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This episode of Beyond the FAR, hosted by Jessica Tillipman of GW Law, explores one of the most consequential—and often overlooked—elements of procurement reform: the acquisition workforce itself. Joined by Bonnie Evangelista, Karen Thornton, and John Willison, the discussion examines why continual attempts to modernize procurement policy struggle when talent development lags behind. The conversation opens by confronting a recurring paradox: although policy reform receives sustained attention, the professionals responsible for execution are rarely treated as strategic infrastructure. Panelists compare historical workforce reductions with today’s moment—defined by major reform initiatives such as the Revolutionary FAR Overhaul—arguing that the success of new frameworks depends on the judgment, resilience, and adaptability of acquisition professionals. Guests emphasize that training is not the same as education. To navigate discretion-based policy, practitioners must build core competencies such as analytical reasoning, collaboration, communication, and sound business judgment. The panel highlights emerging talent pipelines, such as the Defense Civilian Training Corps (DCTC), and considers how cross-disciplinary academic approaches can better prepare future acquisition leaders. These programs teach not only legal and policy foundations but also the ability to “get to yes” responsibly—an essential skill in a compliance-driven culture. The speakers also discuss structural challenges: difficulty lateral-entering the field, a lack of coordinated career pathways, hiring practices that reward compliance over creativity, and limited institutional support for experimentation. Culture, they suggest, is central. Connecting acquisition professionals meaningfully to the mission—particularly end-users—encourages innovation and reduces attrition. Although the policy environment is rapidly evolving, the panel cautions against assuming workforce readiness. Without investment in mentoring, rotational experiences, interdisciplinary study, and safe environments to exercise discretion, reforms risk being reversed or replaced by supplemental internal rulemaking. The speakers propose steps to move forward: resource commitments to professional development, definable skills frameworks, and leadership systems that prioritize character as much as subject-matter knowledge. Ultimately, the episode concludes that reform will fail if it precedes workforce transformation. To cross the “talent valley of death,” agencies must value people as much as policy—empowering practitioners not only to interpret new rules, but to shape better government outcomes.