ALFA Field Notes

Orders to Build

Wednesday was a busy one, so we imagine most folks missed some of the executive orders the President signed — specifically those directed to increase America’s building capacity. If that’s the case, here is a quick breakdown:

Zero-Based Regulatory Budgeting

This order forces energy regulations to sunset after just one year unless specifically extended, following a periodic review of every energy regulation. By clearing this regulatory underbrush, America positions itself to build the energy infrastructure needed for our AI revolution and technological dominance. The model used to be that China builds while America regulates. Not anymore.

Shipbuilding

This is a sweeping executive order to revitalize America's shipbuilding capacity and maritime workforce after decades of decline. We now build less than one percent of commercial ships globally, while China produces roughly half. This comprehensive Maritime Action Plan:

• Creates a Maritime Security Trust Fund for reliable funding

• Establishes "Maritime Prosperity Zones" to incentivize investment

• Expands mariner training programs

• Enforces cargo preference laws for American vessels

Maritime power is both national security and economic prosperity - perfectly aligning with the administration's broader industrial and technological goals.

Defense  

The defense acquisition order represents strategic reallocation, not bureaucratic tinkering. By targeting programs 15 percent over budget or behind schedule for cancellation, Trump shifts billions from legacy systems to frontier capabilities. This creates instant budgetary gravity, pulling defense dollars toward innovative companies building what America actually needs to win. With commercial solutions now first preference and streamlined authorities mandated immediately, the message resonates clearly: urgency matters more than process. The factory floor now stands "just as significant as the battlefield"—a declaration that industrial speed equals military advantage.

“Rook” with the Right Stuff

66 years to the day after the Mercury Seven were introduced to the world, astronaut (and entrepreneur, pilot, operator of the world’s largest private air force, and philanthropist) Jared “Rook” Isaacman had his nomination hearing in the Senate to lead NASA.

Flanked by his crewmates from two previous space missions, and with the support of over two dozen former astronauts, Jared laid out his vision for a revitalized space agency:

• American astronauts will lead the way in the ultimate ‘high ground’ of space

• We will ignite a thriving space economy in low Earth orbit

• NASA will be a force multiplier for science

His testimony underscored a commitment to send American astronauts to Mars while reestablishing lunar dominance along the way. Perhaps the most telling exchange came with Senator Ted Cruz when he pointed to a split poster behind him representing two images: America on the moon on one side and China on the moon on the other. Cruz then asked Jared for his commitment that China would not beat the U.S. the moon. Jared’s response: “Senator, I only see the left hand portion of that poster.”

Communicating Change

Last week we talked about the importance of the micro message. That is, speaking directly to and on behalf of the constituencies you are engaging. A latest example of an exemplary effort in this practice is a launch this week announcing a company called the Advanced Manufacturing Company of America (AMCA).

The company, as described by CEO Jai Malik is taking “a hybrid approach” between a PE-style firm which buys companies that design core products and retools them to the modern era, while also developing products AMCA thinks they can build themselves.

They announced on Tuesday a massive “$76 million in initial funding from Caffeinated Capital, Founders Fund, Lux Capital, a16z, and others”.

The early work of the company seems to be on the PE side. That’s what you get from the video highlighting their launch. And it tracks with what’s on their official website, as well: “We acquire critical aerospace and defense products and develop new ones, then scale them to deliver what the industry needs next.”

AMCA is not a PE company. But PE companies could learn something from the launch. In fact, anyone looking to tell a story could learn something from it.

When it comes to PE, the companies on the acquired side of the ledger often know the necessity of doing a deal better than anyone. With the injection of support, their business can survive — remaining an employer and community steward in American towns across the country.

The shop floors of the manufacturing facilities are filled with stories. Laughs. Cries. Tireless work. Celebrations. Grief. Hellos. Farewells. All part of the essence of a dynamic American workplace. A challenge for any business takeover is to not only recognize this legacy, but to build on it so that new generations can continue to contribute to it.

That is exactly what the video announcing AMCA does.

It starts with history: a journey of the business, the boss, and his loyal employees.

“He was like my, Dad. He was just like my Dad.” says Diana Marquez, sales manager. That’s IMPACT.

The founder’s son talks about the pride emanating from the company and the clear-eyed acknowledgement that to keep it running, it needed a partner.

AMCA is never mentioned in the video — not until its logo appears in the closing credit. That’s the point. Subtly is a lost art in the information world we live in now. But subtly is how you can cut through the slop.

Later in the day, joining the Technology Brothers podcast, Jai outlined the mission and focus of AMCA. We’d encourage you to watch it and learn a little bit about the next generation of American manufacturing.

- Matt Sparks