By Daniel “Spinx” Dant & Tim “Stepchild” Cox

The recent article, “There’s a divide within the Space Force. Congress is forcing the Service to address it,” paints a picture of a service at war with itself, wracked by tribal conflict between operators and acquisition professionals, and unable to chart a coherent path forward. That narrative is misleading. It undermines and minimizes the numerous initiatives already taken by the Space Force to close that divide and to assure the Space Force’s mission, its people, and America’s strategic interests in the domain are well positioned in the 21st century.

The Space Force was designed to eliminate divides. Instead of a simple blend of specialists, squabbling for influence, it was created in a bold, deliberate attempt to break the silos that have long plagued military culture. While tensions undoubtedly persist, the story here is not one of a failing merger, but of a new service fighting to build an integrated, agile, and expertly skilled workforce against the inertia of old habits and the glare of public scrutiny.

The so-called “operator-acquirer divide” is presented as a looming existential threat, with congressional mandates and policy reforms cast as desperate remedial measures. But this interpretation discounts the efforts already underway to unify Guardians. Space Force leaders, from Chief of Space Operations Gen. Chance Saltzman down, have made unification, cross-functional expertise, and a mission-first mentality the north star for every Guardian.

The emphasis on operational readiness and warfighting ethos is an evolutionary necessity. Space is not a static environment; it is a rapidly contested frontier demanding both visionary technology development and real-time operational excellence.

Consider the progress:

• The Space Force has a training goal to have over 60 percent of its officers complete cross-training in both operations and acquisitions. Moreover, per General Saltzman, “For the first time ever, we’re providing 100% of our officers with initial training in space operations, cyber operations, intelligence, and acquisition fundamentals before their first assignment.”
• The Space Force’s new Officer Training Course establishes a common baseline for all officers, fostering a unifying culture before sending new officers to their first operational assignments, regardless of career field.
• Operational readiness metrics have improved year-over-year, with the Space Force achieving a 95-percent mission-success rate in 2024 satellite launches and on-orbit operations.
• Recent mission successes, such as the rapid deployment of the Wide Field of View missile warning satellite and the operationalization of GPS III satellites, point to greater effectiveness of integrated teams within the new Integrated Mission Deltas.

Acquisition problems aren’t unique to Space Force

Criticism of acquisition delays and workforce reductions is fair, but it’s myopic to lay the blame solely at the feet of the Space Force’s culture. The missile warning satellite program and GPS modernization delays cited in the article are symptoms of broader defense acquisition challenges: bureaucratic hurdles, rigid and complex processes leading to obsolete tech, funding inflexibility, workforce skill gaps, unreliable supply chains, and barriers for non-traditional companies. All of these slow innovation and delivery of needed capabilities, and all predate the Space Force itself.

For context:

• The average Department of Defense (DoD) major acquisition program takes seven to ten years from initiation to fielding, according to the Government Accountability Office.
• The Space Force’s acquisition timelines are on par with, or in some cases faster than, programs handled by Air Force Space Command programs.
• Expert testimony before Congress has repeatedly highlighted the need for acquisition reform across all services, not just the Space Force.

Congressional oversight is good

Congress’s recent requirement to balance operator and acquisition officer numbers, and to report on progress, is evidence of healthy, democratic oversight. The Space Force, for its part, is responding: Officer training is evolving to give new Guardians broad exposure to both domains; acquisition coursework is expanding, and operational training is being refined.

Key reforms include:

•The 2024 introduction of a multi-disciplinary initial skills training course, producing officers who, ideally, upon graduating, are equally comfortable  in operations and acquisitions.

• 30 percent increase in acquisition-focused coursework for new Guardians since 2023.
• The establishment of the Space Training and Readiness Command (STARCOM), which has developed and implemented the aforementioned officer training courses and has the mission to continually evolve and balance training to meet emerging mission needs.
• The creation of integrated mission deltas to improve collaboration between operations and acquisitions, focusing on specific mission areas such as missile warning and space domain awareness. This restructuring aims to streamline processes and improve efficiency in meeting operational requirements.
• What the article misses most is the ethos driving the Guardians. Like all things involving cultural change, you won’t find hard statistics to prove the thesis. Those involved with our new Space Force will argue that the new generation of Space Force officers are mission-driven, space-minded, and eager to break the mold.

This was on full display at the recent Space Force Association-hosted Spacepower Conference, where Guardians from across the service collaborated to solve hard problems and deliver innovative approaches to spacepower. The excitement and unity among participants were palpable, reflecting a culture that values integration over division.

Rather than wringing hands, let’s support the Space Force’s efforts to build a unified force. The stakes are too high for self-defeating skepticism. America’s adversaries in space could not wish for a better outcome than our own inability to unite. The future of American spacepower rests not on perpetuating a narrative of division but on celebrating and accelerating the service’s commitment to unification, innovation, and excellence.

Cover Image: Robbie Robertson, Sedaro CEO and Co-founder, demonstrates an immersive model to USSF leaders at the 2025 Spacepower Conference

Daniel “Sphinx” Dant is Executive Contributor at the National Spacepower Center and a former senior leader in U.S. space operations.  He is also the Vice President for Strategic Initiatives at KBR Inc.

Tim “Stepchild” Cox is President of the Space Force Association DC Chapter and a veteran advocate for spacepower integration.