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Naval Sea Systems Command Small Business Innovation Research Program SBIR/STTR Transition Program (STP) Kickoff 15 July 2015
Dean Putnam
NAVSEA SBIR Program Manager
SEA 05T1R ,
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2. Naval Sea Systems Command
Mission:
We design, build, deliver and maintain ships and systems on time, on cost for the United States Navy.
We are the Nation’s team accountable for the health of its Navy
We must purposefully operate to ensure the U.S. Navy can protect and defend America.
We must be supported by a modern, efficient industrial base.
We must be a world-class employer of choice that inspires innovation.
We must set the value-added standard for acquisition, engineering, business and maintenance.
Vision:
This is our Mission and vision.
NAVSEA is a $32B a year enterprise spread across the country. To accomplish our mission.
When the President mobilizes overseas it is our products that show up – Carrier and submarines and LCSs. We are chartered with keeping the fleet ready to do their job.
On the other hand we do the newest technologies – like rail gun and provide unique expertise like our dive and salvage folks on Deepwater horizon, search for the Malaysia flight and pumping out the subways after Hurricane Sandy hit NYC.
We do BIG Stuff well but have many unique needs and skills.
We do business with LMCO and with very small companies.
“Cradle to grave” is more than a phrase to us. .

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NAVSEA Org Chart
NAVSEA SBIR PO
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4. NAVSEA SBIR Functional Organization
NAVSEA BoD
NAVSEA Program Office
NAVSEA SBIR PM
Dean Putnam
NAVSEA SWG
PEO CV TM
Blenda Gately
PEO IWS TM
Douglas Marker
PEO LCS TM
Patrick Karvar
PEO SHIPS TM
Robert Mitchell
PEO SUBS TM
Patrick Tyler
NAVSEA Dir TM
Ryan Shealy
Here you can see the NAVSEA SBIR Functional Organization with the name sof the Technical Managers for each PEO. We report up to ONR with runs the SBIR program for Big Navy as a whole.
Focuses on the design, construction and delivery, and life-cycle support of all aircraft carriers and the integration of systems into aircraft carriers.
Manages surface ship and submarine combat technologies and systems, and coordinates Navy Open Architecture across ship platforms. 
Responsible for acquiring and maintaining the littoral mission capabilities of the LCS class ship.
Manages acquisition and complete life-cycle support for all U.S. Navy non-nuclear surface ships.
Focuses on the design, construction, delivery, and conversion of submarines and advanced undersea and anti-submarine systems
Focuses on the design, construction, delivery, and engineering needs for SEA05, SOCOMs, EOD and Divers
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5. SBIR Success At-Sea SSTD TEST
Small Businesses Involved PEI Anti-Torpedo Torpedo (ATT) Launcher
SEACORP Launcher Mechanism
In-Depth Engineering Software Algorithms
3 Phoenix Detection and Targeting System
3 Phoenix awarded Torpedo Warning System (TWS) Phase III contract (N Topic) in September Contract designs, builds and delivers for deployment on CVNs four EDM systems along with all the process and software for performing Torpedo Detection, Localization, Classification and Hard-kill Targeting. The current contract value is $79M with and additional Phase III follow-on contract expected this year to deliver five more systems.
SBIR Success story – Supporting Real World Need for ATT

6. IMPROVING SMALL BUSINESS ENGAGEMENT *Weak
Problem
Weak Ties
Between
Small Business
And Government
Opportunity
Ensure Government Leadership knows that
Open engagement with Small Business is:
-Allowed-
-Encouraged-
-Valuable-
*Weak
Ties
Strong
Ties
False sense of legalistic rules prevents full engagement between Government and Small Business
Strong
Ties
Key to getting the most value from Small Business is to Increase Communications
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7. Understand the End User’s Need
You have a great product, but does the end user need it?
If your device is 10x better than what is currently being used, but the current device meets the requirement, they aren’t likely to use your technology unless there are cost and/or weight savings
Form, Fit, Function
You may meet the need, but do you satisfy the systems requirement?
Does it meet their timeline for insertion?
Acquisition Schedule, Block upgrade, Software drop, Platform service life
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8. Demonstrate the Value You Bring
PEO/PMS programs are driven by
Cost savings
Weight savings
Capabilities
Space savings
** How Can You Help?
Know your end user and establish relationships
Prime
Supplier
Government
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9. What is Your Plan? Business Marketing Production / Insertion
Develop a Business Plan
What do you want / don’t want to do?
How does it support the customer’s need?
Marketing
Scientists & Engineers – Technical Detail
Program Managers – Business / Acquisition Details
Production / Insertion
Via a Prime
License to a Navy producer
Flexibility in data rights negotiation
Technology Transition Strategy
Know who has authority to transition your product
Clearly identify schedule, milestones, funding for transition
Consider CRP and TTAs with your TPOC
Start Planning your Transition Strategy at the Beginning of Phase II.
You Cannot Transition Without the Support of the PEO or Prime
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10. Transition to Phase III and into Acquisition
Again… Know your customer’s needs
Demonstrate the value you bring – business case analysis showing better/faster/less expensive
Have a flexible business model – be prepared to contract as a prime to the Navy or as a subcontractor to a Navy prime, or to license your technology to a producer
Keep your TPOC engaged
TPOCs are your government gateway for Transition
You are Your Own Greatest Advocate:
Search for opportunities & market your technologies
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11. Responsibilities of the Small Business in Phase II
READ YOUR CONTRACT
Phase II work should build on the work completed in Phase I and should focus on technology development for prototype
Companies are responsible for several deliverables throughout the duration of Phase II:
Monthly Progress Reports (monthly for duration of effort, first report due at 35 days after contract award)
Program review (every six months with final review 30 days from end of contract)
Preliminary Report for base and each option (45 days prior to contract close)
Final Report for base and each option (30 days after contract or mod closes)
Project-Specific Deliverables per CDRLs (TPOC and SBC should define what deliverables are required at the kickoff)
Ensure that performance is in compliance with contract requirements (quality, cost, schedule, report markings, and report distribution)
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12. SBC should know them by name
People You Need to Know
TPOC – gateway into the Government
COR – reviews invoices against cost proposal and reports to Contracting Officer
Contracting Officer – responsible for all contracting actions and any changes
Program Office Representative – usually sets requirements for transition
Technology Manager (TM) – manages SBIR efforts across the PEO (could assist in other transition targets)
Technical Warrant Holder (TWH) – gateway for technology insertion gateway for Navy platforms
SBC should know them by name
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Summary of Key Points
SBIR Programs are effective resources successfully bringing small business technological innovation to the Navy
Market your technology while in Phase II to acquisition programs and elsewhere to commercialize or transition to Phase III and into the acquisition process
NAVSEA has an excellent Phase III technology transition record
Ensure your compliance with contract performance requirements
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BACKUP
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15. “The Power of SBIR!” VIRGINIA Class Submarine
CCSM
Darlington
SCS C4I & IM&M Technology Combined Operations Wide Area Network
Planning Systems
GCCS Development & COTS Applications
DSR
Advanced Information Systems Software Migration Legacy Trainer
Photonics Mast Workstation
MSI
Acoustics Sensors
RITE-Solutions
Mikel
Advanced Software
Trident Systems
Mobile Computing for Submarine Applications
TCN
OA Concepts
Acquisition Coverage
• Blanket coverage by
Major Ship programs
• Local coverage by PMOs
Technology Insertion
And modernization
Budgets
• Develop once use
many places
• Instant market for
SBIR products
/ processes
Leadership Commitment
• PEO leadership recognizes
value
• SBIR is centerpiece of SB
program in TSUB
AUXILIARY MACHINERY ROOM
Noesis
High Performance Brushes Technology
Here is an example of the power of SBIR. While a small business can not build a ship, they can contribute significantly to the development of technical advancements on a ship, or in this case a submarine.
STERN / PROPULSION
CSC
Array Improvement
PRESSURE HULL
Compudrive
Electromechanical Actuator and COMT
WEAPON LAUNCH, STOWAGE & HANDLING
Progeny
Tools for VME Interactive Acoustic Analysis Process
Multi Tube Weapon Simulator
Common Weapon Launcher
VIRGINIA Class Submarine
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16. PEO LCS SBIR Technologies

17. SBIR Technologies for DDG 51 Class Ships
LED Lighting
High Load Roller Bearing
Energy Dashboard
Fuel Management Decision Aid
Corrosion Preventative Coverings
Flight Deck Safety Nets
Shipboard Energy Conservation and Fuel Management Decision Tools (ESRG), Topic N07-060
Affordable, Advanced Lighting System (Powerweb), Topic N06-056
Envelop corrosion preventative covers (Creare), Topic N99-115
High Load Helo Hanger Door Roller Bearing (Hy-Tek), Topic N
Flight Deck Safety Nets (Foster-Miller), Topic N99-139
Energy Storage Battery (K2 Energy), Topic N
On-line Wireless Vibration Monitoring (Sikorsky Aircraft), N05-052
Flexible Infrastructure Improved Extrusion and Milling Techniques (Surface Treatment Technologies, Inc.), Topic N08-163
High Temperature Superconducting Degaussing, Multiple projects and vendors
Bulkhead Shaft Seal (Mide), Topic N04-073
Energy Storage
High Temperature Superconducting Degaussing
On-line Wireless Vibration Monitoring
Flexible Infrastructure
Bulkhead Shaft Seal

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NAVSEA Footprint
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