Brad Jorgensen, a government contracts partner, joined Kirkland & Ellis in Austin from DLA Piper last month. He will focus his practice on government contractor focused mergers and acquisitions, compliance counseling and high-stakes disputes.
Before joining Kirkland, Jorgensen spent more than two decades advising government contractors on complex regulatory and transactional matters, most recently at DLA Piper. His practice includes guiding clients through M&A transactions with a focus on compliance risk and regulatory considerations, as well as litigating bid protests before the US Government Accountability Office and the U.S. Court of Federal Claims.
Government contracts associate Andrew Current also moved over from DLA Piper and will sit in Kirkland’s Washington, D.C., office.
“We’re excited to be a part of the terrific Kirkland team and to bring our government contracts experience and deep understanding of the regulatory landscape to the firm’s premier M&A platform,” Jorgensen said.
AREAS OF PRACTICE
Jorgensen’s areas of focus include government contractor focused M&A, regulatory compliance counseling, bid protest litigation, internal investigations, procurement fraud matters and disputes arising under federal procurement laws, particularly those involving complex transactions at the intersection of national security and government contracting.
EDUCATION
Brigham Young University (BS, 2002)
Syracuse University College of Law (JD, 2006)
The George Washington University Law School (LLM, 2010)
The Texas Lawbook caught up with Jorgensen about trends he’s seeing in his practice area and more:
The Texas Lawbook: What are two or three of the most important trends that you are seeing in your practice area?
Brad Jorgensen: The government contracting M&A market is at a genuine inflection point. Having recently joined Kirkland & Ellis, I am fortunate to be positioned at the intersection of a best-in-class transactional platform and one of the most dynamic regulatory environments in federal contracting.
Three trends stand out.
First, the bifurcation between defense and civilian spending is reshaping deal activity. Defense budgets remain structurally supported while civilian contract spending has declined markedly, accelerated by DOGE-driven contract terminations, agency reorganizations, and workforce reductions. Mission-critical defense and national security assets — particularly in space, cybersecurity, electronic warfare, and autonomous systems — command significant premiums, while generalist services businesses face compressed valuations. Marquee deals like CACI’s $2.6 billion acquisition of ARKA Group reflect buyers paying up for scarce, mission-relevant capabilities.
Second, regulatory complexity in government contractor M&A has never been greater. The FAR Overhaul is stripping the Federal Acquisition Regulation to its statutory essentials, CMMC 2.0 is now a contractual prerequisite for many DoD solicitations and Buy American domestic content thresholds continue to rise. Each shift introduces new diligence variables — from cybersecurity maturity assessments to supply chain provenance reviews. The efficient identification and creative mitigation of compliance risk is what ultimately gets deals closed.
Third, private equity remains the dominant consolidation engine, but the investment thesis is evolving. PE accounted for roughly 68% of government services M&A activity in 2024, yet what sponsors are seeking has shifted: backlog quality over pipeline optimism, compliance maturity over promises, and tech-enabled delivery over pure labor arbitrage. Targets combining mission relevance, cybersecurity readiness, and scalable platforms command premium valuations, while undifferentiated services businesses transact at compressed multiples.
The Lawbook: What are two or three concerns or issues you are hearing most often from your clients?
Jorgensen: Three themes dominate my conversations with clients.
The first is navigating uncertainty. The pace of policy change — DOGE-driven cancellations, agency reorganizations, the FAR overhaul — is extraordinary by any historical standard. Clients want counsel who can cut through the noise, identify risks that genuinely affect deal value, and keep transactions moving. I take a practical, business-minded approach to matters, aligning with qualities that are deeply embedded in the culture at Kirkland.
The second is cybersecurity and compliance readiness as a deal variable. With CMMC 2.0 now a contractual reality, acquirers are scrutinizing targets’ cybersecurity posture with unprecedented rigor. The question is no longer whether a target “plans to be compliant” — it is whether certifications are current and remediation plans are funded. The False Claims Act implications of misstatements are significant, and compliance gaps should be reflected in purchase price adjustments, escrows, and indemnification provisions.
The third is the challenge of retaining and recruiting cleared talent. Access to personnel with active security clearances — particularly at the TS/SCI level — remains one of the most significant value drivers and operational challenges in this space. Buyers are paying meaningful premiums for companies with strong retention and recruiting pipelines, and scrutinizing workforce stability as a core diligence element. In my experience, this human capital dimension frequently determines which transactions succeed and which do not.
This is an extremely exciting time to be practicing in this space, and I am grateful to be doing so at Kirkland. By combining unmatched M&A, private equity and litigation platforms with a deeply skilled Government Contracts team, the firm can deliver the seamless, integrated counsel that government contractor clients need in this environment.