[9] Subsequent assignments included a tour with the Aviation Fire Control Unit at the Naval Ordnance Test Station, Inyokern, California.

He served in leadership positions in the Naval Operation Office Guided Missiles Division until June 1957, when he assumed command of Air Development Squadron 4 (VX-4), Point Mugu, California.

[15] In July 1963, he was detached for instruction at the National War College, Washington, D.C.[16][17] de Poix was assigned to the Office of the Chief of Naval Operations in 1964, followed by a tour as assistant director for administration and management in Defense Research and Engineering, and as assistant director of operational test and evaluation.

Such intelligence was an intrinsic component of military strength, and, as President Nixon reiterated in the spring of 1973, the US had to remain militarily strong if negotiations with communist nations were to be successful.

Furthermore, many Americans believed that the intelligence community had itself engaged in some improper—if not illegal—actions abroad (there were suspicions about CIA involvement in the September 1973 Chilean coup).

The massive attacks launched by Syria and Egypt had caught the Israelis unprepared, and was seen as a major intelligence failure for both the United States and Israel.

In the post-Watergate controversy surrounding American intelligence activities, DIA and its director answered detractors by remaining focused on providing quality products to national policy makers.

Conference participants considered DIA resource decrements, while emphasizing technology and an upgrade of the National Military Intelligence Center (NMIC).

They studied Lebanon, China (to aid in the normalizing of relations), the formation of Sri Lanka, and, of course, Salvador Allende's regime in Chile.

They faced the intelligence challenges associated with maintaining détente, establishing arms control agreements (such as the SALT II talks in 1974), and the Paris Peace Accords (Vietnam).

Other issues of note were global energy concerns (such as the petroleum shortages that led to long gas lines), and troubles throughout Africa.

One area of particular emphasis during de Poix's leadership at DIA was the upgrading of the agency's human intelligence capability, accomplished by enhancing the effectiveness of the Defense Attaché System.

Subsequent to retirement from the Navy, de Poix was associated for ten years with Teledyne, Inc in positions as company president and group executive.