While on active duty, our founder recognized that the best technologies were not utilized. Often, this was because the best technologies were coming from small businesses facing sizable barriers to entry. The primary barriers to entry were access, transparency, and capital.

• Access for a small business was defined as the ability to harness feedback from an end user. Unless the founding team included a veteran, this proved a difficult obstacle to iteratively improving a defense-related product.
• Transparency was defined as the efficacy of DoD messaging to a small business. For example, translating a military need into understandable language is rarely successful. Further, operational security requires a degree of secrecy that adds to the opaqueness.
• Capital was defined as the flow of resources at a speed commensurate with the needs of development. Traditional forms of government funding are slow and inadequate to meet the needs of most commercial developmental efforts.

After retiring from active duty service, a different perspective was gained on the capital obstacle. Could small businesses overcome the cumbersome attributes of government funding through another form of capital? We reasoned that to companies at early stages of addressing the national security market knowledge seemed far more powerful than financing.

Thus, Crawford Bridge was established in an effort to transfer knowledge to efforts with national security applications. We continue to refine our process to build cultural understanding and assist companies in getting the best technology into the hands of our warfighters. 

Crawford Bridge exists because we believe that superior technology is the best enabler of national security.