Manifesto

Dawn, December 8th, 1941, the Pacific Fleet rests on the seabed of Pearl Harbor. President Franklin Roosevelt stands in front of a Joint Session of Congress and declares, “The American people in their righteous might will win through to absolute victory.”

Less than two years after the attack on Pearl Harbor, the American war machine is operating at maximum capacity. The Pacific Fleet is now larger than the navies of all the warring powers. Just the Pacific Fleet alone; without counting the Atlantic Fleet, which, in 1943, is in North Africa and fighting in the Mediterranean. When the Nazi Joseph Goebbels hears of the production numbers coming out of America, he dismisses them as false propaganda.

They aren’t. A new bomber is coming off the production line every 63 minutes, 24 hours a day, seven days a week. Three Liberty cargo ships are being built every two days. In 1939, America built six medium-sized tanks. Between the spring of 1941 and war's end, America sends its allies 37,000 tanks, in addition to 800,000 trucks, nearly 2 million rifles, and 43,000 planes.

Even after the War, we continue to build. We pave the Interstate Highway System, fly supersonic aircraft, walk the Moon, and domesticate the atom. In August 1951, just six years after the first atomic bomb, the Navy contracts Electric Boat to build the first nuclear-powered submarine. The USS Nautilus is commissioned three years later.

Then come the countercultures of the 1960s and 1970s which begin a Cambrian Explosion of regulatory controls on the physical world. An unholy alliance of environmental activists, wealthy NIMBYs, and Washington bureaucrats begins castrating the ability of innovative Americans to build in the physical world. The Code of Federal Regulations has ballooned eightfold since 1960.

Our inability to rapidly build infrastructure and manufacture ships, aircraft, missiles, and other military equipment has left us seriously vulnerable in a potential Great Power War. Today, a single Chinese shipbuilder produces more ships in a year, by tonnage, than all of America has since the close of the Second World War. Inverting the Axis conundrum against America in the War, we may not be able to sink ships as fast as the Chinese can build them.

The growing regulations compelled institutions to buy software to manage the information and process paperwork. Different departments bought different systems, requirements changed so systems changed, and the software rarely kept pace with commercial innovation. The companies selling the systems also had no incentive or ability to maintain the systems they sold. On to the next deal. And so, our critical industries and Government groups are now saddled with crushing technical debt and thousands of systems that do not speak to each other.

Today, there are 17 systems to manage manpower in the Marine Corps: MCTFS, MODELS, Marine Online, ODI-RMS, RTAMMS, TFRS, T3, MFR IRR, MFR EIS, MCRC-AITS, TFDW, APES, MarineNet, MCTIMS, MCRISS, MCRISS II, and WebMASS. That’s insane.

The Navy has more than 250 different logistics systems. That’s insane.

Talk to any servicemember or employee of a major defense industrial base company and they will tell you that process and paperwork clog their productivity. Stuck with these broken systems, our workforce spends every day manually reconciling information across systems and completing unnecessary paperwork.

Every hour a servicemember spends reconciling systems is an hour not spent training for the next fight. Every hour a shipwright, machinist, or technician spends doing the same is an hour of production lost. The Americans who go work at these places want to do real jobs. No sane person wants to be a paper pusher. Most people want to build things, serve their country, and move us all forward.

As these systems proliferated into the thousands and without technical innovation pacing commercial progress, the Government and large corporations realized they needed to dedicate resources to integrate and modernize these systems. Who did most turn to? None other than the very companies that sold them the broken systems.

The Navy tried to consolidate a subset of its hundreds of logistics systems, and lo and behold they brought in traditional systems integrators to consolidate and modernize the systems. Last year, the Secretary of the Navy cancelled the program calling the technology over-engineered “to the point where it is unusable.” So, Sailors are still stuck with the hundreds of disparate logistics systems.

The Defense Civilian Human Resources Management System (DCHRMS) was scoped as a one-year, $36 million effort to modernize records for the War Department's civilian workforce. Eight years later, the cost had ballooned nine times to $316 million, and the program was cancelled with nothing delivered. The Department of Veterans Affairs processed 204,000 overseas medical claims totaling $128.3 million in FY 2024 using a 33-step manual process on software from the 1990s that couldn’t process full foreign addresses. There are hundreds more of these examples across not just our Government, but across the industrial base and broader economy. Yet, despite decades of past performance being behind schedule and over budget, systems integrators continue to receive massive contracts because the government and industrial base have no alternatives.

And as a cherry on top, when many of these software systems were unusable by regular government employees and troops, the large integrators began selling contractors (“butts-in-seats”) to operate the systems for the Government. The Government pays the companies twice the price for a contractor that it would a direct employee for the same job, the company pays the contractor slightly more than an equivalent government employee, and then pockets the difference. So they profit from the complexity customers need eliminated.

We have fattened our Government, our Military, and our Industrial Base with these broken systems and cumbersome processes, and traditional systems integration projects continue to collectively cost billions across public spending and the industrial base, yet we still have no solution. This problem is directly inhibiting the industrial capacity of the United States of America, and the readiness and lethality of our military.

Why can’t we just integrate these systems, automate the repetitive manual paperwork, and let people get back to their jobs?

That’s where I landed in March 2026. So, I began researching the technical barriers cited in these systems integration projects. Data across legacy systems is often differently structured, with different types, different formats. Some systems have no API interfaces, only flat-file exports. The same field means different things in different systems. Niche processes live in people's heads and are manually implemented. Automation requires per-customer software customizations. And much more.

Ok, well then, I thought, let’s take all of that and just make it easy.

And that’s the first mission of the American Intelligence Corporation. We’re going to make systems integration, modernization, and automation of our nation’s systems as easy, fast, and secure as possible.

We are pioneering a new technical approach to large systems integration that enables organizations to connect all of their systems, in any data format or structure, as they exist today. No lengthy data normalization, migrations, ETL, or whatever new term exists for it now. And we’ll do it in an afternoon. Our Platform will automatically reconcile all of the data at runtime and automate manual processes across systems.

Our systems architecture is modular, infrastructure-agnostic, and built to be plug and play. It lets us deploy rapidly on the infrastructure our customers already use, adapt as their needs change, and keep implementation and operating costs down. A new workflow shouldn’t require another expensive integration project or engineering teams building custom software.

The Platform puts AI and automation in the hands of the people doing the work. End users can automate niche workflows and turn the tribal knowledge living in their heads into software their organization can use. And the same Platform connects information across the enterprise so leadership can coordinate operations, allocate resources, and make strategic decisions.

We know that organizations have two main concerns about artificial intelligence: (1) non-determinism (i.e. untrustworthiness) and (2) cost. We’ve solved for both as part of our novel systems architecture and are happy to share more technical details with our customers.

People outside IT shouldn’t have to understand any of that jargon to do their jobs. That complexity should be gracefully solved for them. Their software should just work. The information they need to do their jobs should be easily available in the formats they want. The tedious, repetitive work should be automated. That is our focus: we’re building quiet, useful AI infrastructure that simply works, so the defenders and builders can focus on their important work for this country.

We are a small, elite team. I am joined by a former nuclear submarine officer with five years of post-service experience delivering AI for critical infrastructure and healthcare, a Navy SEAL, and an Army Special Operations officer with 17 years of cybersecurity experience.

We’re moving fast:

• Our Platform was certified FedRAMP High (Class D) in less than 60 days. It is the fastest our partner Second Front has ever had an application certified. We can process CUI, LES, and other sensitive unclassified information.
• We were selected as Awardable on Tradewinds by the Department of War’s Chief Digital and Artificial Intelligence Office less than three months after incorporation.

We want to solve a very big, very hard problem, and we want to do it very fast.

If you’re in the Government or Industrial Base facing these issues, reach out to learn more. If you’re interested in this mission, reach out. We’re hiring.

It’s time to reinvigorate America’s war machine.