 Ladies and gentlemen, please stop by the 8th say, Membership Booth, which is in south home lobby for benefits and discounts of two five-year and lifetime community partnership opportunities. Thank you. Ladies and gentlemen, please welcome Dr. Kirsten and his team as they present electric vertical takeoff and landing. Thank you. Hey, good morning, everybody. I hope everybody's awake this morning. You've had your first cup of coffee because we have a really exciting topic to talk about this morning. For those of you who don't know me, I am Jim Kirsch. I'm the director of the Aviation and Missile Center, and we have with us today a very distinguished panel of senior scientific and technical experts from across our center to talk about electric VTOL and really electrification in general. We're having some technical difficulties with this slide. So we'll just go ahead and get started anyway. So if you don't know much about the Aviation and Missile Center, we are part of DEVCOM and part of the Army Futures Command. And so our primary role as a DEVCOM and Army Futures Command entity is the science and technology that goes into our next generation aviation and missile capabilities. Because we do that work and because we have the expertise in anything related to aviation and missile technologies, we also provide a significant amount of support to our acquisition teammates across Team Redstone, PU Aviation, PU Missiles in Space, the Ricto, MDA, AMCOM in providing them life cycle engineering support across the life cycle from the early S&T all the way through the engineering and final development to the production and fielding and sustaining those capabilities in the field. So it really is an entire life cycle support to our aviation and missile enterprise across the Army and in some cases across DOD as other services also use those same capabilities in many cases. All right, let's skip ahead two slides and talk about what we're going to talk about today and why it's important. So many of you know the country as a whole is really focusing in on electrification and alternative ways of powering everything that we do. So electrification is driven into some of the very foundational strategy documents that OSD and the Army have published. And as we look at electrification, we're looking not just at electric VTOL as a one stop or one application solution, but really how does hybrid electrification impact our systems from across the spectrum. So really at the present time, we don't have a formal requirement that says this is what electrification needs to do for our systems. We're really in the science and technology phase of understanding where are the good applications? What are the challenges? What are the advantages? What does this technology bring to the fight as we look at transforming the Army? So if you listen to General Rainey's speech yesterday and he talked about we're really looking at transforming the Army across three specific time frames. Transformation in contact, what can we do in the next 18 to 24 months? Probably not a whole lot that we're going to do from an electric aircraft in the next 18 to 24 months, at least not from a man perspective. Then we have deliberate transformation over the next say five to seven years. And that's really where we are going to be delivering the signature modernization capabilities, but also providing some opportunities to start integrating and planning for electrification of those capabilities in the future. And then of course there's the concept driven transformation which is really out in the future and that's where a lot of the S&T will be focused over the next few years. The opportunity right now to invest is really wide open. And what's really nice for the Army and for the government at this point is there is so much commercial and investment capital going into this technology that we get a tremendous return on our investment. A little bit of government money goes a long way because it shows an interest from Army, from the DOD, and venture capital and investors are willing to then put money into those technologies as well. So we're not having to put in a ton of Army money. We're putting in a little bit of Army money to learn some specific things, but that Army money might be 10 or 40 or even 50 times multiplied by investment capital that's really getting after some of the really hard challenges facing this from an electrification standpoint. So where we're investing is really in partnership with Agility Prime and Air Force Program that's looking at electric veto. But as you'll hear today, we'll talk about some of the challenges with vertical flight and we'll also talk about some of the opportunities to where electrification can impact those capabilities. So let's go to the next slide and we'll introduce our panel. So right next to me here is Dr. Mahindra Bhagwat. He is one of our Army Science and Technology Senior Scientist and his specific area is in aerodynamics and rotorcraft design. Sitting next to him is David Freedman and David leads our hybrid aircraft, hybrid electrification, science and technology activities. And then on the far right is CWF4 Brian McCormick. Chief McCormick, one of his claims to FAME other than being one of our really super experimental test pilots is he is the second Army Aviator to pilot an all-electric aircraft and did that just within the last month or so. So welcome to the panel gentlemen and I will turn it over to Dr. Bhadwap to talk about some things. Thank you sir. Alright, so Mahindra Bhagwat, I'm one of the scientists at the Aviation and Missile Center. My area is aeromechanics and so I'm obliged to start the talk with a picture showing aeromechanics challenges. Just to set the ground, you know, VTOL is hard. So why do we do it? Think about it. What aviation brings to the Army is enhanced mobility both in and out of the operating theater or intra theater. All that requires vertical lift, VTOL, vertical takeoff and landing capability. And rotors are the best for VTOL. Aerodynamically they are the most efficient in hover and vertical flight but in forward flight they are a mess. You can see in this picture here that you get every imaginable aerodynamic phenomena, every single rotor revolution. So that constant knocking, constant high unsteady loading and a lot of moving parts make sustainment a big challenge. And maybe that's where putting a little E in front can help. So think about even a single main rotor helicopter. It will definitely benefit from reduced noise and vibration. The quadcopter has become ubiquitous. It's so easy to fly, it's almost a toy. Well, it is a toy. The distributed electric propulsion that enables the quadcopter has also given rise to a whole suite of configurations with multiple rotors without the need for a complex and heavy drivetrain. But these configurations also have challenges. Not just electric related challenges but also aeromechanics challenges. So think about what this picture would look like with one of these configurations with half a dozen or dozen rotors. I'm not being pessimistic. Challenges are also opportunities and to really make use of these opportunities, what we need is a strategy. That's where David comes in. He's an aviation electrification guru and he's been working on defining and refining our strategy. But while he's been doing that, we have kept pace with the technology by working our partners across government, industry and academia. Go to the next slide please. So we've been working with NASA on developing our modeling tools and methods. NASA has really spearheaded the effort to get the industry to start adopting these cutting edge tools early on in their design cycle to hide late surprises. And these are not Army or DOD tools, these are public domain tools. Yet from this partnership we get a lot of shared knowledge, lessons learned that can help us keep our tools sharp. We have been working with the Air Force, with their AFURX Agility Prime Program and through that with a lot of industry partners. I'm going to highlight two here, the pictures in the middle, Joby Aviation. You may be familiar with their EVTOL that's been flying unmanned for like two or three years now. We work with them on an acoustics flight test and on a recent wind tunnel test and we have been exercising our high fidelity modeling tools to study this configuration. Not just to understand what we are seeing in these tests, but also to validate our methods and then prove them. The pictures on the right is Beta Technologies. They have an interesting approach. They have been focusing on the each part of the challenges before the VTOL part. So they have all the electric, conventional take off and landing aircraft that have been flying for also a couple of years now. And in the picture there, West Auckland, one of our pilots, was the very first Army pilot to fly these aircraft. You later hear from Brian, who is the second pilot, a bit of a pilot operator perspective on these electric vehicles. Next slide please. A quick shout out to our university partners. We have been working with the universities on various areas related to electrification for five, six, seven years now. Everything starting from batteries, motors, transmission, hybrid electric power trains, even some non-propeller application of some of these electric technologies. Remember, this is basic research. So this is not meant to develop a technology and take it to the finish line. This is not meant to develop an airplane, but to develop the future workforce. So we want to make sure that the next generation of scientists and engineers are immersed in these areas early on in their careers. Electrification is here to stay. We just need to figure out what we need to do to make the best of it for the Army. And that's what David is going to talk about. Good morning. Sorry about that. David Friedman. So I'm going to take a few minutes to talk about some background behind our electrification program. We're really trying to do two things at the same time. We're trying to understand the technologies. These technologies have been around for a long time. There's really nothing new about them except the application of these two aircraft and some of the special considerations that you have to have in mind when you do that. And then the other thing we're trying to do is figure out where this fits into Army usage. Where can we find good use cases where this makes sense to do it? So we wouldn't be talking about EVTOL at all if it wasn't for the tremendous improvement in technology over the last several years. So it was first driven by the EV automobile industry, but then picked up by the really large investment in EVTOL as well. So you see improvement here over time for electric motors. It has to do with motor architectures and materials. Fuel cells aren't new. They flew on the Apollo spacecraft. But application of fuel cells to aircraft and really working the weight improvements that need to be done, that's fairly new. Power electronics also improving mostly due to materials being able to operate at higher temperatures and then batteries. So batteries have come a long way and they continue to improve every year. The trouble with batteries is even if they continue on this same slope, it'll take decades before they catch up with JPA or airplane fuel, which is 50 or 60 times more energy dense than batteries right now. So that's why Dr. Kerr said hybrid is something we're looking at very, very hard. Next slide please. So when we talk about electrification for aviation, the Army has three different types of aircraft we might look at. So there's the UAS at the small level. They're already electric. They're battery operated. Some of the Group 3 UAS we're seeing are starting to have hybrid solutions to improve mission performance. And then there's the manned rotorcraft fleet aircraft we already have. So they have engines and transmissions already correctly sized for the mission they do. There potentially are opportunities to improve their power architecture, power management, being able to use the power on board more efficiently for mission systems and payloads. And then today though we're talking about EVTOL. So I use that phrase or that term a little bit loosely. So to include, the E is electric but I include hybrid. And I also like to think of the short takeoff and landing hybrid aircraft as well because the use case space is similar and the technologies are the same. These aircraft are typically four to six passengers or equivalent payload. They use what's called distributed electric propulsion. So you gain some advantage by having multiple electric motors versus one large electric motor. Because of the battery situation, all electric ones don't hover very long. They are runway independent so they take off vertically but the idea is you get on the wing and you fly and cruise as quickly as possible to conserve the battery. So industry has several motivations for working this problem and creating this class of aircraft. One of the things that's attractive to us and I think everybody is the potential for lower operating sustainment costs. There should be simpler aircraft and should be easier to maintain, use less fuel so lower ONS costs is a big thing that we're interested in. Next slide please. So how would we use these aircraft? What we're looking for is use cases where a combination of cost and efficiency and mission effectiveness provides some advantage over a conventional alternative. We've done some early analysis that makes it look like there might be some use cases where this is cost competitive and provides us incentive to continue looking at this area. Air movement of supplies logistics is one where I think we would start and at a right sized aircraft moving supplies around might offer some real advantage. Then if you had a utilitarian type of aircraft it could be used as needed for other missions as well. This is a little bit of conjecture or analysis so we need to do experimentation to really figure out where this fits and if it validates some of our ideas. We need to dial in the right size, the right payload, range, speed, those types of things. Then from an ST standpoint we can determine if we have the technologies to make that happen or we need to make further investment. Next slide please. So this is just a picture of what we call our investment framework. The only thing I want to point out on here is for industry partners who are out here, right now we're doing a lot of internal analysis and we're reaching out to industry experts to learn what we can and using this SBIR program and teaming up with Agility Prime a little bit to do a little bit of funding things now but really anticipate in FY26 the funding opportunities to start to grow. So we're planning that now and we'd like to talk to industry and help shape that and make sure we get things right. So I'm going to be followed by Brian who's going to talk about his experience. Good morning, thank you. I was hoping to avoid feedback. That's not the spot. Let's try this one. So I've already been introduced quite well so I'll just get right to it. This picture is from last month here in Huntsville just before flying this aircraft, the Beta Alia. So I'm going to talk a little bit about that experience and a little bit about electrification in general. I'm getting a ton of feedback. Can we go to the next slide? A little bit higher maybe. How's that? Much better. Okay, great. So this is a NASA model, a construct what they refer to as lift plus cruise. It's close to what Beta is doing, it's the closest model. You can see up top there's an array of electric motors and propellers or rotors and then on the back there's one large electric motor. So for the vertical takeoff and landing you've got the electric motors and then in cruise those park and you get your lift from the wing thrust from that single motor. Now what I flew was conventional takeoff and landing so that lift kit was not installed, it was just one electric motor in the back. Go to the next slide please. So when we're looking at electrification the motor is one of the biggest advantages that we have in power to weight ratio. So if you're looking at the header information we're comparing the Beta motor to a conventional turbine motor and the weight savings is huge and it's how we're able to get eight, nine, even eighteen motors on a simple aircraft. So that's a big advantage. Another one is torque availability. There's a chart that you get a hundred percent torque at any RPM. You don't have to spool it up like you have to in a conventional engine. We've already talked about noise. These aircraft are not silent. There's still a propeller spinning so there's wind noise but the motors are quieter and it's substantial. Also, the potential sustainability and maintainability with so few moving parts we're hoping that there will be some advantages there. The other thing that we've talked about quite a bit already is the battery. Energy density is still not there but I think all these manufacturers would be quick to tell you that it's improving and five, ten years from now you may be able to buy a battery that makes your vehicle better. Most vehicles get worse with time. This may be different. Another thing is that the weight doesn't change as you fly. Fuel powered aircraft gets lighter throughout the flight and center of gravity changes and so you have to design to that where you store the fuel. With a battery it's static, right? So there may be some design opportunities there as well. As far as how long you fly, that simple math calculation for us, simple pilots, that's still the same. It's analogous, right? The terms change but it's still just a division problem but there is a big, big important change to that. Next slide please. With my typical aircraft, when I run out of gas, out of usable fuel, the motor shuts off. So I calculate that point and then I back out my reserve that I need for my mission. With an electric aircraft it's a bit more complicated. It's not a linear draw and then what happens at the end is quite different. And talking with these manufacturers, not just beta, we've seen a number of different ways to compute that zero point and to figure out where we're going to start drawing the reserve from but ultimately we've seen that they're generally pretty conservative and when we say we're empty, there's actually still some juice in the can. So that's quite different, quite interesting for us. So like I said, how do you compute that and then how do you display it to the pilot? That's another big question that we have. Next slide please. So the pilot interface, I'll tell you from my flight, I spend a lot more time on the pilot interface and on flight controls than I did on the motor and the battery. We've seen push-pull tubes, control cables, very conventional stuff. We've seen a lot of fly-by-wire and within fly-by-wire we're seeing very different control strategies, especially when you're talking about the vertical piece. There's a lot of different ways to attack that and so there's a lot of neat designs coming out that were very interesting. There's a whole slew of other things, power distribution, redundancy. It's a lot more than just batteries and motors when it comes to these things and we're learning a lot. So that's the big footstock is as they're saying, we're putting a little in but we're getting a lot out of this still at this point. So with that, I guess I'll turn it over for questions. Do you want to click the next slide? All right, any questions? Yes, sir. I'll hear the question. Well, so for one thing, if we're talking about hybrid aircraft, the recharge capability will be on the aircraft itself. With batteries there are cycle life issues and then batteries keep improving but yeah, those are the types of things that we're looking at in our S&T program don't have all the answers yet for sure. Other questions? So can you talk about where do you think we'll see some of the first applications based on what we've done so far? We'll see electrification or hybrid electrification in our aircraft. Well, I think the first application will probably be in UAS, probably Class 3 UAS. For this EV-tall type of aircraft that we're talking about a little bigger, it could be some sort of CONUS VIP movement aircraft or local supply movement but operationally I think the logistics resupplies probably the place to start. So another possible application is that we learn some new things from this electric aircraft but then we can apply those to conventional aircraft. Maybe use some of the actuators designed for EV-tall on conventional aircraft, maybe use them for vibration reduction or noise reduction or even control and that's another area that's still in basic research but definitely has potential where it can have a much broader application beyond just purely electric EV-tall or even hybrid electric EV-tall. Any of the audience? So the question was, what do we know about the longevity of these batteries? How often will we have to replace them? So that very much depends on which manufacturer we're talking about and that's absolutely one of the questions that we're asking with each of them. I would say it's less than three to five years but exactly how much remains to be seen but the degradation so far seems to be actually a lot less than we anticipated. Okay, well that concludes our presentation this morning so appreciate your attendance and have a rest of the show. Have a great rest of your show. Supplemental carrying, so that was a big deal for you guys, right? So the question had to be for the family. The question is, what just comes to my brain is, so that aircraft already has a supplemental carrying, any bagging in that aircraft, having that as a basis for gas turbine, that's going to be a lot when you look at it back in the motor, and then look at things like automatic, how do you turn the motor on and how do you still have power management to combine those things? There's no need for any level of extra engine out there, there's no need for extra engine harness, actually harness, there's no need for too many of those things. There's no need for too many of those things. Anyway, that's it, that's it, that's it. So I think eat your application at things. I don't know. I'll figure it out some way. Back to, I'd then say I see right now that there's any change in my model I'd be adding to this, I'd be adding to this. There's just some dry sand coming out right here to see what's going on. I think they have chairs. You have your chair. I think he's in the deck. Thank you for your support. You've been in there the last few years. How about a cheaper camera? This one has a 1.9T. Do you mind if I keep this going? Or if you get a second K10? I'm going to see how it's going to be. You're fired. You're fired. You're fired. After you said bagel, I don't know if I'm going to make it. It's a good one. I was not cracking the line. I'm sick. You're fired. You're fired. You're fired. You're not still down. You're fired. Well, Dr. Hirsch is here. He's been working there. He's been working there. He's been working there. The cushions here don't work. The cushions stand right over there. Because they're not working. I don't know when they will come. I'll come and die right back here. Welcome to the Warriors Corner. Second topic for this morning. Major General Tom O'Connor. Commanding General Aviation and Missile Command will present. Choose AMCOM organic and industrial-based capabilities. We will start at 9.45. Thank you. Good morning again, ladies and gentlemen. We will get started in two minutes, so please gather around, get a seat, and stand by. Ladies and gentlemen, our next Warrior Corner topic, choose AMCOM organic industrial-based capabilities presented by Major General Tom O'Connor, Commanding General Aviation and Missile Command. Please welcome him. Good morning, everyone. There we go. So first and foremost, it's my distinct honor to be here today representing the 12,000 AMCOM employees that are globally positioned around the world to support warfighters and enable the joint force by enabling their readiness across the board. So again, it's my honor. I'd also like to take this opportunity to thank AUSA, certainly General Brown, the entire staff for all their hard work to put this event together. It's been a wonderful opportunity for all of us to collaborate, to innovate, to discuss, to understand perspectives, ideas, thoughts, and in ways forward. So I just want to say thank you to AUSA staff. I'd also be remiss if I didn't thank the sponsors. I didn't thank the exhibitors. I certainly didn't thank industry, the Hainesville community for opening their arms and really for all of us to share what we're doing today. So with that being said, I'd like to dive right into a couple of discussions for today and then open up for any questions that you might have across the board. So first and foremost, go to the next slide, please. First and foremost, really what we've been hyper-focused on, just kind of trying to figure how we can help reduce the burden on the tactical units. How we can improve their material readiness to ensure that they're standing ready to deter regional aggression and deterrence fails to be able to fight and win our nation's wars. And by doing that, we think through some of the challenges that exist across the board. We think through some of the opportunities that are out there and some of the things that we need to do to help innovate to ensure that we're continuously modernizing, reforming, changing, but we're also supporting those soldiers that are going to fight that today. That's it. One of the things that we've been able to successfully do and continue to do is to leverage some technology, some new technology, whether it be blue light scanning, whether it be laser alignment tools, whether it be cold spray, to help take that new technology and repair forward. Any time that we can have a depot team deploy forward, it reduces the cost and the delay by shipping those major end items, those combat weapon systems back to a depot or a major maintenance facility across the board. And it truly enables readiness for the units by returning combat power, critical enablers of critical combat power to the warfighter more rapidly across the board. We've got tons of examples across the board, but everything from battle crash damage repairs, everything from just structural erosion prevention across the board, things that we're doing to help enable them and really return the weapon system to its warfighting capability support and the warfighter forward across the board. But again, this saves time, money, and improves readiness where we're at. The other thing we're hyper-focused on is how do we close the experience gap, the experience gap of our soldiers, our maintainers, and really even our artisans at the depots across the board. We all live through the global pandemic. We all recognize the challenges for talent across the board. We recognize that post-vandemic with the amount of work force drain across the board. We've had some loss capability with some of our vendors have chosen to move on to do other things. How to be close, some of that gaps. Our talent is real and we're working very hard to help minimize some of the gap. Just at Corpus Christi and Lutter County, two of our depots just in the last month, we've had artisans retire after 50 years of service. It's 50 years of service to our nation. It's 50 years of knowledge, experience, expertise, that we're trying to onboard new. Individuals recruit, retain and then also train them to ensure that we perform those tasks well. Also close an experience gap with our soldiers. The Army has a constant turnover of individuals and soldiers across the board. How do we onboard them, how do we enable them to maintain the complex weapon systems that we have to ensure that they are ready to fight and what has to do with them. Part of some of these innovative solutions is leveraging tele-maintenance, leveraging high-velocity training, visualization of our work structures, finding a way to leverage some automated systems, automated work structure instructions, visualization tools, 3D modeling to enable to onboard them, educate them, and then give them an opportunity to work through, rehearse and really train on some of the maintenance tasks that we ask them to do before they have the opportunity to do that. We've been very successful at it and we've had some great results and there's still more to do in this area. As we think through the future, we think through what tools, what equipment sets do we need. We talk through virtual reality glasses in a way where we can get some of our engineers from across the enterprise to be able to communicate and visualize and look through the eyes of the mechanic. We work through our maintenance engineering changes. We're working through some opportunities to again repair as far forward as we can without actually having to have an engineer out in a company or a platoon in a type of assembly area across the board. But this is the technology that we know we need. This is the type of innovation that we're pursuing and looking forward to onboard. These are the places where we think we can help reduce and close some of the experience gap that we have across the board. When it's all said and done, data informed decisions certainly is enabling us to act with more precision and more speed more efficiently across the board. In those places and spaces that we have lots of data, we just don't have that data in the right spot at the right time. So it's trying to figure out how do we manage that data, how do we transport that data, how do we communicate that across the board. You've heard throughout this entire week multiple individuals talking about precision in the districts and understanding that the drive commander's decisions at Eshaline across the board. I'll just talk about a few of them. Our weapons systems we've been sending digital traffic for years. Digital traffic for 20-25 years from the cockpits, from vehicles that are in the tactical units, back to their tactical assembly areas. Some of that traffic has our fuel status or ammo status. It's coming off of our combat platforms and it's sitting in the tactical unit. What we need to move forward on is taking that data and transport it from an enterprise solution back to the airspace to ensure that we can see and understand at Eshaline. The days of the digital log stats or the Excel spreadsheets passing off of an email back to a unit at Eshaline when they're moving and in contact with the EW environment sometimes becomes delayed irrelevant or two to three days behind. We need to figure a way to get that data in real time back to at Eshaline so we can make decisions at Eshaline across the world. Some of our investments across the enterprise are developing some of these digital tools. We just fielded in the AE64 a data tool that allows maintainers to get real time vibration analysis, temperature some indications in the cockpit again to the mechanic at the tactical assembly area. So at the tactical edge I think we've done a really good job of communicating and pushing data. It's getting it from the tactical edge back to the enterprise to ensure that we can understand trends without having to have a crew chief download put a computer up to an aircraft stick a thumb drive in put it onto a transport device and send it back. We probably need to automate that and think through how do we automate the communication of data from the tactical edge back to the enterprise to ensure that we can be predictive with our sustain requirements and enable us in a secure environment to anticipate requirements as we continue to move forward. I know Colonel Upton talked yesterday and we've all experienced the impacts and the hemmits taking the three meter stick and sticking it in the back of a hemmit to determine how much fuel is actually in that hemmit is a little bit antiquated and then certainly that locks that making it back to talks and command posts at echelon to ensure that we're not sending combat logistical patrols full of fuel to deliver to a unit that can't receive it because they have more fuel than we anticipate. So real time data will really help with our size with our delivery of supplies and it's not just fuel it's water, it's ammo it's class 9 parts as much as we can automate and digitize the sustainment apparatus it will ensure and enable us to ensure that we deliver material at the point of need to ensure that we can sustain combat readiness and conflict. So with that being said there's certainly a lot of challenges across the board it's really about delivering sustainment and material forward to the units in the field to ensure they can sustain revenues. But in order to do that we've got to continuously modernize our efforts across the board we've got to continuously modernize everything from our depots with the OEMs back to the foxholes to ensure that not only we're building new material but material that's sustainable and reliable and forward. This is that we're looking to modernize in the future and I know Miss Wicker talked yesterday about the OIB modernization program and efforts that are ongoing and I'd just like to highlight just a few of them. When you think through the organic industrial base the two of them that fall under our command at AMCOM is Lederkenny Depot in Chainsburg, Pennsylvania and Corpus Christi Army Depot out in Corpus Christi, Texas Both of those facilities were built in 1941 and 1942 respectively In 1941 a facility that was built to overhaul and repair sea planes is not necessarily meaning the needs to sustain the current fleet of equipment that we have but also set the conditions for the future. Very similar in Lederkenny built in 1942 not necessarily optimized to support the current weapons systems that we have and the future weapons systems that we know of. One of the places that we're looking to modernize at Lederkenny is with an anti-coach chamber one that allows us to drive in some of our larger radar systems across the board This investment will enable us to tool and meet the tooling requirements to support our weapons systems in the future. And again an anti-coach chamber allows us to sustain and return back to the fight our weapons systems that we know we need to fight in on the future battle for Lederkenny across the board. Very very similar at CCAD again a lot of investment across CCAD just to ensure that we're modernizing their facilities to ensure that we've updated the infrastructure the IT networks we've updated the training and onboarding of our individuals across the board building the facilities and the tooling to support a efficient flow of repair an agile flow of repair to ensure we set the conditions to repair the components of today and set the conditions for the components that we know we'll have to repair in the future across the board. If you think about the depot and what the depot does what the depots do for a force they repair and return components They're repairing components to put them back in the field to enable our readiness. They're saving the army money and they're building readiness across town. Instead of having to buy new components we're fixing them and we're sending them back If you think through some of our battle damage to aircraft you know it's about 20% the cost for an Apache to get fixed versus going out and buying a new one. About the same for Blackhawks across the board. When it varies depending on the battle damage across the board you know anywhere from 20 to 50 to 49% depending on what we have to do. If we could repair and return we're saving the taxpayer money we're putting readiness back in the field and we're also doing it at a faster pace than getting into the production process depending on ongoing procurement requirements across the board. That alone is generating combat power and it's putting weapons systems in the hands of our war fighters. On the component side of the house the amount of components that are repaired are saving again the army money. Instead of buying new engines or transmissions we're overhauling we're repairing them. We're getting them returned back to the field in a manner that enables the units to install and put them back on aircraft to ensure that they maintain the readiness. Or our Patriot radar systems. Our ADA systems are critically important to the defense and protection of our soldiers and our allies across the globe you know actively employed in many places today. That Patriot system and all of our ADA systems are saving lives. Our air defense systems require overhaul maintenance and sustainment. When you run generators and radars for 365 days a year you bring them back, you overhaul and you ensure that they're ready to meet the readiness requirements Again, we're certainly happy with what the depots do in terms of capability and capacity but we're also looking for partnerships across the board with the OEMs. There are plenty of processes and capabilities that we have at the strategic reserve of our nation which is our depots that provide an insurance policy to ensure we can surge to meet wartime requirements. There's opportunities for industry across the board for industry to invest and to gain into private public partnerships or customer support agreements to leverage that workforce the capital investment the capabilities and the processes that we have at our depots with our artisans and when the business case makes sense it's a win-win for everybody. It gives our artisans the sets and the reps to work on their skills It allows us to share best practices across the board and it truly enables us to return components and major end items back to the force in a timely enough matter to ensure that we can support the readiness requirements across the board. Next slide Just like to highlight a few of those things as you think about the world class you know plating, our wiring capabilities, our cold spray advanced manufacturing capabilities that we have at our depot these are processes that industry can leverage to secure networks that we have which will provide some opportunities for industry, all industry to kind of look at and explore and see what letter candy and Corpus Christi can provide for you in terms of reducing some of your long lead time parts or long lead time processes here in some cases alternate sources of supply as we enter some customer support agreements with the team Next slide please I'll also be remiss if I can take the opportunity to talk about some of the other depot capabilities that are out there I wouldn't be a good AMC teammate if I didn't brag about TACOM and SCOM in particular Toby Hanna has got some incredible capabilities that you can notice TACOM whether it be Red River, Rock Island you name it, if you're not familiar with some of the depot capabilities I'll ask you to take a look at and see what options and opportunities I know in the aerospace industry there's some significant challenges associated with castings and forging in particular advanced manufacturing capabilities Rock Island has got some tremendous amount of capabilities not only today but they're also investing in the future they're also investing from 3D printing from powder based fusion from sand printing as well they've got polymer printing they've got certainly the castings and forging so multiple metals across the board there's plenty of opportunities to look at and mitigate the risks within the supply chain to ensure that you all can leverage that to ensure that delivery schedules associated with components next time before I go into questions I just wanted to highlight just a couple of other quick things across the board so one of our challenges is ensuring that we are delivering the material that we have procured and put on purchase order requests to the warfighter to enable their readiness across the board I would ask industry to kind of think through a few things, one of them is when you look around this room you see some incredible capability some innovation and solving some of our critical problems that we have as a joint force I would ask you to think through how do we sustain this capability and how do we make it so it's reliable because great systems and great capability aren't really worth anything in a soldier's hand if it's not ready it's not reliable and they can't sustain it so I would ask you, not only are you innovating to solve some of these problems but you think through how do we sustain it how do we make it more reliable how do we reduce the mean time between failure how do we reduce the burden on these soldiers in the field that are counting on us to deliver capable equipment for them so they can enter aggression and fight and win if asked to do so last thing I'll say is this will defend and it's all about them today out there on the front lines and those tactical formations and those that will be out there in the future with that being said I'll open up for any questions about fixing forward and sometimes that's a thing that you have to do because in some of the environments we're going to be fighting and it's going to be extraordinarily difficult for you to extract your helicopters or a high Mars or a Patriot auto theater to send back to Debo and you talked about sending capabilities forward and they're doing some of that now with the Ukrainians where they're doing remote like tele-maintenance with the Ukrainians providing the support for them to do some of that in theater and the constraints of the public environment here can you talk a little bit more about how you see that pushing Debo capabilities forward in the theater for this kind of thing that's a great question right so a few things I mean think back through World War II how many supply ships were sunk in the Pacific or Atlantic oceans and you talk about contested logistics so we know that we're going to be living in a contested logistic environment if we ever have to face a future conflict across the board so how do you minimize the burden on that entire distribution network bringing Patriot weapons systems back here or ADA exquisite weapons systems back puts it at risk, takes it out of the fight for a long period of time so we want to repair forward as much as we can and tele-maintenance is nothing new we were doing it in Afghanistan for the last 25 years we continue to do it across the world we do it even in the U.S. Army we've got our great engineers a liaison engineers that's out there on the phone all the time talking to our Lars forward in the field who's talking to the units that are out there so tele-maintenance has been around for a while how do we make it modernized and make it more effective across the board I think there's opportunities to resolve maybe some 3D maybe some augmented reality lenses or glasses as part of a standard-issue toolbox where I can get on an aircraft or a Patriot system I can put a headset on I can call back to my friend Keith Darrow and say, Keith, I can't figure this out and Keith gives me some great advice on how to troubleshoot and how to fix it across the board so I think that's part of the future I think also, automating and digitizing some of our basically our dashed hands our maintenance manuals and having a mechanic that having the ability to actually walk through in a 3D model to see what the maintenance repair would be to help that In 2019 the Department of Defense Johnson agreements with some nations to think through what would a depot look like in certain regions and certainly there's intellectual property discussions but it's part of the future security cooperation agreement to understand where we can put our TASMs forward and occupy some depot space to help repair and reduce the burden of moving equipment back and then only bring it back when we have to but some of the things I talked about is laser alignment tools that only exist in a depot and how can we digitize them or reduce the burden by bringing forward I didn't really talk about it today but in other places our test diagnostic and measurement equipment so every torque ranch has to get calibrated but the thing that calibrates the torque ranch has to get calibrated by something else which has to get calibrated by something else so that whole network is requiring and shipping material back and forth we talk about precision navigation and timing everything that we do on communication down to maintenance has some sort of precision instrument that's required to ensure that we can fight in and forward so how do we move that far forward as well, what do we innovate with NIST on a chip or how do we develop and reduce the requirement to move material back and forth I think those are some of the places where we can move teams forward this last year we set 99 depot repair teams forward to go repair weapon systems forward the more tools that we have to do that the more opportunities we'll be to ensure that we can keep those weapons systems in line with them back great question, thank you can you hear me now, yes sir about 15 years ago the OYB transitioned to LMP which was not an easy transition with EBSC coming down sooner rather than later that converges LMP, GCSS Army ACIPOV GFEDS into one end-to-end with minimal customization I see the challenge is going to be more on the OYB workforce than the tactical workforce so just interested in OAMC and OYB is leaning forward for that change management task now sure that's a great question and it's a great point change is always hard it's a cultural thing you have to overcome it's ensuring that we set the conditions to enable that transition to occur and then that's the testing it's the validation of those requirements that the systems are talking to each other, communicating the verification data across the board I will tell you that the team is definitely engaged on trying to ensure that we secure the data, we test the data we're running the data and then we're making sure that those communication links exist in a manner that enables us to see ourselves and operate to support the requirements but I do think that the impact is certainly going to be on the enterprise side of the house more so with the tactical units but I'll also tell you in the tactical unit when we went to the G Army there was a block out period but we've done this before over and over again as we continue to evolve but the benefit is when we have systems that can communicate and talk to each other and we converge them then you don't have all these stove pipe one-offs I can't take a PowerPoint slide and change it to a PDF without the font changing as we think through these enterprise solutions we make sure that that transition occurs as soon as possible but I would tell you sir it's informing the requirements and then the delivery and validation of the testing is the only way that we're going to manage that transition great question sir and of course every transition is a concern that's where risk is every commander has been taught something but tune later the risk is always in transition so what are you doing to help mitigate the transition and ensure thank you sir any other questions? well thank you all very much for your time thank you for what you do and just remember it's all about the police oh is this a good can you argue? there has to be a moment if you don't have a contact then it's probably it's probably I can get in there I can't wait go by that one he's a bragg or something he ended up on a pole and he can only stand up the police and the weeding on board he has his own so he's making hope for the police he's making hope for the police for the police because the police can't get out of there We have three bathrooms, we have people like all the information, we have a chance to see what happens and what's going on over there. I work on this all year. I'm going to talk about it as well. I'm going to talk about it. I'm going to be honest with you. Most of my tours are different from yours. She's like, what is the point of doing that? I'm going to talk about it. I think it's staying in the room. I'm going to talk about it. I'm going to talk about it. I'm going to talk about it. I'm going to talk about it. I think it's going to stay in the room. I'm going to talk about it now. I'm going to talk about it now. I'm going to talk about it now. Ladies and gentlemen, welcome to the Warriors Corner final panel presentation. The next panel will start at 10.30. The topic is C2 and Network Transformation at Project Convergence Capstone 4. The network CFT team along with PEOC3 team will present with Major General Jet Ray presenter. The next panel will start at 10.30. The next panel will start at 10.30. The next panel will start at 10.30. The next panel will start at 10.30. The next panel will start at 10.30. The next panel will start at 10.30. The next panel will start at 10.30. The next panel will start at 10.30. The next panel will start at 10.30. Welcome to the Warriors Corner. The next topic is C2 and Network Transformation at Project Convergence Capstone 4. Please welcome on the stage General Ray with his team from Network CFT and PEOC3 team. Welcome to General Ray with his team from Network CFT and PEOC3 team from Network CFT and PEOC3 team. Please welcome on the stage General Ray with his team from Network CFT and PEOC3 team. The next panel will start at 10.30. The next panel will start at 10.30. The next panel will start at 10.30. The next panel will start at 10.30. So the focus for Capstone 4 this year was to increase our multinational partner integration. So this year we had our UK, Australian, New Zealand, Canada, the French and the Japanese participating in our Capstone event this year. So we made some significant progress with integration of our multinational partners specifically with our information sharing. So our intelligence, our fires and our common operational picture. Some significant integration and we were able to enable from sensor to shooter those message traffic to pass natively, automated not through a manual input from sensor to shooter whether it's a multinational partner or whether it's a US. So from US to multinational partner and multinational to US using some technologies that we experimented with called cross-domain solutions. So that enabled us to improve our combined joint all domain command and control through the Capstone 4 network to enable that sensor to shooter traffic to pass an accelerated rate. This also made it enabled us to have a common shared common operational picture and our common intelligence picture which we were not able to achieve in 22. So with our advances with the combined joint all domain command and control we were able to see a greater level of synchronization with our partners and with our joint partners as well. So we had the Navy, Air Force and Marines participating with us as well. This was the first year that we partnered with the global information dominance exercise as well and what did Capstone 4 bring to the table with that partnership. So we were able to integrate some of these technologies and advanced our multi-domain fires effects as well. So we were able to experiment with some technologies on multi-domain battle management command and control. And so what does Project Convergence bring to the existing global information dominance experiments is the fact that they were able to integrate from a strategic down to a tactical network from an echelon one. So a combatant command all the way down to a division level and to accelerate our ability again sensor to shooter capabilities. And then we also are always trying to achieve greater data centricity. So we had some technologies that were more data centric technologies integrated into our network as well. That enabled us to use some of the Army Enterprise data platforms and some commercial sources to enable commanders on the ground to have more data driven decision making. And also that improved our ability for combined joint all domain situational awareness. So those are some of the great successes that I want to share with you that we were able to achieve in Project Convergence Capstone 4. Again capitalizing on some of our successes in 22 and continuing to make progress. Speaking of making progress, I'm going to hand the mic over to Mike next who's going to talk to you about I am what I like to refer to is command and control now. How do we integrate these great technologies into today's network? And Mike, it's the great job of talking about our next generation command and control. Good morning, Colonel Mike Colustian. I co-lead an initiative titled Next Generation Command and Control Warfighting Capabilities for Generating at AFC headquarters in Austin. So this is all, that's one thing but this is all part of a greater team that's getting after what is C2 going to look like in the future? What do our commanders need for C2 in the future in order for them to compete and to win against a sophisticated peer adversary and large scale combat operations? So that's really what this is all about and we couldn't do it without the partners that are sitting to my left and right. So at PCC4 we had an opportunity, initial proof of concept to say can we seamlessly at real time share data amongst multiple platforms and multiple operating systems and we proved that we could do that. So that's a huge functionality there to be able to say if I'm on attack device or I'm on some other operating system we should be able to pass that data seamlessly and we were able to achieve that so that was a success. The next step in this whole process is how do we take that now and take this ability if we're going to be truly data centric, how can we be data centric in a contested environment? What does it look like in a detail? Once again we know we're going to operate in an environment someday where the enemy is going to take some of these things away from us. So we have to be ready for what that looks like, what are some of the minimal viable standards that we're going to have to have for our C2 capabilities in the future? And that's what we really need to organize an engineer to. General Ray has told me and he needs three things in order to fight. He needs voice, he needs fires and he needs cop. At a very minimum he needs to do that. So we need to be able to show from a high fidelity standpoint, here's what we were able to show at PC, here's what we can do in the way that we can seamlessly share data across platforms and here's what it would look like from a low fidelity standpoint if we're going to be contested in the EMS. So really our next sprint, our next kind of proof of concept is actually, you know, aggressing and having an EMS contested battle space where we can prove these technologies and to see what we can actually really do. So we are just really starting off this initiative, it's pretty exciting. We all know about SD-WAN, transport agnostic we talk about all the time, obviously it's super crucial for the way that we're going to move forward. I think the way we need to be thinking about this in the future based on some of the lessons that we have learned and understanding what the enemy is going to try to take away from us, we really need full network autonomy. Ultimately that's where we need to be, right? So we don't need our commanders, our signal, you know, personnel and our experts to be trying to figure out combat is going to be too fast in the future. So we have to figure out what does full network autonomy look like and how can we ensure that our network is adapting real time without human and the loop input so we can ensure that we're going to be successful and be able to fight through anything that the enemy is going to try to do to us in the future. General Ray, you also mentioned yesterday if you had a chance to listen in on his keynote, HMI, human-machine integrated formations. So not only do we have to figure out how we're going to fight as humans against a pure adversary in the future, we also have to figure out, we're going to have an exponential increase in sensors. So we've got to figure out what does that look like, how do we take the data off of those sensors and incorporate it quickly into any C2 system that we're going to have. That's going to be crucial and we don't need a network that's only for the humans, we need a network that's going to also be for the robots. We're going to have robots, we're going to have autonomous, semi-autonomous platforms and they're going to have sensors. And so we've got to figure out we've never had this challenge before so we think through IoT this is certainly an area that we have to put a lot of emphasis based on some of those lessons learned. As I mentioned, the next where we're moving to is a NetMod X exercise that will occur this fall. And from there, General Rainey's vision is a proof of principle will occur at Project Convergence Capstone 5 next spring. And then after that we start talking requirements and that's where we really pass this over to our acquisition professionals like Mr. Keats. Thanks Mike, appreciate it. How's everybody doing? I hope this works. How's everybody doing? Last four year corner, everybody's excited? Excited? Yeah? Yeah? I was excited when I got here and then the very first boss I ever had in the Army showed up and I know she's great in me right now. And so I'm going to, I got a little nervous. Thanks for that. So I'm glad everybody's excited. I am, as you know, I am really excited about the future of the network. And when Mike's talking about a holistic network and integrating our C2, our transport agnostic, these concepts, I couldn't be more excited. And I think you and industry should be equally excited because there are going to be unique opportunities across a large landscape. And so when we put it in context of Capstone 4, you know, a couple of things I wanted to talk about that I think are real opportunities for industry that we're learning from Capstone and then bringing those opportunities for industry to deliver capability. First is in our data, right? And we talked, I did the very first warrior corner here. I'm doing the last one and the very first one was on our data mesh and being able to service data. And whatever we do for our C2 systems, whatever capability is going to come out of this pilot, what underpins all of that is our data architecture and the data mesh. And so we're going to see real opportunities here. So 1012 has an opportunity on API orchestration. We're going to look at 1013 and opportunity on our, I'll call it data fabric plus. How do we get on the road to a data mesh? I think these are real opportunities for industry to get after. The second thing that you'll see as a common theme across the panel here is our FHIRS architecture. Our FHIRS architecture is very old, antiquated and complicated. And so how do we simplify a data-centric FHIRS architecture that does not trade any of the critical aspects of our safety? And everybody says A-Faith Tits is old, yeah, but you know what A-Faith Tits does? It works every time, right? And so we've got to have a FHIRS architecture that our FHIRS community is confident in and is modernized in this data-centric way. And I think that's a real unique challenge to industry. And I'm really encouraged because I think that community has only had one or two or three industry partners excited about FHIRS. Now I'm really starting to see commercial and other industry partners get excited because we are serious about modernizing and simplifying that FHIRS architecture. Another area of investment coming out of Capstone is you couldn't walk three steps without running into a cross-domain solution. And so we are going to invest in our cross-domain solutions. We're going to do raise-the-bar compliance, but we are looking at small-form factor, flexible cross-domain solutions that simplify our architecture. And so look forward to that. And the last thing I want to hit, and I kind of talk about this at every time and you heard it across the panel here, especially from Mike and Joan Ray, we have got to have a network, a future network that is adaptable, which means every program in my portfolio has got to embrace that adaptability. Some of the technologies and capabilities that we talk about today didn't exist two years ago. And so I can't have a five-year contract with industry that doesn't acknowledge this rapid pace of innovation, this need for our commanders to adapt their network. And that, I think, is the challenge between us and industry to get to those flexible and adaptable contracts and means of doing business. And with that, I'll look forward to your questions. Thanks. Hello. Victor Vega, working in networks, especially satellite communications, SDMWAN, et cetera. As far as PC4, you mentioned some things that enabled the talking of the different systems that were, you know, up to now maybe standalone or didn't talk to each other. What were, you know, maybe the top two tools that enabled that, you know, you mentioned SDWAN, was it common-wave forms? You know, maybe some cloud, you know, and were those commercial with specific vendors or was it army-owned things? So specifically, some of the things that we integrated into Capstone 4 that weren't integrated into PC22 is, as you may have seen in the opening video, the HMI, the robotics. So those were integrated into the network as well, so we could receive, in some cases, live video feed or PLI and also our autonomous aircrafts as well. So UASs were also integrated into the network. So that with it brought, we brought them in through the TSM network, so a trellisware software-based network into the Capstone 4 network. So existing technology was used to bring in the new technology into the Capstone 4 network, which then brought us to a new challenge as well. All the data associated with all these new technologies that were brought into our network. Hey, I just want to say I appreciate the panel for coming down here. A lot of work, this has been done, a lot of work to be done. Can you talk about some of the GNAI and the predictive data analytics you guys are going to put on top of the data, the clean data once you get it? Can you talk to that? I reached for the mic thinking I was going to say something really, really innovative. I think I'm going to disappoint you. But we have got to start with the basics. We can't race to AI and everything. When we are not even storing cataloging and understanding the data that we have. And so I think we've got to start with foundational basics about getting the data architecture right and then asking questions of that data, which could be enabled by NLAI. The other thing is AI and ML is sort of at the dichotomy of being able to shoot and move quickly. We can't be dumping a bunch of server stacks in a brigade's talk anymore. So if we have to move, how do we best leverage some of these algorithms and capabilities? I think that's another challenge that we have to industry. We can't secure labeled data in a brigade. So how do we get those models out there that leverage the data that we have? So I think our start on that journey is really at the data level. And then asking industry, okay, how do I ask questions of that data? So Scott, great question. So one of the things that I think we learned out there also is that where is our data located and where do we need it to be? And I think one of the discussions I had with the team out there was, hey, we fight at the cocom level. So regionalizing the data that we require in order to conduct the fight is probably the first conversation we need to have. And then how do we interconnect those particular regional sites so we can replicate on the data and utilize it? And then point to the data with our systems of systems. I think that's one thing we learned out there. And I think that's the conversation we're going to begin to have. Guys excited or you want to go get something to drink? Any other questions for the team? I'll get one right here. In my past as an army aviator, I found out that sometimes, this is a long time ago, of course, but back when I was in the army, sometimes we'd find out that the ground force had a great system for its time. But when aviators were trying to talk to the guys on the ground, which often becomes very important to do that, we found that it really wasn't designed for that. Hopefully we've overcome that problem. It's really encouraging to hear that you're working with the joint force, I hope, which is the next step, and then combined forces with our allies. So the question really begins, when you talk about this progress that we're making, which is so important to the next battle, are we connecting all the parts that I just described? I'd kind of like to get a sense of that. Thank you. I'm just going to disappoint you up front, and then I'll let the experts answer the question. We haven't solved the problem yet. You haven't been out that long, but we're getting there. We're doing a lot better right now, so I'll let the team just kind of explain to you some of the things that we've done. Sir, we are being informed by a lot of the other activities that are occurring really globally, right? So I just came from USURF, where we do a lot with NATO. We're doing a lot there in support of our allies and partners. We understand that there are many initiatives. If we're going to really, truly absorb our partners into the future fight, we have to figure out data architecture. We've got to figure out the classification. We've got to figure out how to tag it, cleanse it so we can seamlessly share. There are some great initiatives happening that we are learning from, both in the Pacific and in Europe, that are going to allow us, but we're going to incorporate all of those lessons. We're going to fight with joint partners and allies. That's not going to stop, and so we need to make sure that we're taking that into account. Plus, CJAD C2 is a real thing, right? It is Secretary Austin's number one technology priority, so that resonates. We understand that we are involved and plugged in to the CJAD C2 CFT. We are plugged in to the CDAO, so we are being informed, because we understand that there is going to have to be really a common data fabric if we're going to really be able to share the data seamlessly with our joint partners and allies. So bottom line to answer your question is yes, we are being informed and we're involved. And I'll be happy to tell you that, yes, during Project Convergence Capstone Force, specifically during Phase 1 operations that we did at Camp Pelton, our Air Force, Navy, and Marine partners were heavily integrated into that experiment, experimenting with 57 of their own technologies on our network. We were using Link 16. We were integrating J-Root Charlie as well. And not only from our joint partners, but our multinational partners, and our network did support full integration. So we have made some significant progress. Although we are using cross-domain solutions, we are having to do an information sharing agreement with our joint partners to integrate their networks into our Capstone Force network. So there are some complexity and some challenges, but we continue to work through that. And the good news story is that we can share with others what we did to effectively communicate. I hope this isn't a tangent or a naive question, you know, tangent being not exactly what this panel is about, but can you talk a little bit more about the decision in the cycle? You talked a lot about the network. You talked a lot about the data. The decision of how we decide what effector is used, you know, so when you do any sensor, any shooter, because that can potentially be the longest part of the kill chain is, do I use EW, do I use an F-35, do I use a high-mars? I think you get it. So, yes. So the network did enable us to make decisions quicker. So from the sensor to the processor to the mission command node where a decision is going to be made, then to an effector. There were also some technologies with our partnership with the Gold Information Dominance experiment, some technologies that enabled us to see across all echelons that targeting packet as it's being developed, which also decreases the amount of time needed to determine which effector is the best effector. The, you know, target release authority is still, you know, it has to be at that level. So the decision made at that particular command post that is the target release authority still remains a decision point. But the technology is both throughout the network and also with our partnership with Guide enabled us to decrease the amount of time because if you have visibility over the target development from the combatant command and you already know that that is a target possibility and you already have awareness of what effectors can then effectively target that, it decreases that cycle as well. Hey, how are you guys doing? You're asked. So I'll use CDS as the example for the question, but what would be the panel's recommendation for a company that has capability or a technology or what you would call it, right? To get into the next capstone or to get into an environment like that. So if I'm building a CDS or I have a CDS, how do I know it even fits the mold for the kind of the exercises going on in capstone 4 and the next iteration of capstone or project convergence. You know, where's that posted? How do I get engaged? I know some of it might be sensitive, but then also speak into some of the other things. Mark, I know you mentioned four or five opportunities and that's what I perked up for is why I stood up. But how would I get more information about how to get people involved in that so that we could see it and test it out and try it out and also know that we're not bringing to something that isn't even close to a grade. Good to see you, Chris. Thanks for the question. So industry engagement is, especially at POC 3T, has been really robust. You know, the TEMs, I'm sure many of you come to the TEMs. One of the things that I'm instituting at the TEM with General Ray is a more one-on-one engagement with industry. I want to hear from industry more than you hear from me sort of going in the future here. To specifically answer your question, right, and in the run-up to the TEMs, and as we exit the TEMs, we are going to continue to do RFIs and we're going to continue to show draft RFPs and have a dialogue about those specific opportunities that I mentioned. Not everything's suited to going to capstone, though, right? And so I think when we're creating sort of the scenarios and creating how we go into project convergence, we'll then start that dialogue of what technology we want to see with industry into the capstone. So if I were an industry partner, I wouldn't be saying I need to get to capstone. That's just one event, one area for evaluating technology. I think the best way to get in and talk to the PEO is literally to come in and see me, right, or come in and see my PMs. That is the best way to learn about the opportunities that are emerging or that are real within the PEO. That's your question, Chris? Good. Hey, how are you? So I am not a logistician, but I'm a log-adjacent, right? Living in a logistician town, contested logistics, all that good buzz we're going around. One of our previous speakers this morning talked about doing logistics repair and maintenance activities in the Forge Edge of the battlefield. And there's some wise person that said something about amateurs fight tactics, professionals fight logistics. Given that mindset, given the foxhole to the factory demand signal, how are you factoring logistics data, readiness data, and all that stuff into future exercises? Lover? Sure. Well, I'll just start and I'll hand it to the experts, but we did factor that into the entire project in versions capstone form. We had logistics entail, fires were all part of what we tested out there. So we will continue. And that's why Joe Rainey stood up the contested logistics CFT because we know that was a concern right out the gate. It's something we missed and we got it back in the box and now here we are. So I think it's going to continue to be something that we're going to focus on. But I'll let the experts kind of talk to you about some of the things we did out there. So there is a whole use case specifically to contested logistics. So we did, from a network perspective, to a study on specifically the rule one, rule two, rule three as well. Some of the technologies they were using and some of the transport requirements in the future to support those technologies. They did some autonomous robotics built into some of the logistics scenarios as well. We partnered with our Navy and Marine partners at Camp Pendleton and did a lot of experimentation there as well. So logistics was baked into every single mission thread experimentation that we did in phase one and phase two of Capstone 4. So when General Rainey talks about contested logistics, that was absolutely part of Capstone 4. It was baked in from every single phase and mission thread because as you said, it is absolutely fundamental to what we do and we need it. I'll also just add, so every single, you know, the way General Rainey envisions or sees our war fighting functions, he really sees them as war fighting systems. And you see C2 as the core war fighting system and then all the other functions are around and surround that. Logistics obviously being one of those. And so as General Ray already mentioned, we have a contested logistics CFT. We're standing up in all domain sensing CFT. So within the structure of Army Futures Command, we're going to ensure through an open and standard architecture that we are able to share that data seamlessly with C2 being the core. Hopefully that helps a little bit, but that's to ensure that we have total unity of command for the way that we're approaching the problem set. Thank you guys. Question is, you closed this out. Thoughts on changing data classification, some of the different policy changes. Any thoughts you have after this event that could help us? I don't know. I don't necessarily know. I've thought so clearly our network is going to need to be a more flexible, sort of adaptable infrastructure. And so getting sort of multiple classifications sort of goes counter to that narrative, right? So I think what you're seeing from the Army now is a focus on going to unclassified, simplifying the encryption, not trading the encryption, but simplifying the encryption so we can share more robustly. However, I think there's always going to be this challenge of how we're classifying our data, how we're marking our data. One of the things we did at Capstone really robustly is multinational sharing, right? And key to that is following our policy and marking our data correctly so that we can use automated ways to share data. Sometimes it's as simple as those blocking and tackling things that allow us to share data robustly to ran over. And I think the other piece of it is what I've spoken about over the last two and a half years is that if we're going to achieve data centricity, one of those portions was getting to zero trust, obviously. And one of the key things to zero trust is tagging, labeling our data in a manner that we can share it with our partners and to attribute-based access control is going to be a part of how we get access to the data itself. So I'm not going to come off of that and I'm going to continue to message that to the team and I'm going to continue to drive down to achieve that goal. That's what I'm asking industry to get on board with this with. We have to achieve data centricity with robust transport. We have to achieve data centricity with cloud-enabled assets where we can reach to our data and then zero trust, obviously. The other backbone of that is how we achieve data centricity. So those are the imperatives. I won't get off of those. Those are the things that I started with and we'll stay there until we achieve it. I think that was the last one. Is that the last one? Okay, so hey, look. Thanks to my team of experts. Give them a round of applause for a great job and for what you did up here that was awesome. Hopefully you guys get exactly what you needed about what we did at Francisco Virgin's Capsule 4 and on to Capsule 5 after that. So thanks everybody. Have a great day. Yeah, sooner the better. Better. I'm going camping this weekend. I'm going to Montesano. I've still got some bugs I'm working out. So I just go to Montesano. So I don't go far, but I can go there, I can spend the next three or four days just getting everything the way I like it. Plus, I live right downtown. So I'm five minutes from the mountain to my home. My wife just had total knee replacement so she didn't get out much.