NATIONAL HARBOR, Md.—Space Force modernization could face headwinds if Congress fails to approve a full budget by year’s end, service leaders warned.
“We’re executing on a ramp-up aligned with our overall strategy, recognizing the space domain as critical not only independently but also for the joint force,” said Erich Hernandez-Baquero, the Space Force’s acquisition chief, speaking to reporters Tuesday. “We’re headed into fiscal year 2027, and while our budget request aims to sustain that momentum, this continuing resolution would effectively pause progress for a significant period.”
The Space Force has requested $71.1 billion for 2027, including $19.1 billion for procurement. With limited time before fiscal 2027 begins on October 1, Congress has passed stopgap legislation—a continuing resolution—to maintain Pentagon funding at 2026 levels through December 11. The CR blocks the initiation of new programs.
“We appreciate at least not being shut down, but the continuing resolution paces us at a time when we need to move faster,” Hernandez-Baquero said. “In the meantime, we will prioritize initiatives that yield the most mission capability soonest and ensure execution on those efforts.”
Hernandez-Baquero, who recently assumed the chief space acquisition role, declined to specify which priorities could be most affected by a continuing resolution, noting decisions remained “pre-decision at this point.”
Gen. Doug Schiess, chief of space operations, stated that approximately 10 percent of the service’s programs could slow due to the continuing resolution. “About 90 percent of the programs we have are from last year—so we can still proceed with those,” Schiess said. “It will slow us down, and the threat is not slowing down.”
Amid a broader push for acquisition reform, Hernandez-Baquero said he’s focused on streamlining and accelerating military purchasing. Regarding technology initiatives, a new senior leadership role is dedicated to the effort.
“The Air Force’s new program acquisition executives, or PAEs, are establishing pathways for onboarding new technology, though I’m conscious that alone won’t secure the right technologies,” he said. “I want someone focused—100 percent—on identifying the most promising technology and driving prototyping initiatives that will mature it to the point where a PAE can say, ‘It meets my criteria for this onboard path, and I can proceed.’”
That individual is a technology portfolio executive, who “will have the most promising technology emerging from the research and development side, and will work with industry to ensure the right pathways exist. Conceptually, prototype efforts executed from that effort will support the mission areas.”
The technology portfolio executive office already exists, though the role remains unfilled, he said.
“When I designate a TPE, for example, that person will report directly to me and represent my authority regarding the technology transition,” Hernandez-Baquero said. “I cannot do this without the buy-in of the PAEs executing the mission areas, so my charter to them is to not only deliver on those missions, but also be part of the enterprise team delivering on cross-cutting capabilities.”