partner country’s logistics corps in maintaining equipment (vehicles, communications, etc.) donated through the program.
All these service areas are meant to be broad and flexible, allowing task orders to cover one or multiple areas as needed. For example, a single task order in a country could involve delivering equipment, training personnel on its use, and constructing the storage facilities for that equipment – all under the same contract vehicle.
Regional Focus: The GLOBALCAP contract prioritizes work in sub-Saharan Africa. Many task orders will likely support African partner countries’ military and peacekeeping capacities, in line with U.S. policy goals in Africa (such as supporting UN peacekeeping contributors, counterterrorism in the Sahel, or improving regional crisis response). Historically, under predecessor AFRICAP programs, training and support were provided in nearly every African nation (with only a few exceptions). That said, the contract has a global scope: it explicitly allows expansion of work beyond Africa to other regions worldwide as needed. This global reach is important because the Bureau of Political-Military Affairs may use it to support peacekeeping and stability initiatives in other regions (for example, training troops in Asia or Eastern Europe for UN missions, as was done under the GPOI program). In practical terms, while Africa will be the main theater, GLOBALCAP gives the State Department a flexible tool for any international capacity-building mission, wherever U.S. peace and security objectives may require it.
Operational Requirements: Executing GLOBALCAP task orders will often mean operating in austere, post-conflict, or developing environments. Contractors need deployable teams that can work in remote areas with limited infrastructure. They must navigate challenges like cross-cultural communication, language barriers, and coordination with U.S. Embassies and host nation militaries. Safety and security are also considerations, as some locations may be conflict-adjacent or unstable. Additionally, certain security clearance requirements apply – for example, historically primes needed a Facility Security Clearance and key personnel with Secret clearances (a point of discussion in industry Q&A). Vendors are expected to have the management and accounting systems to handle complex overseas programs and to meet U.S. government standards in project management and accountability. Overall, the operational tempo will be demanding: the State Department anticipated on the order of 15–17 task orders per year combined (based on past averages) under this vehicle, so contractors must be prepared to rapidly bid on and execute multiple tasks concurrently across different countries.
Awardees and Competition
Award Announcement: The GLOBALCAP IDIQ was officially awarded in late June 2025, with 16 companies winning spots on the contract. As noted, this comprises 8 large firms in the Full & Open pool and 8 small businesses in the SDVOSB/WOSB pool. The selection of 16 awardees indicates a highly competitive procurement – a broad mix of defense contractors and specialized firms vied for this contract, reflecting the high stakes of a $5B program. Each awardee will now compete for task orders under the contract via fair-opportunity competitions.
Full & Open Competition Pool – Awardee List:(Large Business Prime Contractors)
Amentum Services, LLC – Amentum (including its legacy PAE) is a major contractor with extensive experience in expeditionary logistics, training, and peacekeeping support.
Culmen International, LLC – A mid-sized firm specializing in international security assistance, training, and logistics; Culmen was an incumbent on prior State capacity-building programs.
KBR Services, LLC – A global engineering and logistics company known for large-scale contingency operations support (e.g., the U.S. Army’s LOGCAP). KBR brings robust supply chain and infrastructure capabilities.
MAG DS Corp (MAG Aerospace) – A provider of aerial surveillance, ISR, and training services; MAG has experience deploying teams for intelligence and aviation support worldwide.
RELYANT Global, LLC – A construction and logistics firm experienced in austere environment projects (including construction and life-support services in Africa and the Middle East).
Sincerus Global Solutions, Inc. – A specialized small-large company (though in the unrestricted pool) focusing on security sector reform, advisory and training missions across 20+ countries.
US21, Inc. – A U.S.-based firm known for supplying equipment and logistics to foreign military programs; they have past performance delivering vehicles and gear to partner nations.
Valiant Integrated Services (Global Defense Services, Inc.) – A large defense contractor providing training, translation, and base operations support; Valiant has worked on U.S. Army training programs and likely offers extensive deployable training teams.
SDVOSB/WOSB Set-Aside Pool – Awardee List:(Small Business Prime Contractors)
B360-T12 Tech JV – A joint venture between B360 and T12 Technology (both likely small businesses) combining expertise (possibly in training and technology) to tackle GLOBALCAP tasks.
Downrange Operations and Training, LLC – A service-disabled veteran-owned small firm providing tactical training and operational support (often staffed by former military instructors).
F3EA, Inc. – A small business known for specialized military training exercises (the name stands for Find, Fix, Finish, Exploit, Analyze), with a history in special operations training support.
Global Dimensions, LLC – A veteran-owned firm offering language, intelligence, and training services internationally; they bring multilingual training capabilities and logistics experience.
KVG, LLC – A small business (SDVOSB) with likely expertise in security training or consulting (information on KVG is limited, but it appears to be veteran-run and focused on government contracts).
Next Evolution Logistics Solutions, Inc. (NELOGIS) – A woman-owned small business providing logistics and supply chain services; their inclusion suggests strong experience in delivering materiel and managing field operations.
RMGS / Berger JV – A joint venture between RMGS, Inc. (a training and global security contractor) and (presumably) Michael Baker International (formerly Louis Berger). This JV likely merges RMGS’s training experience with a large firm’s engineering/logistics capacity.
Skybridge Tactical, LLC – A SDVOSB that supports U.S. military and allies with training, technical, and operational support (often in special tactics and security assistance roles).
GLOBALCAP Awardees by Competition Pool
Amentum Services (Chantilly, VA)
Culmen International (Alexandria, VA)
Downrange Ops. & Training (Laramie, WY)
KBR Services (Houston, TX)
F3EA, Inc. (Savannah, GA)
MAG Aerospace (Fairfax, VA)
Global Dimensions (Fredericksburg, VA)
RELYANT Global (Maryville, TN)
KVG, LLC (Gettysburg, PA)
Sincerus Global Solutions (Nokesville, VA)
Next Evolution (NELOGIS) (Durham, NH)
US21, Inc. (Fairfax, VA)
RMGS–Berger JV (Virginia Beach, VA)
Valiant Integrated (Herndon, VA)
Skybridge Tactical (Tampa, FL)
Notable Capabilities and Track Records: The list of awardees represents a blend of well-established defense contractors and niche players in the peacekeeping support arena. On the large business side, companies like Amentum and KBR are well-known for global logistics and contingency operations – their inclusion signals that State wants seasoned integrators to handle complex, multi-country logistics and construction tasks (KBR, for instance, highlighted its “industry-leading capabilities” and experience on every continent in winning this award). Valiant and MAG bring military training and operational support pedigrees, which will be crucial for the training and mentoring tasks. Culmen International and Sincerus are specialists in international capacity-building and advisory projects; Culmen has supported weapons threat reduction and training programs for State and DOD, while Sincerus (a newer entrant formed by seasoned experts) has been active in security sector reform efforts globally.
On the small business side, many of these firms have prior experience under AFRICAP, GPOI, or similar programs as subcontractors or incumbents. For example, F3EA and Skybridge Tactical have roots in Special Operations training, which likely contributed to past Africa training missions. Global Dimensions and Downrange O&T have likely been involved in language training and tactical mentoring respectively for U.S. Africa Command or State Department projects. The creation of joint ventures (B360-T12 and RMGS-Berger) suggests companies teamed up to pool their expertise – e.g. RMGS has done international training for U.S. Navy and others, and by partnering with a larger engineering firm (Berger), they strengthen their construction/logistics offering for GLOBALCAP. This indicates that partnerships were a key competitive strategy to meet the contract’s broad requirements.
In terms of incumbency, the GLOBALCAP vehicle is effectively a recompete/merger of prior IDIQs. Incumbents of the predecessor AFRICAP III contract (which historically spent ~$139M/year) and the GPOI support contract are naturally positioned well. Several of the awarded companies (Amentum via PAE, Culmen, perhaps KBR or some JV partners) likely performed portions of those programs. For instance, PAE (now part of Amentum) was a longtime AFRICAP contractor supporting African peacekeeping training, and Culmen and Academi (now a part of Constellis) were part of a 2019 Global Advisory & Support Services IDIQ. The strong presence of veteran-owned and women-owned small businesses, many of whom are run by former military officers or development experts, reflects the niche expertise required (such as language skills, cultural knowledge, and on-the-ground agility).
Initial Task Orders: As of August 2025, the GLOBALCAP contract awards are freshly in place, and the State Department is expected to start issuing task orders to continue ongoing programs and launch new initiatives. No major task orders have been publicly announced yet under the new IDIQ (given that awards were just made in late June 2025) – typically, task order competitions happen among the awardees behind closed doors unless they are above certain thresholds requiring public notice. However, based on historical workload, one can anticipate a steady stream of orders. The predecessor AFRICAP and GPOI contracts saw roughly 17 task orders combined per year (12 under AFRICAP, 5 under GPOI on average). It’s likely that some task orders under GLOBALCAP will quickly roll out to prevent any gap in support (for example, continuing training programs that were mid-stream). Each awardee will have to compete for each task, with the State Department using “fair opportunity” procedures to select the best-suited contractor for each project. This means even after winning a spot, contractors must remain cost-competitive and responsive to specific requirements to win actual work.
Looking ahead, we will watch for any notable task order awards – for example, large-scale training deployments or big equipment procurement efforts – which might be publicized if they are of high value or strategic importance. Contractors like KBR, Amentum, and others might also issue press releases when they secure significant task orders (just as KBR did for the base IDIQ award). Additionally, given the high ceiling, multiple tasks could be in play simultaneously across different regions (e.g. one task to train an African peacekeeping brigade, another to build a regional logistics depot, another to deliver vehicles and generators to several countries). The competitive landscape among the 16 awardees will evolve as they carve out their niches (some may focus on construction-heavy tasks, others on training or logistics). There is also the possibility of future on-ramping or subcontracting: firms not on the IDIQ will likely seek partnerships with the primes to contribute specialized skills, and the State Dept could on-ramp new awardees if capacity is needed (though no specific on-ramp is announced, it’s a practice sometimes used in long IDIQs).
Opportunities and Strategic Implications
Significance to Contractors: GLOBALCAP is one of the largest contract vehicles ever fielded by the State Department for international assistance, with its $5 billion size and 10-year span making it akin to a DoD-scale program. For contractors, this vehicle represents a huge market in stability operations and capacity building. Winning a spot on GLOBALCAP is strategically valuable – it positions companies to capture long-term revenue supporting an area of growing importance (global peacekeeping and conflict prevention). It also provides a channel into State Department contracting, which is seeing increased funding for security assistance programs. From a business perspective, having GLOBALCAP in one’s contract portfolio can drive significant growth: task orders can range from a few million dollars to potentially large multi-year projects, and successful performance can lead to strong past performance credentials for future bids.
The contract’s scope (training, logistics, construction, etc.) means multiple sectors of the GovCon industry intersect here: defense services firms, international development implementers, and logistics/camp support companies were all interested. We see traditional defense/logistics firms like KBR and Amentum now firmly entering State Department work via GLOBALCAP. This cross-pollination indicates a trend where State’s needs are attracting big defense contractors, likely because the missions require the same logistical prowess and expeditionary capability honed in Iraq/Afghanistan (but now applied to capacity-building, not combat). For the State Department, leveraging such contractors brings extensive resources and global supply chains to diplomatic missions. For the contractors, it diversifies their revenue beyond military contracts and capitalizes on their core competencies in new arenas (KBR’s president noted this contract is part of KBR’s strategic expansion in the federal civilian market).
Positioning for Small Businesses and Socioeconomic Groups: The deliberate inclusion of a SDVOSB/WOSB pool underscores an opportunity for small, agile firms to shine. These companies can specialize in niche services or regions – for example, a woman-owned small business with deep experience in African health logistics could secure a task to set up medical evacuation training in West Africa. Small businesses should leverage their strengths: specialized expertise, lower cost structures, and regional knowledge. Being in the small-business pool, they have a protected space for smaller tasks (the State Department signaled that task orders under a certain dollar value would be reserved for the SB pool). This means veteran-owned and women-owned firms can lead efforts directly, rather than always subcontracting to larger primes. To position themselves, these businesses should highlight capabilities like language proficiency, cultural understanding, and flexibility – qualities that larger firms might need to subcontract out. Many of the SB winners are likely already adept at this, often founded by former military or diplomats with on-ground experience.
For small businesses not on the vehicle, there are still avenues: they can seek subcontracting roles under the 16 primes. Given the breadth of GLOBALCAP, primes will likely assemble teams for each task order, bringing in subcontractors for specific tasks (e.g., an NGO or small firm to deliver a medical training module, or a local firm in Africa for construction labor). Therefore, a small business with unique skills (say, a company specializing in demining training or one with French-speaking instructors for Francophone Africa) can market itself to the IDIQ holders for teaming. Additionally, over the life of a 10-year contract, the government could consider on-ramping new small businesses if some incumbents fail to perform or if mission needs expand – keeping an eye on any such opportunities would be wise.
Procurement Trends: GLOBALCAP reflects several broader trends in government contracting:
Consolidation and Scale: The merging of AFRICAP and GPOI into a single large vehicle aligns with a trend of bundling requirements to achieve economies of scale and streamlined management. A single $5B IDIQ arguably reduces administrative overhead for State and allows more strategic allocation of tasks. However, it also raises the stakes; fewer contractors hold a lot of responsibility. This may continue as agencies seek to create omnibus vehicles for mission support. Companies must be prepared for large, multifaceted RFPs that demand a wide range of capabilities (which often leads to teaming and joint ventures, as seen with GLOBALCAP).
Focus on Peacekeeping and Capacity Building: After two decades of counterinsurgency and stability ops led by the Pentagon, there is a shift to empowering allies to handle their own security challenges. GLOBALCAP indicates that funding for peacekeeping training and international capacity-building remains robust. It complements other efforts like global health security or governance training, but specifically fills the lane of security force assistance. We may see contracting opportunities expanding in areas tied to great power competition and stabilization, where building partner capacity is key (for instance, training African countries to counter extremist groups or participate in UN missions counters influence from rival nations).
Competitive Landscape: The competition for GLOBALCAP included both traditional defense contractors and specialized development firms, blurring lines between defense and diplomacy contracting. For example, a firm like Chemonics or DAI (large development contractors) might have been interested but ultimately firms with more defense/logistics pedigree won. This suggests that for contracts involving operational support in insecure environments, companies with DOD experience have an edge over pure development contractors. We might continue to see defense/logistics firms bidding on State/USAID contracts (and vice versa, as stability operations often require humanitarian and development integration). Contractors in the peacekeeping/logistics space should be prepared to face heavyweights in future bids, not just niche competitors.
Small Business Utilization: By structuring a dedicated small business pool, State reinforces its commitment to socioeconomic goals while still fulfilling a complex requirement. This could serve as a model for future large vehicles: a portion reserved for qualified small firms within a broader contract. We also see joint ventures being used as a means for small companies to team up and meet large requirements – a trend likely to continue under SBA’s Mentor-Protégé and similar programs.
Outcome-Oriented Contracting: The success of GLOBALCAP will be measured by real-world outcomes (e.g. number of foreign battalions trained, infrastructure built, successful peacekeeping deployments). This might drive an emphasis on performance metrics in task orders and could influence how contractors are evaluated. Companies that can demonstrate impact (perhaps via innovative training methods or efficient logistics delivery) might stand out in task competitions.
In summary, GLOBALCAP’s launch is a significant development in State Department contracting. It opens a decade-long pipeline of projects for enhancing global security capacity. For contractors, it’s both a lucrative opportunity and a challenging arena requiring global reach, adaptability, and partnership. Success under GLOBALCAP could position companies for follow-on contracts in the future, as this mission area (peacekeeping and conflict prevention) is likely to remain a U.S. priority amid ongoing global security concerns.
Monitoring and Ongoing Updates
Given the dynamic nature of IDIQ contracts, it’s important to actively monitor GLOBALCAP-related developments. Here is a plan and recommended sources to track daily updates on task orders, contract modifications, and relevant news:
SAM.gov (System for Award Management): This is the official portal for federal contracting notices. You should follow the GLOBALCAP contract notice (Solicitation/Award No. 19AQMM23R0142) on SAM.gov. By doing so, you can receive alerts if any updates, amendments, or attachments (like task order solicitations or award notices) are posted. Even though many task orders under an IDIQ are not individually publicized, some may appear as separate notices (e.g. if a task order is competed outside the pool or requires a synopsis). At minimum, SAM.gov will show any contract modifications that are publicly reported. Set up a saved search with keywords “GLOBALCAP” or the contract number, with daily email notifications. Additionally, monitor the “Contract Opportunities” section for any ancillary notices (for example, occasionally task order RFPs might be posted if they involve open competition or meet special criteria).
USASpending.gov / FPDS: For tracking money flow and task order awards, the Federal Procurement Data System (FPDS) – accessible via USAspending.gov – can be useful. After a task order is awarded, it will eventually be logged in FPDS. By searching the IDIQ contract number or award ID codes on USAspending, you can see new task order entries (with dollar values, awardee, and a basic description). This is more of an after-the-fact monitoring tool, but checking it regularly will inform you which companies are winning tasks and the scope (e.g. “GlobalCAP Task Order 1 – Logistics Support in Mali – $10M to ABC Corp”). Over time, this helps identify how much of the $5B ceiling is being utilized and for what types of work.
State Department Press Releases and Notices: The State Department may not issue a press release for every contract action, but keep an eye on official press releases or statements from the Bureau of African Affairs and the Bureau of Political-Military Affairs. Sometimes, programmatic announcements will give clues to GLOBALCAP activities (e.g. “State Department launches new peacekeeping training center in Ghana” – while not mentioning GLOBALCAP explicitly, such an initiative would likely be executed via a GLOBALCAP task order). The State Department’s website and social media feeds (Twitter/X accounts of relevant bureaus or the Ambassador-at-Large for Global Peace Operations, if one exists) are worth monitoring for keywords like “peacekeeping training,” “capacity building,” “State Department contract,” etc. Subscribe to any State Dept newsletters or press release email lists related to political-military or African affairs.
Industry News Outlets: Subscribe and regularly read GovCon industry news sites which have a track record of reporting on such contracts:
GovConWire – This outlet has already covered the GLOBALCAP award and often reports on significant task orders or contract modifications, especially if a big dollar value or a notable company is involved. Check GovConWire’s “Contract Awards” section and set up a keyword alert for “GLOBALCAP” on their site.
Washington Technology / GovExec – Washington Technology reported on the award with additional detail. They, and related GovExec media, follow major IDIQ developments. Their reporters (like the one who covered this, Ross Wilkers) often update on protests or large task orders. Following their coverage (via website or newsletter) is beneficial.
DefenseScoop and FedScoop – These outlets focus on defense and federal IT, but they do cover broad federal contracting news as well. DefenseScoop might report if any technology or defense-related angle arises in a GLOBALCAP task (for instance, if a task order involves drones or cybersecurity training, which are in scope). It’s worth scanning their defense contracting section occasionally.
GovCon Daily / ExecutiveBiz / G2Xchange FedCiv – These are other industry news sources that sometimes publish summaries when smaller companies win IDIQ spots or task orders. For example, G2Xchange FedCiv noted Sincerus Global’s GLOBALCAP award. They are useful for catching news about the less publicized awardees. Set up Google Alerts or visit these sites weekly to catch any mentions of GLOBALCAP or the names of the awardees (as sometimes an awardee-specific outlet might highlight their win).
Local and Niche Media: In some cases, local news or specialized publications highlight contract wins (e.g., a hometown newspaper noting a local company’s federal contract). Searching the names of the SDVOSB/WOSB winners periodically might yield press releases or interviews that provide insight into what those firms are doing under GLOBALCAP.
Company Press Releases and Investor Calls: Nearly all the large businesses (and even many small ones) will issue press releases for significant developments. KBR’s press release about winning GLOBALCAP was an example. Going forward, if KBR or Amentum wins a sizable task order (say $100M+ for a multi-nation program), expect a press release on their website. Monitor the news/press sections of the awardees’ websites. You can also set Google Alerts for each key contractor’s name combined with “State Department” or “GLOBALCAP”. Publicly traded companies (like KBR) might mention new task order revenues in quarterly earnings calls or SEC filings, which can tip you off to major awards.
Professional Networks and Bulletins: Join or follow groups focused on international development and defense contracting. Sometimes forums or LinkedIn groups (e.g. Small Business contractors in GovCon, or groups related to Africa security) share tidbits. Additionally, the Office of Small and Disadvantaged Business Utilization (OSDBU) at State might host periodic industry days or publish an update if they plan to on-ramp new vendors or if there are subcontracting opportunities – keep an eye on OSDBU event postings for any mention of GLOBALCAP.
Daily Routine: To manage daily monitoring, you could set up a brief morning checklist:
Check Email Alerts – Review any overnight SAM.gov notifications or Google Alerts related to GLOBALCAP.
Scan News Websites – Open GovConWire, GovExec (Washington Technology), and DefenseScoop to see if any relevant headlines have dropped.
Review Social Media – Scroll through Twitter/X feeds of key players (reporters like @RossWilkers, or the State Dept bureaus’ accounts) for any chatter on peacekeeping contracts.
Track Task Data – Once a week (if not daily), run a quick search on USAspending for new obligations under the known contract numbers (each awardee has a contract number, as listed in the award notice). This will show if, for example, “Valiant got a $10M task in July” even if it wasn’t publicly announced.
Internal Reporting – Maintain a simple tracker (spreadsheet or document) listing all known task orders (number, description, value, awardee, date) and noteworthy news. Update it as you catch new info. This will help generate daily or weekly summaries for stakeholders interested in GLOBALCAP.
By combining official channels (SAM.gov, FPDS) with industry news and company communications, you can paint a near real-time picture of GLOBALCAP’s execution. Given the high ceiling, it will be particularly interesting to monitor how quickly task orders are issued and how the spending accumulates over time – this indicates how actively the State Department is using the vehicle. Also watch for any contract modifications or policy changes (for instance, if global events prompt new requirements, or if additional funding is injected). The cited sources and approaches above should ensure you don’t miss key developments on GLOBALCAP. In summary, diligent monitoring through these channels will allow you to report daily updates and be proactive about any opportunities or issues arising from the GLOBALCAP program.
INDO-PACIFIC — Tensions between the United States and China continue to rise, with increased military activity, strategic positioning, and infrastructure development across the Indo-Pacific region. While much of the focus remains on geopolitical implications, these developments are also quietly reshaping demand for civilian contractors operating overseas.
Recent movements have centered around the South China Sea and areas near Taiwan, where both nations have increased military readiness and presence. In response, the United States has expanded access to key locations throughout the region, including multiple sites in the Philippines under the Enhanced Defense Cooperation Agreement. These locations are now seeing infrastructure upgrades, equipment prepositioning, and expanded logistical capabilities.
“What we’re seeing is a long-term shift toward distributed operations across the Indo-Pacific. That means sustained demand for contractors supporting logistics, communications, engineering, and base operations throughout the region,” — POC
Unlike previous conflicts that created immediate large-scale contractor surges, this shift is more strategic and gradual. The focus is on building capability rather than responding to active combat zones. As a result, demand is growing in areas such as construction, airfield development, fuel storage systems, and network infrastructure.
Countries like the Philippines are emerging as key hubs due to their geographic proximity to Taiwan and the South China Sea. Locations such as northern Luzon and Subic Bay are becoming increasingly important for staging, support, and maritime operations. This expansion is creating opportunities for contractors across multiple disciplines, particularly those with experience in base support, logistics, and technical systems.
At the same time, contractor activity remains steady in traditional regions like the Middle East, but the long-term trend is clearly shifting toward Asia. This evolving landscape signals a new phase for overseas contracting—one driven by strategic competition rather than active conflict.
For contractors, the takeaway is clear: opportunities are expanding, but positioning early in emerging regions like the Indo-Pacific will be key to staying ahead of the curve.
PHILIPPINES — The Philippines has quietly become one of the most important locations for U.S. military positioning in the Indo-Pacific. While it’s not a traditional deployment zone, the expansion of U.S. access to Philippine bases under current agreements has created steady demand for contractors supporting logistics, infrastructure, and regional operations.
Unlike Iraq or Afghanistan, contractors in the Philippines are not operating on permanent U.S. bases. Instead, work is centered around shared Philippine military installations where U.S. forces rotate in and out.
Key locations include:
Northern Luzon – Airfields and staging areas tied to regional contingency planning
Palawan – Maritime-focused sites supporting South China Sea operations
Subic Bay – Growing logistics and equipment support hub
Fort Magsaysay & Basa Air Base – Training and infrastructure development
Most contractor activity is tied to construction upgrades, runway improvements, equipment staging, and base support operations rather than combat missions.
“Contractors in the Philippines are typically supporting logistics, aviation operations, infrastructure upgrades, and communications systems. Common roles include mechanics, logistics specialists, IT technicians, construction crews, and program support personnel tied to Indo-Pacific operations.” — POC
What Daily Life Actually Looks Like
This is where the Philippines stands apart.
Contractors are not confined to heavily restricted compounds like in high-threat environments. Depending on the assignment, many operate in semi-open conditions with access to nearby towns, hotels, and local services.
Housing: Can range from base lodging to contractor-provided accommodations or hotels
Food: Mix of DFAC-style options and local restaurants
Movement: More freedom than combat zones, but still mission-dependent
The environment feels closer to a structured overseas assignment than a deployment, but expectations remain professional and mission-focused.
Career Value
Assignments in the Philippines are becoming more valuable as U.S. focus shifts toward the Indo-Pacific.
Contractors working here gain:
Experience in joint U.S.–partner nation operations
Exposure to large-scale infrastructure and staging projects
Positioning for future contracts across Southeast Asia
For many, this is a gateway assignment into a growing region rather than a one-off contract.
PHILIPPINES — Subic Bay, once home to the largest U.S. military base outside the United States, is again becoming a focal point for American operations in the Indo-Pacific. More than three decades after its closure in 1992, the U.S. is reestablishing a presence in the area—but in a way that reflects modern military strategy rather than Cold War-era basing.
Today’s return is not about rebuilding a permanent base. Instead, it centers on developing flexible logistics, maintenance, and support capabilities that can operate within Philippine-controlled facilities.
A Different Kind of Military Presence
At its peak, Subic Bay served as a major naval hub supporting U.S. fleet operations across the Pacific. Its closure marked a significant shift in U.S. posture in Asia.
Now, the location is being repurposed as part of a broader effort to create a distributed network of operational sites across the region.
Under current agreements between the United States and the Philippines, U.S. forces operate on a rotational basis, using shared facilities rather than permanent installations. This approach allows for faster deployment and greater flexibility without the footprint of a traditional base.
What’s Changing on the Ground
Recent developments at Subic Bay point to increased activity and long-term planning:
New logistics and storage facilities are being developed
Equipment and vehicles are being staged to support regional operations
Maintenance and repair capabilities are expanding within the port area
These changes are designed to support sustained operations in the Indo-Pacific while reducing reliance on a small number of large bases.
Why Subic Bay Matters Again
Subic Bay’s strategic value hasn’t changed—it has only become more relevant.
Located along key maritime routes and near contested areas such as the South China Sea, it offers a critical position for supporting naval and air operations. Its deep-water port and existing infrastructure make it one of the most capable locations in the region for logistics and sustainment.
As tensions in the Indo-Pacific continue to shape defense planning, locations like Subic Bay are being prioritized for their ability to support rapid response and long-term presence.
Part of a Larger Strategy
The renewed focus on Subic Bay reflects a broader shift in U.S. military strategy.
Rather than relying on large, permanent bases, the U.S. is building a network of smaller, adaptable sites across allied nations. This model is designed to be more resilient, less predictable, and better suited for modern operational demands.
In the Philippines, this includes multiple shared locations across the country, with Subic Bay emerging as one of the most significant due to its infrastructure and location.
GERMANY — An $11,880,350 contract has been awarded to provide dedicated passenger air charter services in support of U.S. Africa Command operations. The work focuses on transporting personnel and mission-critical staff across operational areas tied to AFRICOM.
“Phoenix Air Group Inc. will support AFRICOM operations through specialized aviation services, including passenger transport, flight operations, maintenance coordination, and logistics support. This type of contract often opens opportunities for pilots, aviation maintenance technicians, flight coordinators, logistics personnel, and operations managers supporting overseas missions.” — POC
Work will be performed in Stuttgart, Germany, with a performance period running from May 1, 2026, through April 30, 2027. The total contract value reaches $11,880,350 if fully executed.
HAWAII — Hawaii is one of the most stable contractor environments in the United States, but it operates very differently from overseas deployments. Instead of combat or contingency operations, most contractor work supports long-term military presence across the Indo-Pacific. Installations like Pearl Harbor, Hickam, Camp H.M. Smith, and Pacific Missile Range Facility drive continuous demand for logistics, infrastructure, and operational support. The pace is steady, professional, and tied directly to maintaining readiness across the Pacific rather than short-term missions.
Most U.S. contractors in Hawaii support naval, air, and joint command operations, with work centered around shipyards, bases, and command infrastructure. Jobs typically include:
Construction and facilities (HVAC, civil, utilities, QA/QC)
Logistics and supply chain support
IT, cyber, and communications (often clearance-based)
Aviation maintenance and support roles
Work schedules are structured and consistent compared to deployed environments. Most positions operate on standard or extended workdays depending on mission needs, with predictable routines tied to maintenance cycles, infrastructure projects, and command support. The work itself is not temporary—it is continuous, with contracts often extending over multiple years.
Living Conditions
Living in Hawaii is where expectations need to be realistic. Unlike overseas contractor locations where housing and meals are typically provided, most contractors in Hawaii are responsible for securing their own housing and managing daily expenses. The cost of living—especially on Oahu—is significantly higher than most mainland locations, with housing being the primary challenge. Contractors should expect:
High rental costs and a competitive housing market
Personal responsibility for transportation and daily expenses
Normal access to stores, gyms, and civilian infrastructure
A standard U.S. lifestyle environment rather than a base-contained setup
Despite the higher cost, the quality of life is significantly better than most overseas assignments. Contractors have full access to civilian amenities, outdoor activities, and a stable environment, but the trade-off is reduced financial upside compared to tax-advantaged or hardship locations.
Work Reality
Hawaii is not a place contractors go for quick money—it is where they go for stability and continuity. The work is consistent, professional, and tied to long-term defense operations in the Pacific. Shipyard workers keep fleet assets operational, engineers and construction teams maintain critical infrastructure, and cleared professionals support command-level operations that influence the entire region. Every role contributes to sustaining U.S. presence across the Indo-Pacific.
For contractors with the right skill set—especially in trades, logistics, engineering, or cleared technical roles—Hawaii remains one of the most reliable markets in the U.S. The environment is less intense than deployed locations, but expectations are still high, and competition for positions can be strong. Like Antarctica in its own way, success comes down to preparation, adaptability, and understanding the environment before arriving.
Working overseas as a contractor isn’t just about earning a paycheck—it’s about positioning yourself for long-term opportunities across the global contracting industry. For many within the Professional Overseas Contractors (POC) network, these assignments represent a strategic move that combines income, experience, and access to future contracts in high-demand regions.
Overseas contracting is no longer limited to one type of role or background. Today, opportunities exist across logistics, security, IT, engineering, construction, aviation, and base operations. Whether supporting military installations, embassies, humanitarian missions, or infrastructure projects, contractors are operating in regions across the Middle East, Africa, Europe, and the Indo-Pacific.
Higher Pay, Real Benefits, and Faster Financial Growth
One of the biggest advantages of working overseas is the compensation structure. Many roles offer significantly higher pay compared to similar positions in the United States, especially in austere or high-risk environments.
In addition to base salary, contractors often benefit from:
Tax advantages
Employer-covered housing and meals
Travel and rotation schedules
Hazard or hardship pay (depending on location)
Experience That Carries Weight in the Industry
Overseas experience isn’t just a line on a resume—it’s a signal. Employers consistently look for individuals who have already operated in international environments, worked alongside multinational teams, and handled mission-critical responsibilities.
Repeat contracts
Higher-paying follow-on roles
Access to specialized projects
Increased credibility with major contractors
This is how many contractors transition from entry-level support roles into leadership, technical, or niche positions over time.
Beyond the Job: Exposure, Mobility, and Perspective
Working abroad also expands personal and professional perspectives. Contractors often find themselves living in countries they would never otherwise visit, gaining exposure to different cultures, work environments, and operational challenges.
For some, that means working in structured environments like Germany or Japan. For others, it means supporting operations in remote or high-tempo regions where adaptability becomes a daily requirement.
Either way, the experience builds resilience—and that carries value across every future contract.
Mercenaries and modern private military contractors may look similar on the surface—both are paid to operate in conflict zones—but the reality is very different, especially in today’s contracting environment. Historically, mercenaries were individuals or small groups hired directly for combat, often with little oversight, loyalty, or long-term structure. From ancient Greek fighters to Renaissance condottieri, they were brought in to fight wars for profit, not policy. Their allegiance was tied to whoever paid them, and once the money stopped, so did their mission. That lack of accountability is exactly why the term “mercenary” still carries a negative reputation today.
Modern private military companies (PMCs), on the other hand, operate as structured businesses. These are corporations with contracts, legal frameworks, insurance, compliance standards, and oversight tied to governments or large organizations. Instead of just fighting, most PMCs focus on security, logistics, training, intelligence support, and base operations—roles that many of our members are already familiar with. While armed security is still part of the job, the industry has evolved into something closer to defense contracting than freelance warfare. In short, today’s contractor is part of a system, not operating outside of it.
One of the biggest differences comes down to accountability. Mercenaries historically operated in a gray area with little to no legal control. Modern contractors, however, fall under multiple layers of oversight—contracts, federal law, host nation agreements, and sometimes even military jurisdiction depending on the mission. This doesn’t mean the system is perfect, but it does mean there are clear rules, expectations, and consequences. For contractors, that structure is what allows long-term careers, steady deployments, and repeat contracts—something mercenary work never offered.
For the POC community, this distinction matters. The industry you’re part of is not built on the old “soldier of fortune” model—it’s built on professionalism, specialization, and demand for skilled personnel across global operations. Whether it’s logistics in Kuwait, security in Africa, or base support in the Pacific, modern contracting is a career field with real pathways, not a temporary fight-for-pay job. Understanding that difference isn’t just history—it’s positioning. It separates what we do now from what the world still sometimes assumes, and it reinforces why this industry continues to grow.
INDO-PACIFIC — A $9,056,505 modification has been awarded for option year one under a previously issued contract supporting information management and information technology services for U.S. military medical treatment facilities. The total potential contract value, including all option years, reaches $51,193,849.
“Cherokee Nation Integrated Health LLC is continuing its role supporting Air Force and Navy medical treatment facilities across the Indo-Pacific and global networks. This contract highlights demand for IT professionals including network administrators, cybersecurity specialists, systems engineers, help desk technicians, and program managers responsible for maintaining secure medical infrastructure.” — POC
Work will support operations throughout the U.S. Indo-Pacific, Pacific Rim, and Central Networks, covering 43 positions tied to ongoing medical IT support. Performance will continue through exercised option periods.
The contract was awarded by the Defense Health Agency, Healthcare Contracting Division West, San Diego, California.
When the U.S. Agency for International Development (USAID) was stripped of its independent mandate in July 2025—cutting more than 80% of its programs and staff—it left a vacuum in the global aid system. Commentators have been quick to suggest that the private sector could “replace” USAID. On paper, the idea sounds efficient. In reality, it’s far more complicated.
“Replacing USAID outright with private capital is a dangerous oversimplification. Contractors know better than anyone that boots on the ground, logistics, and political accountability can’t be outsourced to Wall Street. The future of aid has to be a partnership, not a hand-off.”
Impact investing and private finance are growing, with over $1.5 trillion in assets under management globally and annual growth of more than 20%. U.S. institutions like the International Development Finance Corporation (DFC) already deploy billions in blended finance to high-risk markets. But replacing USAID with business isn’t a one-for-one swap.
USAID’s role was never just about money—it was logistics, governance, and crisis management. Programs like FEWS Net, which tracked famine threats to deliver food aid with precision, have already been dismantled. Private philanthropy can’t replace those capabilities overnight, nor can it carry the same level of accountability to taxpayers or international law.
The more realistic path forward isn’t about replacement at all—it’s about transformation. Aid agencies should shift toward becoming connectors and enablers, funneling resources directly into local organizations and cash-first delivery systems. Private actors can be partners in this model, but they are not stand-ins for a government agency.
As aid systems undergo this transformation, the stakes are clear: millions of lives depend on moving beyond ideological debates and building resilient, locally empowered models that combine public oversight with private innovation.
DIEGO GARCIA — A company out of Chantilly, Virginia has been awarded an $85,236,794 fixed-price-award-fee, indefinite-delivery/indefinite-quantity contract for base operating support services at Navy Support Facility Diego Garcia.
“Amentum Mitie Pacific LLC will provide base operating support services at Diego Garcia, covering logistics, facilities maintenance, infrastructure support, and sustainment operations. This type of contract typically supports roles such as program managers, engineers, HVAC technicians, electricians, logistics personnel, and general support staff operating in remote and strategic environments.” — POC
Work will be performed at Diego Garcia, located in the British Indian Ocean Territory, with performance expected through January 2034. The total potential value of the contract, including all options and extensions, reaches $656,356,854.
PHILIPPINES — A company out of Chantilly, Virginia has been awarded a $26,257,128 modification to a previously awarded contract supporting Department of Defense operations in Southeast Asia, bringing the total cumulative value of the contract to $156,367,882.
“Amentum Services Inc. will continue supporting Department of Defense operations under this contract modification, expanding logistics, base operations, and sustainment activities across the Philippines and broader Southeast Asia region. This work typically supports roles such as program managers, logistics coordinators, maintenance personnel, engineers, and administrative support staff across multiple operational sites.” — POC
Work will be performed primarily in the Philippines, with additional support potentially extending to other locations throughout Southeast Asia. The period of performance is expected to run through March 2027, reinforcing continued U.S. operational presence in the region.
The Government Accountability Office (GAO) has denied a protest filed by Amentum Parsons Logistics Services LLC, allowing the U.S. Army to proceed with extending an existing LOGCAP task order awarded to KBR Services, LLC in support of U.S. European Command (EUCOM).
“Amentum Parsons challenged the Army’s decision to extend KBR’s EUCOM support contract on a sole-source basis, arguing the justification was insufficient. The GAO denied the protest, effectively clearing the way for continued LOGCAP support operations across the European theater, including logistics, base operations, and sustainment roles that typically involve program managers, logistics specialists, maintenance personnel, and support staff across multiple locations.” — POC
The decision allows the Army Contracting Command–Rock Island to add five optional years of performance to task order W52P1J19F0394. The extension ensures continuity of services supporting EUCOM operations, where contractors play a key role in maintaining infrastructure, supply chains, and operational readiness across multiple European locations.
With the protest resolved, KBR is positioned to maintain its presence in the region, reinforcing its role in long-term LOGCAP operations tied to U.S. military activities and NATO-aligned missions.
The Strait of Hormuz continues to operate as the world’s most critical maritime chokepoint, but it remains under constant pressure from security threats and regional tensions. Roughly one-fifth of global oil flows through this narrow passage, making any disruption immediately felt across international markets.
Recent years have seen a pattern of attacks and seizures involving commercial vessels, including incidents where tankers were boarded, diverted, or damaged by drones and explosive devices. These events are often tied to broader geopolitical tensions in the region, particularly involving Iran and Western-aligned nations. In several cases, ships have been targeted for their affiliations, cargo origins, or perceived political leverage.
For commercial operators, transit through the Strait is no longer routine. Shipping companies have increased security measures, rerouted vessels when possible, and coordinated more closely with naval forces operating in the region. U.S. and allied maritime patrols have also stepped up their presence, escorting vessels and monitoring activity to deter further incidents.
For contractors, the environment around the Strait of Hormuz continues to drive demand for maritime security, surveillance, and logistics support roles. As long as tensions remain elevated, the risk of ship attacks and interference will persist—keeping this narrow waterway at the center of both global trade and security operations.
ANTARCTICA — Antarctica is one of the most unique and demanding environments for civilian contractors. Unlike deployments in the Middle East or Europe, assignments here revolve around supporting scientific missions rather than combat operations. But don’t mistake that for easy work—conditions are harsh, isolation is real, and only a small percentage of applicants make it through the selection process.
Most U.S. contractors in Antarctica support the U.S. Antarctic Program (USAP), with operations centered around stations like McMurdo, South Pole Station, and Palmer Station.
Jobs typically include:
Mechanics and heavy equipment operators
Electricians and HVAC technicians
IT specialists and communications personnel
Logistics and supply chain staff
Food service and general support roles
Workdays are structured and consistent, often running 10–12 hours depending on mission demands. During peak summer season, operations run at a high tempo due to the limited window for transport and construction.
Living Conditions
Housing is functional, not personal. Most contractors share rooms or live in dorm-style setups with limited privacy. Meals are taken in common dining areas, and resources are tightly managed. Water, power, and waste are all controlled because resupply is not simple. There are gyms, recreation areas, and some internet access, but none of it replaces normal life. Over time, people adjust, but no one mistakes it for comfort.
Living conditions vary by station, but most contractors should expect:
Dorm-style housing or shared rooms
Limited privacy
Communal dining facilities (DFAC-style)
Strict rules on resource usage (water, power, waste)
Despite the environment, stations are equipped with:
Gyms
Recreation rooms
Internet access (limited bandwidth)
Organized events and morale activities
Still, this is not a luxury assignment. Comfort takes a back seat to mission support.
Weather and Physical Conditions
The weather is exactly what you’d expect—and worse. Temperatures can drop to levels that affect both equipment and the human body within minutes. Wind and visibility can shut down movement entirely. At certain locations, altitude adds another layer of strain. Nothing is taken lightly, and simple tasks often require planning and coordination just to be done safely.
Antarctica is the coldest place on Earth, and conditions can be extreme:
Temperatures can drop below -60°F (-51°C)
High winds and whiteout conditions
Risk of frostbite and hypothermia
Strict movement protocols during storms
Even basic tasks can become physically demanding due to altitude (especially at South Pole Station) and cold stress.
Most civilian contractors supporting operations on the continent fall under the U.S. Antarctic Program. The work itself isn’t flashy, but it’s essential. Mechanics keep vehicles running in temperatures that would shut down most equipment anywhere else. Electricians and HVAC technicians maintain systems that aren’t just about comfort, but survival. IT and communications personnel ensure connectivity in one of the most remote locations on the planet. Every role has a direct impact, and there is little margin for error.
Despite all of this, Antarctica continues to attract contractors. The financial side is a factor—expenses are minimal, and most people leave with a significant portion of their earnings intact. But it’s not just about money. There’s a level of professionalism and purpose that comes with working in an environment where every job matters and every person is part of a larger system that has to function without fail.
Antarctica isn’t for everyone, and it doesn’t try to be. It strips away distractions and replaces them with structure, responsibility, and isolation. For contractors who can handle that, it offers something different from any other assignment—an experience that’s less about where you are, and more about how you operate when there’s nowhere else to go.
GLOBAL — A $1,104,000,000 indefinite-delivery/ indefinite-quantity contract has been awarded to support missile warning, missile defense, and space domain awareness missions, providing continuous 24/7 operational, administrative, and technical support services.
InDyne Inc. specializes in mission-critical aerospace and defense operations support, and contracts of this scale supporting missile defense and space domain awareness typically require positions such as systems engineers, radar technicians, cybersecurity specialists, operations analysts, logistics personnel, and program managers, added POC
Work will be performed across multiple strategic locations, including **Cape Cod Space Force Station, Beale Air Force Base, Cheyenne Mountain Space Force Station, Pituffik Space Base in Greenland, Clear Space Force Station in Alaska, and RAF Fylingdales in the United Kingdom, with work expected to support ongoing long-term operations.
SAUDI ARABIA — A company out of Reston, Virginia has been awarded a $16,790,854 to provide program management, systems engineering, operations and maintenance, and logistics support services for Foreign Military Sales programs in Saudi Arabia.
POC: This contract awarded to Science Applications International Corp. (SAIC) supports C4ISR operations, surveillance, communications, and COMSEC-related services overseas, and typically creates opportunities for program managers, systems engineers, communications specialists, COMSEC custodians, logistics personnel, and field support roles supporting defense operations in Saudi Arabia.
Work will be performed primarily in Saudi Arabia and is expected to be completed by March 2027, with the potential to extend through March 2031 if all option periods are exercised, bringing the total estimated value to $123,209,148.
HAITI — Erik Prince has moved beyond planning and into early operational activity in Haiti, following the previously reported agreement to deploy nearly 200 contractors to support anti-gang effort
Initial reports in 2025 outlined a deal between Haiti’s transitional government and Prince’s firm, Vectus Global, to deploy a multinational force of contractors aimed at reclaiming territory from heavily armed gangs. The agreement included both short-term security operations and a longer-term role in rebuilding government revenue systems.
As of early 2026, elements of that plan are now active on the ground.
Haitian authorities have confirmed that contractor-led operations are underway, including targeted anti-gang actions and support to local security forces. These efforts are focused primarily in and around Port-au-Prince, where armed groups continue to control significant portions of the العاصمة and key infrastructure routes.
The contractor presence remains limited in scale compared to traditional warzone deployments, but it is operationally significant. Reports indicate that personnel tied to Prince’s network are engaged in advisory roles, direct support operations, and the use of surveillance and strike capabilities aimed at disrupting gang leadership structures.
This development comes as the broader international effort—now operating under the Gang Suppression Force, formerly the Kenya-led MSS mission—continues to struggle with manpower, funding, and operational effectiveness.
Unlike Iraq or Afghanistan, Haiti represents a different type of contractor environment. There is no large U.S. military footprint, and contractor operations are occurring in a fragmented, high-risk urban setting with limited oversight and evolving rules of engagement.
The situation remains volatile. Armed gangs still dominate large areas of the capital, and the use of private contractors has sparked ongoing debate among analysts and policymakers. Critics argue that introducing private military forces could complicate command structures and weaken long-term state authority, while supporters point to the urgent need for immediate security solutions.
Looking ahead, Haiti is shaping into a potential growth market for contractors—but only if stability improves. If current operations succeed in opening key routes and restoring some level of control, demand for security, logistics, and infrastructure contractors could expand quickly. If not, contractor roles will likely remain limited, specialized, and high-risk.
For now, the shift is clear: what started as a proposed deployment is now an active, evolving contractor presence on the ground in Haiti.
