The decision to reorganize the Federal Acquisition Service at the General Services Administration was, in the end, an easy one.

The reasons were all over their spreadsheets.

Since the last time GSA reimagined FAS about 10 years ago, it’s revenue more than doubled, reaching more than $115 billion in fiscal 2025. But even beyond top line numbers, the data showed agency buying habits were shifting.

“We were realizing that we were missing some real opportunities for alignment, particularly when it came to business process functions and IT systems. We also listened to a lot of to the feedback that industry had been giving us,” said Laura Stanton, the acting commissioner of the FAS, in an interview with Federal News Network. “They had made it really, really clear that our multiple award schedule program at that point in the previous, in the legacy FAS was spread across four different portfolios, and while it was a single program, companies that were working across those different portfolios were experiencing different, basically inconsistent service, and sometimes differing interpretations of things. We saw an opportunity to really pull the multiple award schedule program together to create better consistency, better stakeholder engagement from the industry side, and also a better customer experience for the agencies. We realized that we also wanted to align around the acquisition lifecycle.”

Previously, FAS reorganized in 2017, bringing the Technology Transformation Service (TTS) under its umbrella and shifting its focus around category management principles. Then in 2023, FAS changed its Assisted Acquisition Service to focus more on its customers rather than regions.

Stanton said this latest change to FAS didn’t impact AAS in any significant way since GSA just updated its organization a few years ago. But the rest of the restructuring is more significant, initially focusing on improving internal processes across FAS.

“Ultimately, the changes are going to filter into changes on the customer experience side. I think it could be that those changes actually are felt sooner on the industry side, as they now have a single portfolio to support all of their multiple award schedule. All of that’s under a single management chain, so I think that industry could end up feeling these effects much earlier than the agencies, but the goal is that first we don’t disrupt anything that we’re doing, that’s always just a given,” Stanton said. “The agencies need to be able to get what they need. Industry needs to be able to reach the federal market through the GSA schedules, through the GSA contracts, so step one, don’t disrupt. Step two, make it better. That’s basically the way that we’re thinking about it, and this puts us into a position to be able to make things better more easily.”

Stanton outlined FAS’s new structure, which it announced May 1, with more details:

Assist. The Office of Assisted Acquisition Services is what the Office Assisted Acquisition Services turned into and is led by Pete Burr. “They’re going to continue to deliver that highly specialized bespoke contracting expertise that they’re so well known for, offer the surge support, tailored acquisition solutions when agencies need that additional capacity, and it really preserves the flexibility that we need when agencies have those highly complex requirements and mission-specific needs,” Stanton said.

Centralize. FAS’s newest business area is the Office of Centralized Acquisition Services and is being led by Tom Merion. “This is an opt-in [service]. We’ve often gotten from agencies over the years a lot of requests, ‘Can you guys do smaller acquisitions than what the Assisted Acquisition Service delivers?’ And this is our answer to that question. We’ve worked with the Small Business Administration and the Office of Personnel Management to bring over their acquisition office and we have over 50 agencies, subagencies and small commissions who we’re supporting their acquisition today,” Stanton said. “This is really working to simplify acquisition and expanding shared acquisition services across the government, and brings GSA into a new area where we just hadn’t done a lot of support for those smaller dollar value acquisitions.”

Create. The Office of Acquisition Solutions Development is led by Larry Hale. “They’re looking at building the big governmentwide contracts. They have the multiple awards schedule sitting in that portfolio. So they’re looking always at how do they design and develop the next generation of acquisition solutions and category strategies, so a lot of the category management is sitting in here as well,” Stanton said. This new office also oversees the OneGov program, existing GWACs like Alliant 3, Polaris and OASIS+ as well as the Enterprise Infrastructure Services (EIS) contract.

Deliver. The Office of Shared Services Delivery is run by Jeff Lau. This is where GSA consolidated all of its shared services like SmartPay, USAccess and the federal Public Key Infrastructure (PKI) that previously were scattered throughout the different portfolios. “They have the fleet program, both the automotive buying in this case and the fleet leasing program, which supports over 230,000 vehicles across the federal government, and also our global supply program. They are truly focused on providing those services directly to the end user customers, and so they’re looking at this as an opportunity to look at sharing best practices in shared service delivery, operational consistency and really driving customer experience at scale,” she said.

Optimize. The Office of Business Optimization is run by Mark Lee. Stanton said this office will make sure all processes are applied consistently across the four business portfolios. “How do we drive continuous improvement across the Federal Acquisition Service? We need to continue to modernize our IT systems, strengthen the governance, strengthen enterprise decision making, and also ensure that all of us remain efficient, measurable, and adapt over time,” Stanton said. “So they’re doing a lot of the internal support.” This office also includes customer accounts and the stakeholder engagement office.

GSA leadership has been developing this new structure for more than a year. Stanton said employee, customer and industry feedback all helped drive the changes.

“There is very much of an interdependent nature of these portfolios that we wanted to be able to emphasize, and this was around creating this organization that’s going to be able to prepare us for the future of federal acquisition as GSA’s role has changed in the last year and a half,” she said. “We wanted an organization that could quickly adapt to that. This was an opportunity to build on what we had done in eliminating the regional structure about two and a half years ago, and take it to the portfolios that had been less impacted at that point and really optimize across the entire FAS business.”

Over the next few months, Stanton said the assistant commissioners leading the offices will analyze their offices, build their teams and begin the longer process of implementing the reorganization.

At the same time, FAS is using the reorganization to update its business processes and technology systems that support the people and offices.

“We will begin looking at how do we simplify and where can we take friction out of the process, including where can we reduce that administrative burden,” she said. “For example, going back to the multiple award schedule, we need to modernize those IT systems. We’ve been doing it for the catalog that all sits within the acquisition solutions development portfolio, so you now have the IT systems, the business processes and the business owners all in the same vertical. That has a huge opportunity to streamline the requirements development, the user testing and the delivery of new functionality. That’s a huge effort, and that’s going to pay off as we’re also looking at our procurement acquisition ecosystem program that you’re going to be seeing more of as we go throughout the summer.”

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