The Defense Industry has been slower in adopting agile development than other industries. There are reasons for this. Some realities of government contracting run counter to core elements of the Agile Manifesto. Many find the formalities of defense contracting incompatible with the loose and dynamic nature of agile. Fortunately, the Defense Industry wants to be more agile, which keeps those of us on the inside laboring, learning, and innovating for progress along those lines. In this paper, I draw from 10 years of experience applying agile methods at General Dynamics to identify some fundamental obstacles to practicing agile in the Defense Industry, and I describe how we’ve adapted to those obstacles through our evolution of a customized agile framework.