About US

Bryan Prosser is a retired Federal Civil Servant with over 37 years in the Navy and Marine Corps acquisition enterprise.  With a proven track record in program management and senior leadership, Bryan offers the strategic insight businesses need to master the complexities of the federal acquisition process. 

• Managed Marine Corps combat and tactical vehicle acquisition programs (ACAT I to ACAT IV) across the full lifecycle: development, production, and sustainment. 
• Deeply experienced in the Planning, Programming, Budgeting, and Execution (PPBE) process. 
• Partnered successfully with industry to drive on-time, on-budget delivery of products that met stringent requirements.

• As PEO Land Systems Chief of Staff, provided senior-level leadership, directing enterprise-level strategic initiatives that streamlined operations and drove organizational alignment across a large, complex enterprise. 
• Successfully led two distinct Program Offices, managing diverse teams of government civilians, Marines, and contractors to achieve critical mission outcomes. 
• Served as the DASN(ExW) staff lead for oversight and coordination of Navy and Marine Corps responses to operating forces urgent needs. 
• Key contributor to workforce resourcing, allocation, and development processes at Marine Corps Systems Command and PEO Land Systems.

• Spearheaded the creation of the PEO Land Systems Strategic Plan, defining organizational objectives and priorities
• Managed execution of critical Lines of Effort, translating organizational strategy into tangible outcomes
• Developed the strategic direction for managed acquisition programs, ensuring alignment with overarching strategic and resource priorities of the Marine Corps.    

• Orchestrated development and execution of PEO Land Systems external communication strategy and stakeholder engagement plan, successfully enhancing visibility and support for key programs and initiatives. 
• Effectively engaged diverse, high-value stakeholders (Requirements, Resourcing, Operating Forces, and Industry) to secure necessary support and unify program objectives.  
• Established and maintained influential relationships with stakeholders at peer level and the highest senior levels, including HQMC, ASN(RDA) and industry, ensuring top-level support for strategies