Setting the Stage: Quick Snapshot

• Which service and program best describes the system we're discussing? Options: Army, Navy, Air Force, Marine Corps, Joint/Other
• What type of platform or subsystem is this (e.g., ground vehicle, aircraft subsystem, communications kit)? Options: Ground vehicle, Aircraft subsystem, Communications system, Weapon subsystem, Support equipment, Other
• What is the current reported fleet readiness/availability rate (enter percentage or 'unknown')?
• What triggered this discovery now—select all that apply? Options: Readiness below KPP, Deployment surge order (90-day requirement), Contract recompete, Regulatory/compliance issue, Leadership escalation, Other
• Who is our primary POC for technical and program questions (name, role, and best contact)?
• How soon do you expect to receive initial findings or recommendations? Options: Immediately/This week, Within 2 weeks, Within a month, No immediate deadline

Are We Just Managing Decline or Ready to Fix It?

• How long have you tolerated availability below the program KPP, and what made the underperformance acceptable until now?
• When readiness dipped, how did leadership typically respond—temporary funding, ad-hoc repairs, mission tradeoffs, or longer-term changes? Options: Temporary funding increases, Ad-hoc contractor workarounds, Adjusting mission requirements, Requesting surge maintenance, No effective response documented
• Which metrics besides fleet availability do you watch closely when things look bad? Options: Mean time to repair (MTTR), Depot throughput (turnaround days), Parts fill rate, Backorder days, Workforce utilization, Other
• How do these trends make you feel about program sustainability—worried, resigned, motivated to change, or unsure? Options: Worried, Resigned, Motivated to change, Unsure
• Can you point to one recent incident or week that best illustrates the current challenge? What happened and what was the immediate impact?

What's Truly Blocking Mission-Ready?

• Which single failure mode erodes mission capability most—parts lead-time, obsolescence, throughput, or workforce gaps—and why might leadership be overlooking it?
• Select the operational bottlenecks you believe are most constraining availability today. Options: Depot capacity/throughput, Field maintenance causeload, Parts obsolescence/sourcing, Single-source suppliers, Insufficient technical data, Workforce skill gaps/attrition, Logistics visibility/data quality
• How long do those bottlenecks persist before a workaround is applied (days/weeks/months)? Options: Days, Weeks, Months, Not sure
• Give an example of a recurring failure mode (e.g., a part or subsystem) and the last time it required reverse engineering or long lead sourcing.
• What data sources do you currently rely on to diagnose these failure modes (select all that apply)? Options: Maintenance event logs, Depot throughput reports, Supply system lead-time data, OEM engineering notices, Field technician reports, Predictive analytics tools, Other
• How confident are you that the root causes are understood and not just mitigated superficially? Options: Very confident, Somewhat confident, Not very confident, Not confident at all

Who Holds the Keys — and Who's Missing?

• If this program had to be fixed tomorrow, who would sign the approval and who could realistically block the solution?
• Select the stakeholders who must be aligned for a successful transition (pick all that apply). Options: Program Manager, Product Support Manager, Logistics Colonel/CO, Depot Maintenance Director, Program Executive Officer (PEO), Contracting Officer, Comptroller/Finance, Operational Commander, Other
• For each key stakeholder, what does 'mission-ready' look like to them (brief bullets or attachable summary)?
• Describe any past governance or decision friction that slowed sustainment changes—what caused it and how long did it take to resolve?
• What are the non-negotiable constraints from any stakeholder (e.g., data access restrictions, security requirements, hiring rules)? Options: No changes to chain of command, Limited data sharing, DoD security/ITAR restrictions, No third-party workforce absorption, Fixed funding profile, Other
• On a scale from 1–5, how risk-tolerant is the decision authority for trying an outsourced performance-based sustainment model? Options: 1 (very risk-averse), 2, 3, 4, 5 (very risk-tolerant)

Imagine 90 Days That Actually Work

• What would have to be demonstrably true on day 90 for you to call the transition mission-ready?
• Select the KPIs and targets you'd expect at initial acceptance. Options: Fleet availability (%), Depot turn-time (days), Parts fill rate (%), MTTR (hours/days), Workforce proficiency (certification %), On-time delivery rate (%)
• Please enter numeric targets for the most critical KPIs you selected (e.g., Availability: 90%).
• What specific knowledge-transfer activities are essential in the 90-day window (select all that apply)? Options: On-the-job mentorship, Formal classroom training, Technical manual transfer, Shadowing incumbent technicians, Tooling and jig handover, IT/system access and data handoff
• Which transition constraint worries you most—time, funding, workforce willingness to transfer, or classified/data handling—and why? Options: Time, Funding, Workforce willingness, Classified/data handling, Other
• How comfortable would you be with a phased acceptance (e.g., capability-based milestones) versus an all-or-nothing handover? Options: Prefer phased acceptance, Prefer single full acceptance, Open to either with conditions, Unsure

What’s at Risk If We Don’t Change?

• Which single downstream consequence of inaction would be hardest for your team to absorb—mission delay, safety incident, budget overrun, or reputational damage?
• Select the top program risks you believe will grow if current trends continue. Options: Parts obsolescence leading to long outages, Loss of critical technicians, Depot bottlenecks extending turnaround, Supplier disruptions, Unforecasted cost growth, Failure to meet contract KPPs
• For each major risk you selected, estimate the likelihood and the operational impact (low/medium/high). Options: Low likelihood / Low impact, Low likelihood / Medium impact, Low likelihood / High impact, Medium likelihood / Low impact, Medium likelihood / Medium impact, Medium likelihood / High impact, High likelihood / Low impact, High likelihood / Medium impact, High likelihood / High impact
• Tell us about a recent near-miss or failure that changed how you view sustainment risk—what happened and who felt the pressure?
• How would unresolved risks affect your reporting to the service acquisition executive or congressional oversight (select all that apply)? Options: Negative performance report, Funding scrutiny, Remedial action/IG review, Operational waiver requests, Other

What Would Real Relief Actually Look Like?

• If a partner could restore readiness predictably, what would change operationally, politically, and personally for you?
• Which capabilities would signal meaningful relief to your team (pick top three)? Options: 95% fleet availability, 98% parts fill rate at forward locations, Predictive maintenance alerts 2–4 weeks ahead, Depot turn-time within target days, Seamless workforce transfer, Clear SLAs and governance
• How important is pre-positioning parts versus simply reducing lead times in your operational context? Options: Pre-positioning is critical, Reducing lead times is sufficient, Both equally important, Not sure
• Would absorbing the incumbent workforce (with retention incentives) be acceptable—or are there policy or cultural barriers we should know about? Options: Acceptable and desired, Acceptable with conditions, Not acceptable due to policy, Cultural barriers—needs discussion
• What reporting cadence and format would make you feel informed but not overwhelmed during the first 90 days? Options: Weekly dashboard + monthly deep dive, Bi-weekly status calls + weekly dashboard, Daily brief for first two weeks then weekly, Monthly only
• What benefits—beyond the KPI targets—would make this partnership politically easier to justify to leadership? Options: Cost predictability, Reduced admin burden, Improved safety record, Local labor retention, Better auditability/transparency, Other

Willingness, Constraints, and Practical Next Steps

• Assuming a credible plan, how quickly could you move from discovery to issuing an RFP or contract modification? Options: Immediately (30 days), Within 2–3 months, 3–6 months, Longer than 6 months, Unsure
• Which procurement or approval milestones are fixed and which are flexible (briefly list constraints or dates)?
• How much access can you grant for assessment work—site visits, maintenance records, technical data packages, and contractor interviews? Options: Full access with NDA, Limited access (redacted data), Site visits only, No access without higher approval
• Are there existing contracts or incumbent terms that would complicate workforce absorption or data transfer? Options: Yes—significant complications, Some complications, No significant complications, Unsure
• What evidence or deliverables would you need from a prospective partner to recommend moving to a pilot or award (select top three)? Options: Past performance case studies, On-site capability demo, Detailed 90-day transition plan, Financial/price proposal, Data security plan, Workforce retention plan
• Would you be willing to run a targeted pilot (e.g., one depot or one subsystem) before full transition? Options: Yes—prefer pilot, Prefer full-scope from day one, Open to pilot if scoped, Not at this time
• What are the three most important next actions you'd like our team to take after this discovery?

Quick Snapshot: Where We Stand Right Now

• Can you give us a brief snapshot of your current fleet readiness—what percent of the fielded set is mission-capable right now? Options: 90%+, 80–89%, 70–79%, 60–69%, Below 60%, Unknown / Classified
• Over the past 12 months, how has that readiness trend behaved? Options: Improving steadily, Fluctuating but broadly stable, Gradual decline, Sharp recent decline, Seasonal swings, Unknown
• Which specific platforms, subsystems, or units are driving the readiness shortfall? List the top three.
• When did readiness first cross below your program threshold or Key Performance Parameter? Options: Within past month, 1–3 months ago, 3–6 months ago, 6–12 months ago, More than a year ago, Ongoing for multiple years
• Who in your organization is most pressured to solve this (select all who apply)? Options: Program Manager, Product Support Manager, Logistics Colonel / O-6, Depot Maintenance Director, Acquisition Executive / PEO, Other

If This Keeps Going, What Breaks First?

• Which single failure mode, if it continued, would most quickly prevent units from meeting mission requirements? Options: Critical single-source component failure, Major subsystem (avionics/drive/engine) outage, Sustained parts supply chain gap, Severe workforce shortage at depots/field, Obsolescence of key LRUs, Other
• List the top three recurring failure modes you’ve observed (be specific—e.g., hydraulic pump seal, power distribution board fault).
• How often do these failure modes require depot-level teardown versus field-level corrective action? Options: Mostly depot-level, Mostly field-level, Roughly equal, Varies significantly by platform, Unknown
• Tell us about a recent mission impact caused by one of these failures—what happened and what was the operational consequence?
• For your most common failures, what is the typical detection-to-return-to-service timeline? Options: <24 hours, 1–7 days, 1–4 weeks, 1–3 months, 3+ months, Unknown

Why Is Work Not Flowing Smoothly?

• Where in your maintenance pipeline does work most often stall—so often it feels like you’re running in place? Options: Inbound inspection & triage, Diagnosis and teardown, Parts procurement and staging, Skilled labor / technician availability, Final testing & certification, Transportation/logistics, Other
• How would you categorize current depot throughput in practical terms (average turnaround or units/month)? Options: High — meets demand, Adequate — occasional delays, Insufficient — regular backlog, Severely constrained — mission impact, Cannot accurately measure
• Which single bottleneck contributes most to backlog growth right now? Options: Insufficient skilled labor, Parts shortages, Facility/equipment capacity, Slow administrative approvals, Safety/QA bottlenecks, Other
• How large is the current maintenance backlog (work orders or units) relative to planned capacity—give a number or range if possible.
• Which approvals, processes, or policies cause the longest delays (select all that apply)? Options: Technical data release, Quality/acceptance testing, Budget/funding approvals, Security/clearance processing, Transportation/ITAR paperwork, None of the above/Other
• Have you tried recent process improvements (e.g., lean cells, shift changes, priority lanes)? What worked and what failed?

Where Do Parts and Data Let You Down?

• Which specific part or data gap today most threatens your ability to repair within the time you need? Options: Single-source critical spare, Obsolete circuit boards / LRUs, Incomplete technical data/diagrams, Export-controlled component, Component drawings trapped in legacy formats, Other
• Approximately what percent of maintenance events are delayed because parts are not available when needed? Options: <5%, 5–15%, 15–30%, 30–50%, 50%+, Unknown
• How many critical long-lead items do you actively track, and how many of those are currently out of production or at risk?
• Do you currently have authority and budget to pursue obsolescence fixes (reverse engineering, small OEM production runs, overhaul contracts)? Options: Yes — full authority & budget, Limited authority / constrained budget, No authority or budget, Not sure
• How complete and searchable is the technical data package for the affected systems? Options: Complete & digitized, Partial & fragmented, Mostly paper/legacy, Highly incomplete, Classified/restricted access
• Do you rely on cannibalization or depot bypass as stopgaps, and if so, how frequently? Options: Regularly (weekly), Occasionally (monthly), Rarely, Never, Unknown

Who’s Doing the Work — and What Keeps Them Awake at Night?

• If you could fix only one human problem in your sustainment chain, would it be hiring, retraining, reorganizing work, or bringing in contractor specialists—and why? Options: Hire more technicians, Retrain existing staff, Reorganize workflow/process, Bring in contractor specialists, Other
• What percentage of maintenance roles are currently vacant or filled by temporary/contract hires? Options: 0–5%, 6–15%, 16–30%, 31–50%, 50%+
• Roughly how many technicians meet the certification level required for depot-level repairs today? Options: Most (75%+), Many (50–74%), Some (25–49%), Few (<25%), Unknown
• Select the primary reasons technicians leave or decline challenging assignments (choose all that apply). Options: Pay/compensation, Location / hardship of site, Lack of career development / training, Security clearance hurdles, Morale / leadership issues, Other
• How comfortable is your workforce with an external contractor absorbing roles or sharing work—what emotions or resistance exist? Options: Very comfortable, Somewhat comfortable, Unsure, Resistant, Actively opposed
• Are there union, labor, or clearance constraints that would complicate workforce transfer or contractor onboarding? Options: Yes — union / labor constraints, Yes — clearance processing delays, Yes — local labor law complications, No significant constraints, Unsure / needs review

Hidden Costs and Risks You See but Don’t Always Say

• Where are you quietly spending the most money or risking the most capability to keep systems running? Options: Overtime & temporary hires, Cannibalization / depletion of spares, Expedited shipping & premiums, Deploying replacement assets, Deferring upgrades / inspections, Other
• Estimate the percent increase in annual maintenance hours or cost compared to the original budget or expectation. Options: 0–10%, 10–25%, 25–50%, 50–100%, 100%+
• Which capability trade-offs have you accepted to keep pace (reduced training, deferred upgrades, fewer preventive checks)? Describe briefly.
• What level of operational risk are you currently willing to accept to meet near-term mission demands? Options: Low (minimal risk), Moderate (limited trade-offs), High (significant compromises), Unsure
• Are there contractual or acquisition levers (emergency funds, bridge contracts, prioritized procurement) you could exercise now to reduce risk? Options: Yes — multiple levers available, Limited levers available, No levers available, Unsure

What Would Mission‑Ready Actually Feel Like?

• Imagine waking up next quarter and every platform met your mission‑ready definition—what would you hear, see, and stop worrying about?
• List the top three KPIs that would prove success for you (e.g., availability %, MTTR, fill rate) and the numeric targets for each.
• What is the maximum acceptable downtime per platform during surge operations (90‑day requirement) before mission impact becomes unacceptable? Options: <24 hours, 1–3 days, 4–14 days, 15–30 days, 30+ days
• How quickly must an alternative sustainment approach be operational to prevent mission degradation? Options: Immediately (within days), Within 30 days, Within 60 days, Within 90 days, Longer
• Which constraints would most likely make a 90‑day knowledge transfer impossible (select all that apply)? Options: Lack of workforce transfer, Restricted data access / classification, Facility or tooling gaps, Funding/contract delays, Legal/IP restrictions, Other
• Who are the must‑have stakeholders that must sign off on a new sustainment approach (list roles and offices)?

If We Could Help, What Would You Actually Want Us to Do First?

• What one immediate action from an external sustainment partner would convince you they understand the problem and can close the gap? Options: Deliver forward‑positioned critical spares, Stand up a pilot maintenance cell, Conduct a rapid current‑state audit with data, Present a credible 90‑day transition plan, Demonstrate predictive analytics using our data, Other
• Would you be willing to share operational and maintenance data under NDA so a partner can model fixes and forecast impact? Options: Yes — full dataset under NDA, Yes — limited dataset, Only aggregated/anonymous metrics, No
• What access, security, or export constraints would a partner need to plan for (e.g., classified networks, on‑site clearances, ITAR components)?
• Who from your team should be involved in a 2–4 week discovery pilot (roles and approximate FTE commitment)?
• If we ran a 30‑day proof of concept, which single measurable outcome would make you say it was worth pursuing (pick one)? Options: Reduce turnaround time by X days, Improve critical part fill rate to target, Demonstrate workforce overlap/knowledge transfer, Prove predictive failure identification accuracy, Other

Start Here: The One-Sentence Brief

• In one sentence, how would you describe the readiness issue or decision that brought you here today? Options: Fleet readiness below KPP, 90‑day surge to mission-capable, Sustainment contract recompete, Parts obsolescence crisis, Other
• Who are the three people (names or roles) we should involve immediately to get unfiltered context? Options: Program Manager / PEO, Product Support Manager, Logistics Colonel, Depot Maintenance Director, Contracting Officer Representative (COR), Other
• How long have you been tracking this problem, and what specific trigger prompted you to seek a new sustainment approach now?
• How urgent is resolution on a timeline scale—must be solved in 90 days, within 6 months, within a year, or earlier/later? Options: Must meet 90‑day requirement, Within 6 months, Within 12 months, Longer-term trend
• What’s the single promise you want a new sustainment partner to deliver that your current setup hasn’t?

If Nothing Changes, Whose Mission Breaks First?

• If we keep the status quo for the next 90 days, which unit, deployment, or mission will be most at risk and why?
• How far below your target availability/Fx rate are you today (percentage points or absolute numbers)? Options: >20% below target, 10–20% below target, 5–10% below target, <5% below target, Unknown / need help measuring
• When readiness shortfalls occur, what are the immediate operational consequences you observe (training cancellations, delayed deployments, increased safety incidents, etc.)? Options: Training cancellations, Deployment delays, Higher maintenance backlog, Safety incidents, Increased O&M cost, Other
• Tell us about the last time you recovered from a readiness dip—what worked, who drove it, and what took the longest?
• Which external pressures (oversight, media, congressional, joint ops) amplify the consequences of not fixing this now? Options: Service acquisition review, Congressional oversight, Combatant command deadlines, Inspector General / audit, Other

Who’s Carrying the Pain (And Is Anyone Listening)?

• Who feels the pain most acutely on a day-to-day basis—depot supervisors, unit commanders, logisticians, or maintainers—and what do they say about it? Options: Depot supervisors, Unit commanders, Product support, Forward maintainers, Contractor workforce, Other
• How would you describe technician morale and retention where the work actually happens? Give a concrete example if possible.
• Which skill gaps or certifications are preventing workload throughput today (e.g., avionics, composite repair, engine teardown, EW systems)? Options: Avionics, Composite repair, Engine/propulsion, Electrical/Electronic, Weapon system integration, Other
• How often do institutional knowledge holders (retiring techs, contractors) leave without formal transfer, and can you cite a recent example? Options: Frequently, Occasionally, Rarely, Never / not applicable
• Who currently makes the final call when tradeoffs are required (mission vs maintenance vs budget), and how transparent is that governance? Options: PMO/PEO, Product Support Manager, Depot Director, Unit Commander, Joint oversight board, Other

What Would Mission‑Ready Actually Feel Like in 90 Days?

• If you walked into operations exactly 90 days from now and everything was ‘mission-ready,’ what three concrete things would you see or hear?
• Which KPIs would you use to prove success at day 90 (availability %, MTTR, fill rate, throughput), and what are the numeric targets? Options: Availability (%), Mean time to repair (hours), Parts fill rate (%), Depot throughput (backlog reduction), Workforce proficiency (certification %), Other
• What acceptance criteria would make you sign off on the transition at the 90‑day milestone (e.g., proficiency tests, SLA met for 30 days, inventory on hand)? Options: 30‑day SLA stability, Workforce proficiency demonstrated, Critical parts pre‑positioned, Data & technical manuals transferred, Other
• What non‑negotiable constraints exist during transition (e.g., base access windows, security clearances, funding limitations)? List specific gates or deadlines.
• Who must explicitly sign off at day 90, and what will make their decision straightforward? Options: PMO/PEO, Product Support Manager, Depot Director, Unit Commander, Contracting Officer / COR, Other

Which Parts Will Surprise You By Taking Months to Replace?

• Which components are currently showing obsolescence or DMS concerns that could create long lead times? Options: Avionics modules, Hydraulic actuators, Proprietary microcontrollers, Specialized bearings/gears, Custom harnesses, Other
• What are typical current lead times for your critical spares (days/weeks/months) and which items exceed acceptable limits? Options: <30 days, 30–90 days, 90–180 days, >180 days, Unknown / no data
• How does inventory get prioritized today—historic usage, technical orders, or command-directed—and who owns that decision? Options: Historic usage, Technical orders, Command-directed, Contractor recommendation, Other
• Have you tried pre-positioning inventory before? If so, what worked and what caused waste or stockouts?
• Which single part or subsystem, if unavailable for 30 days, would cause the largest readiness drop?

Who Are We Planning To Put In Place—and Can They Stick Around?

• If the incumbent workforce does not transfer, how quickly would your maintenance capacity degrade and why? Options: Immediately (days), Within weeks, Within months, No significant degradation
• What incentives, approvals, or HR actions are required to absorb incumbent technicians into a new contractor workforce? Options: Direct hire offers, Retention bonuses, Security clearances transfer, Union/collective bargaining, Training pipelines, Other
• Describe the baseline skills/credentials we must verify in the first 30 days to operate safely and effectively (list specific certifications or proficiencies).
• How do you prefer workforce onboarding to be demonstrated—checklists, observed proficiency runs, signed competency statements, or operational test missions? Options: Observed proficiency, Competency signoff, Operational test mission, Checklist only, Other
• Do any labor agreements, local hiring rules, or security clearances create hard limits on who we can onboard quickly? Options: Yes—labor/union, Yes—security clearance timelines, Yes—local hiring rules, No hard limits, Unsure

Which Everyday Assumption About This Program Is Probably Wrong?

• What commonly held belief in your program (about parts, people, timeline, or cost) do you suspect won’t hold up under scrutiny?
• Name the top three program risks that keep you or your leadership awake at night. Options: Parts obsolescence, Workforce loss, Insufficient depot throughput, Funding uncertainty, Security/access delays, Other
• For each risk you listed, what controls or mitigations are currently in place and why might they fail?
• How much risk transfer are you willing to accept to guarantee availability (low = keep most risk, medium = share, high = transfer to contractor)? Options: Low (retain most risk), Medium (share risk), High (transfer to contractor), Unsure
• Which consequences of a mitigation failing would be considered program-critical (e.g., mission cancellation, urgent funding request, leadership change)? Options: Mission cancellation/delay, Urgent funds reprogramming, Escalation to acquisition exec, Operational safety event, Other

What Evidence Will Convince Your Leadership This Worked?

• Which single metric would you present to the acquisition executive to demonstrate that the transition succeeded? Options: Availability %, MTTR reduction, Parts fill rate, Depot throughput, Cost per flight-hour / operational hour, Other
• What is the current baseline data (last 3 months) for that metric? Please provide numbers or say 'unknown'.
• How accessible is the authoritative data (CMMS, ERP, maintenance logs) we need for verification—fully accessible, partial, or locked by policy? Options: Fully accessible, Partially accessible, Restricted by policy, Not available
• How often do you require reporting during transition and after (daily, weekly, monthly), and which format is mandatory (dashboard, CSV, brief)? Options: Daily, Weekly, Biweekly, Monthly
• Who will own the post-transition validation channel so issues get logged and resolved—name a role or office? Options: Product Support Manager, Depot Director, PMO/PEO office, Contracting Officer / COR, Other

If We Tried a 90‑Day Transition Tomorrow, What Would Trip Us Up?

• What single operational constraint (site access, clearance transfer, data handoff, tooling) is most likely to derail a 90‑day handover? Options: Base/site access, Security clearances, Data/technical manual transfer, Tooling and test equipment, Funding / contract actions, Other
• Describe the current state of your technical data and documentation—complete and current, incomplete with gaps, or largely legacy/manual. Options: Complete & current, Incomplete with known gaps, Legacy/manual only, Unknown
• What clearance levels or IT boundary approvals must be obtained before our teams can access maintenance records and parts data?
• What contingencies would you expect us to build into the schedule (e.g., parallel activities, supplier backups, surge labor) to protect the 90‑day plan? Options: Parallel knowledge transfer, Supplier alternate sourcing, Pre‑positioned spare kits, Surge labor pool, Other
• Which checkpoints (dates or events) should be non‑negotiable on the transition timeline to allow early course correction? Options: 30‑day readiness review, 60‑day operational demo, Data migration complete, Inventory baseline confirmed, Other

What Would It Take for You to Commit to a Next Step This Week?

• What decision or approval would you need from leadership to move forward with a short‑list of sustainment partners? Options: Budget approval, Acquisition strategy signoff, Leadership endorsement, COR assignment, Other
• Which contractual terms are non‑negotiable in your view (e.g., 90‑day transition guarantee, availability SLA, fill rate threshold, liability caps)? Options: 90‑day transition guarantee, Availability SLA, Parts fill rate threshold, Warranty / liability terms, Governance & escalation, Other
• What does a constructive next meeting look like to you—who must attend, what evidence should be ready, and what outcome should we target?
• How do you prefer to receive proposals and transition plans—detailed program brief, executive summary with appendix, or interactive workshop? Options: Detailed program brief, Executive summary + appendix, Interactive workshop, Other
• What timeline would you set for a vendor decision if we present a viable plan—immediately, within 30 days, within 60–90 days, or longer? Options: Immediately, Within 30 days, Within 60–90 days, Longer / TBD

Let’s Start With What Matters Most

• What is your primary role on this program and the organization you represent? Options: Program Manager, Product Support Manager, Depot Director, Logistics Colonel, Acquisition Officer, Maintenance Chief, Other (please specify)
• Which platform or fleet does this discovery apply to (model/variant and unit or depot)?
• What is the current contractual state or governance model for sustainment on this platform? Options: Organic (Service-run), Prime contractor, Multiple contractors, Transitioning / recompete pending, Other / mixed
• What triggered this conversation today? (Select all that apply.) Options: Readiness below KPP, Upcoming deployment order, Contract recompete, Parts obsolescence spike, Staffing/skill shortages, Depot throughput issues, Other
• Briefly, what outcome must be justified to your leadership to consider changing how sustainment is performed? (e.g., target availability, authorized risk tolerance)

Are You Comfortable With 'Good Enough' Readiness?

• If current readiness were allowed to drift another 5–10% down, how would that change operations or mission approval timelines? Options: No significant change, Some mission delays, Operational risk increased, Failed deployment or cancellation, Unsure
• How often do you feel decisions are made that 'paper-over' readiness problems instead of fixing root causes? Options: Frequently, Sometimes, Rarely, Never
• When you read incident reports about mission-impacting failures, do you see patterns repeating across months or years? Options: Clear repeating pattern, Some recurring themes, Isolated incidents, No pattern identified, Haven’t reviewed reports recently
• How anxious or pressured do you personally feel when readiness shortfalls are raised to the acquisition or service leadership? Options: Extremely anxious, Somewhat anxious, Manageable, Not anxious
• If fixing readiness required structural change (workforce transfer, new supply chain, SLA enforcement), what internal barriers have prevented that so far?

Where the Fleet Actually Breaks

• What are the top three failure modes driving downtime or unavailability on this platform right now? Please list and estimate frequency.
• Which maintenance level is most constrained today (Depot, Field/TO, Intermediate)? Options: Depot-level (overhaul/recapitalization), Field/TO-level, Intermediate (specialized shops), All levels equally constrained, Unsure
• Rate the severity of these systemic issues at present: parts obsolescence, depot throughput, workforce qualifications, technical data gaps. Options: Critical, Severe, Moderate, Minor, Not applicable
• Which critical components are at risk from diminishing manufacturing sources or long lead times? (List top 5.)
• How predictable are failure occurrences today—do you have analytics that give 2–4 week lead time on component failures? Options: Yes, predictive analytics in place and trusted, Partially—some predictions work, No analytics, mostly reactive, We have analytics but don't trust them
• How often do depot backlogs cause cascading effects to fleet availability (e.g., AOGs, mission aborts)? Options: Daily, Weekly, Monthly, Rarely, Never

Who Owns the Knowledge—and Is It at Risk?

• If the incumbent workforce were asked to transition to a new contractor, what percent do you realistically expect would move with the program within 90 days? Options: >90%, 70–90%, 40–69%, <40%, Unknown
• Where are the largest competency gaps that limit meeting availability targets? (Select all that apply.) Options: Skilled technicians, Systems engineers, Supply chain planners, Fabrication/SME mechanics, Test & inspection, Technical writers/data custodians
• How complete and current is your technical data package (TDP) and maintenance documentation for sustainment handoff? Options: Complete and current, Mostly complete with gaps, Outdated, significant gaps, Fragmented across sources, Unknown
• Tell us a recent example where missing institutional knowledge caused a missed SLA, safety risk, or delayed deployment. What happened and why?
• How confident are you that a new sustainment provider could be fully operational within a 90-day knowledge-transfer window, given current data and workforce realities? Options: Very confident, Somewhat confident, Not confident, Need more information

What Would Mission-Ready Feel Like in 90 Days?

• If we achieved a successful 90-day transition, what 3 KPIs would be non-negotiable to prove success to your leadership?
• For each KPI you listed, what is the numeric target or acceptance threshold?
• Which operational constraints must be honored during transition? (Select all that apply.) Options: No interruption to deployed units, Limited access to classified data, Workforce cannot be moved from certain locations, Budget ceilings for transition, Regulatory/ITAR constraints, Other
• How would early indicators of success look within the first 30 days post-transition (examples: technician proficiency, parts fill rate, throughput)?
• Who are the internal stakeholders that must sign off on 'mission-ready' at 90 days, and what does each care about most?

If We Took Over, What Would We Have to Fix Fast?

• Here’s a hard one: what single failure today causes the most political risk or leadership scrutiny if it repeats?
• Which supply-chain actions would have the fastest impact on availability if executed immediately? (Pick top 3.) Options: Pre-position critical spares, Alternative sourcing/Qualified manufacturers, Kitting and forward stocking, Expedited shipping agreements, Improve demand forecasting, Inventory rebalancing
• What operational or safety risks would we inherit that require immediate mitigation plans?
• How available is the historical maintenance and usage data we would need to build predictive models (hours of operation, failure logs, part usage)? Options: Complete and accessible, Partial with gaps, Mostly fragmented, Not available
• If budget or access were constrained, what would be the one activity you would insist be prioritized during the first 90 days?

What Would a Safe Transition Actually Require?

• Which of these transition elements are already committed or available today? (Select all that apply.) Options: Access to facilities and tooling, Complete personnel lists and contact info, TDP and maintenance procedures, Parts manifests and critical spares lists, Existing SLAs and performance records, None of the above
• What governance structure would you prefer during transition (frequency and participant types)? Options: Weekly executive reviews + daily ops standups, Bi-weekly program reviews + weekly ops, Monthly exec reviews + weekly ops, Other
• What data rights or access restrictions would we need to navigate (classified, CUI, supplier NDAs)? Please specify.
• Which SLA metrics are most politically sensitive and must be negotiated before go-live? Options: Availability/operational readiness, Parts fill rate, Turnaround time (TAT), Depot throughput, First-time-fix rate, Other
• In your view, what are acceptable escalation paths and response times for critical issues during the first 90 days?

Deciding Together: Next Steps and Signals of Commitment

• Which decision-makers need to be engaged next to advance a change in sustainment approach (names or roles)?
• What would be the minimal package of deliverables you would need from us to prepare an internal recommendation (examples: transition plan, risk register, cost/benefit summary)? Options: 90-day transition plan, High-level risk register, Cost vs. benefit model, Sample SLA language, Workforce absorption plan, Other
• How soon would you expect a draft transition timeline and risk mitigations if we agreed to proceed with discovery services? Options: Within 1 week, 1–2 weeks, 2–4 weeks, Longer than a month
• What internal approvals or procurement steps typically delay decisions in your organization, and how long do they take?
• What would you personally need from a sustainment partner to feel comfortable endorsing a transition to leadership?

Final Check — Anything Unsaid That Matters?

• Is there a piece of context, a past failure, or a political constraint we haven’t asked about that could change how we approach this work?
• Would you like to attach relevant documents to help us validate assumptions (maintenance logs, part lists, SLA excerpts)? Options: Yes — maintenance logs, Yes — parts manifests, Yes — SLA/contracts, Yes — workforce lists, No, not at this time
• How would you prefer we follow up after this discovery (email summary, executive briefing, workshop, technical scoping session)? Options: Email summary + slide deck, Executive briefing (30–60 min), On-site scoping workshop, Virtual technical deep dive, Other
• Is there anything else you want us to know before we prepare the next deliverable?