 Thank you. Well, I was told those microphones were really quiet, so I scared myself there. But please let me know if I hold the microphone down too low and you can't hear from the back. You know, it's obviously a very busy area that we do these wire corners in. And I think the topics that we discuss are absolutely essential to what's happening in our Army today and what we're doing within the G4 to help unburden the soldier and then obviously how industry can help us. So as we proceed today, I think that's the approach that we want to take. This is my sergeant major, your sergeant major of the G4, sergeant major, Petri Kasaris, and you know, we go back to another assignment, but she is doing just incredible things and give me that vision of the soldier. The same thing that the chief has translated upon us as a requirement. So if we can flip forward one slide please. As we talk about the chief's four focus areas, the biggest area that our logisticians and sustainers are engaged in is focused in on deliver ready combat formations, right? There's a reason that the chief gave that task as a focus area to Army and material command. And so we find ourselves in this space each and every day. As the chief went out and did his preparations, the team that went, his transformation team went out, they made a lot of observations in the motor parks, motor pools, on the installations, the bedrooms, the arms rooms. And what he saw was a heavily burdened force, right? We may have issued equipment to the organization or to the unit that we did not divest of the old equipment first, right? So new equipment, fielding, no divestiture, 20 years of combat, you name it, right? There's these things that have happened that the force has become burdened on. So Army and material command is working on a thing called R2E, the rapid reduction of excess. Great, right? That's going to take the equipment away from the formation that is not on their current MTOs and enable them in a way that is best postured. We are also in a situation where the personnel in our formations are not at 100%. And if anyone in this room can raise their hand and say that their formation is at 100%, I'm going to go ahead and take some of those soldiers away from you to kind of cross-level them. I'll meet my G1 partner. As the personnel are not at 100%, we have individuals who are manning systems that is not the system that they were trained on, right? And so as an individual is conducting their PMCS, they're not necessarily trained in that way, which has a direct effect on our mechanic, which has a direct effect on our 92 series. And so you can see how this can spiral out of control, right? So the chief said, all right, we're taking care of the excess problem with AMC. What else can we do for our soldiers? And he said, I think that we are over-servicing our equipment. Wow. Is there anyone here who believes that we over-serviced our equipment in the Army? My hand is up. I see a lot of logisticians with their hands up, right? In our policy and how we wrote it, and we traced it all the way back so far to 1938, I think, is the date. In 1938, we set our standards for how we service equipment. That is an interesting flow of information, right? 90 years ago, almost 90 years. And so what we said is, what can we do within policy? What can we look at? What data do we have to ensure that we can go ahead and look at our services and make changes that potentially are ready for today? So there's a wonderful CW-5 who was a regimental warrant officer when I was the Chief of Ordinance, Chief May. He had the year of the Chief of Staff of the Army. And he said, sir, here's what I think we can do. I think we can make changes to our time-based services. And so what an incredible task to look at, right? That gave us our problem statement. Can we make a change? We can risk if we make changes to our time-based services. So the Chief turned to the Chief forward. He said, you own the policy? Go ahead and figure this out. And enabled us to do it immediately. So in June of last year, we assembled a bunch of CW-5s from all of the life cycle management commands, right? Army Materiel Command was there. Our ASAL partners were there. The Ordinance School was there. And we sat down and I locked them in a room in the Pentagon and said, you all cannot leave until we have answered five questions. Okay? Those five questions were, what is the feasibility of codifying the current end comp, so the non-combat operations plan service intervals and the low usage service interval programs? What do we need to do to, first of all, codify those? Right? They are available. We've been using them. We've been executing them through X-Words. But how can we codify the best practices of end comp and low usage? The second thing was, what additional fleets that were not previously captured in end comp and low usage, can we add to the program? What additional scale and scope can we add to it to ensure that we are better enabled as an Army? Then we said, let's outline the data methodology and resources that are required to create additional studies. What can we do to do additional studies to look at this problem? The next thing was, recommend policy improvements to the end comp and low usage program. So what policy changes can we make? Because it's, quite frankly, very burdensome. And then last, Lee, is to identify other options to achieve efficiency. And I locked them in a room with those five questions. And they came out with some amazing stuff. And so what I'm going to do is I'm going to turn it over to Sergeant Major Costa-Rez, because instead of giving us a bureaucratic answer, which these five questions guided them to, right? Look at the policy. Tell me this. Do this. Do this. How can we increase fleets? What studies do we need to do? That was going to be over the horizon in time if you're starting to use studies to make decisions. And so those CW-5s emerged from the room. And it was actually on the same day. And they said, here is what we need to do. And then actually captured it. Mr. Rick Marsh and Dr. Bilbrew, down in the Army G-4s, 4-4M division, went ahead and codified this in an X-sword. And we are moving out very quickly. So I'll give you, Sergeant Major Costa-Rez, who can walk you through what the Warren officers did in the room and then the results that emerged. Sergeant Major. OK, so as a maintainer, what I can tell you that, you know, unburning the maintainer really enables readiness. So as a maintainer, we have always done the semi-annual and the annual services just because that's what we have always done. So instead of really focusing on those conditions and needs-based services, we have focused on just doing services when we think that the time told us so. So what we have done now is we started with the X-sword, started with four fleets. We started with the Humvee, the FMTV, the HEMET and the PLS. And we took away all the semi-annual and the annual services. We still kept the bi-annual or the every two year services. And we ensured that we enable our maintainers to focus on those readiness things like troubleshooting, unscheduled maintenance and anything else that creates readiness versus doing services that are just things that are done, you know, replacing the filters and everything. And it also enables us to, it reduces the resources like the filters, the POL products and whatnot. And it allows us to have our maintainers in the right place in our motor pools by taking away those time-based services. All right, so what you can see across the bottom, and maybe it's a little hard to see just because of the digits on the screen here, is the journey that we took for these four fleets. Okay? Taking the data that existed already from NCOMP and the low-usage program showed us that there was limited, actually let's just say no risk. You know, obviously there's risk in anything you do. But the data did not highlight any risk in extending these services, right? Removing that annual and semi-annual services for these four fleets. So we said, let's capture it, right? Let's move out right now and capture it in the X-Sort. On the bottom, what you see is this journey and it ends in GRME and then the actual rewrite of the policy, right? It's not just stopping at the X-Sort and saying we're done. Because what then happens in the units, if you don't take it all the way into GRME, is now they're having to do the manipulation of the services in the program, right? And so that is why we are taking this not from an exception to policy perspective, not from, you know, an NCOMP or low usage. This is actually impacting units today. If you calculated the man hours and you may remember going back to the Chief of Staff of the Army's remarks before, you know, it was in the hundreds of thousands of man hours that were captured purely for one core. And again, as Sergeant Major talked about the Class III, the Class IX, the hazmat, you can think about how all of those have an impact beyond the time of the actual service itself. Additionally, you talked about Sergeant Major, the M4s and the M16s. Hopefully there's not too many units that still have M16s in their formations but there still are a couple. And so the M4s and the M16s write the time-based services, not the rounds, not the hours, not the miles, right? It's the time-based services only. We had some students at PCC yesterday who were talking about I'm meeting the mileage before the time-based services. We are driving so many miles in our van because I said, great, keep maintaining in that standard, right? Working, obviously, very, very well from that perspective. And just to add, the one basic that is never going away is the operator PMCS. I forgot to mention that in the beginning. So we always ensure that the 10-level maintenance stays so before any vehicle can be operated or dispatched, it still has to be properly PMCS and there will still be command maintenance and motor stables. This just allows our maintainers truly to focus on where they need to. And then to go back into those weapons systems those services were moved from quarterly to semi-annual. They will still be done by the 91 Foxes or Armament technicians ensuring that the weapons are still gauged yearly but we don't actually have to do the quarterly services as we did before. Okay, so then the question remains, great. Four fleets. All variants of those. What about the rest of the Army? You don't have that data necessarily. You don't have the input and so we can go ahead and we can continue this and go on, here's another fleet. Here's another fleet. Here's another fleet. And we will do that. We will do that until we finish the fleets in totality. Here behind me you see right now there's a pilot going on at the Armor School to look at the M1 and the M2 platforms only. Okay, I'm not talking about the weapons systems. I am talking about the platform only. We are using a very limited environment where we have FMX maintenance contracts that we can control the situation. We can visualize and see ourselves to gain that data and then once that pilot is complete we will make an assessment from the data and we may move out on the M1 and M2 platforms as purely the platforms not the weapons systems themselves. So a lot more to follow there. That data and that next touch point that we have is meeting next month. We'll meet with the Armor School General Simmering and work through and understand what we learned in that process there and what risk is there and how to mitigate that risk or what's the best way forward. It's purely an extension again only on the time-based services for those two platforms and to kind of give you a teaser it's looking pretty good right now. What can industry do? Right? That is the next question. What can industry do? I believe that we need to incorporate and reinforce and continue to hold accountable standards to our future contracts in writing the requirement for one maintainability but to the providing of the testing and evaluation data for future pieces of equipment to give us a service schedule specific to the platform. Rather than the Army adopting the 1938 standards and saying this is a weapon, this is a wheeled vehicle this is an armored vehicle or so on. Right? If we adopt that historical standard we are going to be in the same situation where we have to go through this process that we've been doing in order to incorporate a specific standard. I don't believe that that's what industry does right now in cars, right? I believe that you have if you bought a Chevy Volt versus if you bought a Tesla the standards are completely different right? This is the standard of how you should maintain an electric vehicle and so the expectation I think towards the future will result, you know, obviously ASALT community and the sustainment community coming together but we're going to continue to do this we're going to make change towards the future and so that is the vision I see moving forward for the sustainment community. I just wanted to add that this is going to be a continuous assessment together with the industry so as we move along, you know, whatever lessons we've learned we're going to ensure that those get put in TMS we ensure that the GCSS army is properly tied into it and then we'll ensure that our COMPO 2 and 3 teammates are actually in the same you know, that the whole total army is working together this and in case there are any differences for COMPO 2 and 3 that we'll take those also into consideration. Alright, what are your questions? So BAM, I hear what you're saying and I agree, I think you should actually ask industry for a little bit more I think industry as we innovate and bring in and with the technology as we go forward, I think you should probably get us to institute the sensors inside in order to go all the way to the CBN plus standards you know, the story I like to tell is, you know, the vehicles or whatever and so there's time based and then there was it used to be we drove a car until the engine blew up way back and then we started changing the oil every 6 months. Well cars nowadays they have sensors and they tell us when the fuel filter needs change and they tell us when the oil filters need change and they tell us when the air filters need change and that's a basic understanding of CBN plus which I know the army is trying to go to so I think it's incumbent that as we develop equipment you ensure that that is a requirement. Sorry, that wasn't really a question. No, thank you Sergeant Major for that. I completely agree with you, right? We are in this period right now. The army has just in an A-rock about 2 months ago now approved the abbreviated capabilities document for predictive logistics right in there, it not only is, you know, the requirements for maintenance, but class 3, class 5 in class 9. Right, so being predictive in how we are executing maintenance is the piece that would absolutely relate towards this. And as you look at it right, the army now has the requirement that's written. This is a huge step. We've been talking about predictive logistics for a long time without the requirement that was written. Okay, and so we will move forward in that process and I agree with you. But I also think that we don't have to censor everything right. There is data kind of linking back into what General Rainey was talking about this morning. There is data that is available out there and if we get our data properly set, we can visualize and see maintenance issues before they happen. Imagine a BCT going on a mission and they can say in my platforms you know, I only need you know, two battalions and in these two battalions, I'm going to select these two battalions because these two battalions have the greatest readiness rate but also a predicted readiness rate. Or imagine that you could say, I need to change out these four parts on these seven vehicles and then I will have an operational profile that will support my mission from a maintenance standard. That is the vision that we can go to it and achieve. And I think we can only get there if we do this together and that's why I'm asking in this here. So thanks for reinforcing it with the censoring piece. In the sustainment community and not to take this way outside of the focus area here, if you think about how you consider when a round is consumed the clarity after it's released from either an ASP is not seen until after a range. The same as we do it in an operational environment. When that round is first issued unless you have a log cop that is doing automatic tracking or a system that tells you when that round is fired, you have very limited accuracy in knowing what class 5 actually is on the battlefield at the time. And the log cops that we have of the past, you know, 24 hour delays and so on didn't give the sustainers the clarity that they needed in order to enable operations on the battlefield and get it to the right place. If you go back to PCC 2 and PCC 3 that was the time when we started to talk about sensor to shooter being actually sensor to shooter to sustainer. What if when that round was fired on the battlefield, industry could know that. Our organic industrial basis could know that. And you could actually have that round start to be produced because you had accurate information about the target that was acquired by that shooter actually fired what specific round and now needed to be replenished. That is the precision that I think that our army needs and deserves especially with the precision munitions that we have in the future. We cannot afford the number of rounds that we will need to place the magazine depths that will be required and so we have to be absolutely precise for what we do in the future. So from a maintenance perspective class 3, class 5, class 9 I think are our greatest opportunities to work together. Any other questions? Hi ma'am, Jim Kinkate from Accenture. Thank you and thanks our major. As you alluded to as the army there's other fleets to roll into the program. What parts of the army are doing those analytics for? So from the perspective of what we've done already here, the answer is we used our incomparable usage program. We have very limited fleets who were able to be enrolled in those programs. What we have done in the M1M2 is we are looking specifically at the GRV data that has been collected just because it's a very limited scale and scope and we have the capability to do that. I don't know the answer from the way for it yet. We thought we were going to stop with us but now we're looking at what's in the realm of possible and so what we see and sense in the GRV for the M1M2s can lead us to the insight of what maybe we can do in the realm of possible about looking across multiple fleets simultaneously rather than an exception to policy coming in and we work through the holistic piece. I owe you better answers on that about what the way towards the future is and so a bit more to follow. Just to add that we have definitely had the life cycle management commands very much tied into it so we're not doing it in a vacuum and then we ensure that we have our senior warrant officers for each specific field who have years of experience on that technical side to ensure we're looking at it and then the manufacturers so ensuring that we have all subject matter experts in the same room. We are being cautious on weapon systems as I talked about the M1M2 just the platform versus the weapon system. We're also being very specific in the realm of aviation for obvious reasons. AMCOM is just doing incredible work they are actually reaching forward to industry to look at the data from industry's perspective and using that rather than looking backward into the G Army data which may or may not have errors in it. We've got to do a lot of the cleansing of the data in G Army whereas from an industry perspective sometimes the data is a whole lot more clean and AMCOM is doing a lot for the life cycle management command. Thanks for starting me just for bringing that one up. I forgot about that. Hi I'm Gina Kevlar from Army Magazine. For the uninitiated can you loop this initiative back to R2E and how this will help formations get to 100% Yes, so as you think about the USR right when we rate our units we use the P, the S, the R and the T. The personnel the supply rating, the readiness rating of the equipment and then the training level. So if you see reductions in your personnel quite often and you have not done a study to actually do a correlation or a causation but if you have less personnel to maintain your equipment then you are going to have the equipment readiness rates lower. It just happens, right? The less people to maintain means and specific MOS's actually have a direct impact too. They're in the USR when you calculate your training rating it has to do with specific people in the formation. Are they present for training? Did you accomplish your training objectives? How did you do them? And there's direct measures that you must apply. So the training rate also can fall based upon your personnel ratings. The one that usually is not affected is the supply rating. So it's either the equipment is there or it's not there. It's less dependent on the personnel. So that piece of what AMC is doing in the rapid reduction of equipment is ensuring that the equipment they do have is what they're supposed to have and not a lot of excess so that it doesn't require not only the soldiers to maintain that equipment but also the maintainers to conduct their tasks in the maintenance community. If anyone has ever been a company commander in this room, anyone? What is the most emotional thing that you always do as a company commander? Inventory. Okay? Company commander hand receipts have grown over size, right? In the component event items, the BII that is associated with it, right? They have to be unburdened from the equipment that is excess. The stuff we accumulated over 20 years of conflict for all the right reasons. The stuff that we bought is commercial off the shelf that then entered on through their MTOs that is not required equipment going forward. And so if you want to affect change and keep the units at their most optimal levels in the times when our formations are not at 100% we have to look at the S rating we have to look at the R rating because those two are both impacted and I think that's the best way to relate it. If I may add that we are not in any way planning to reduce the maintainer numbers at any of the organization. It's just refocusing their efforts into readiness versus things that we really feel that weren't bringing that readiness nor are there increasing the risk in a battlefield. Alright, I think we have time for one more question or we can close early, whatever the audience desires. I hear no questions so that means we either answer them all or we've got some deep thinking to do but we look forward to working not only with industry but our international partners our life cycle management commands to unburden our soldiers and I thank you for what you do each and every day to assist in that effort. It's our major and I'll be here for the next day and a half so please if you have questions, catch us as we do our industry business later today. Thank you. Ladies and gentlemen please welcome Lieutenant General Lorraine from Headquarters DAG9 and Mrs. Mosier from Headquarters AMCG4 Hey good, I think it's still morning Good morning. How's everybody going? Awesome I'm General Lorraine I'm the Headquarters Department of Army G9 and today I think we've got about 30 minutes to really talk to really talk some of the things that we're doing across the Army so what does the G9 do and I'm just going to spend about just one minute to kind of talk a little bit from the enterprise standpoint at Headquarters DA so my primary responsibility is really when it's coming involves the budgeting portion for the Army when it comes to our infrastructure it's part of the planning, budgeting execution, programming cycle that we do across the Army and that is really where I spend most of my time and these requirements come from all across the Army I'm not going to jump into what AMC is probably going to talk about but the requirements come in from all across the Army and there's a prioritization that has to occur and then all that is basically given to the Army G9 to figure out how do we fund it especially when you think about budgets and what the Army has to spend and so that's where I spend most of my time is ensuring that the requirements come into the building into the Pentagon and we're figuring out how we budget I do want to say that I think this corner is important because I know the focus for AUSA in this aspect it really gets into our war fighting capability and some of the things that we need to do in order to be able to stay victorious on the battlefield but if we don't have our families and our soldiers and having quality infrastructure then we won't be able to man the equipment that we're trying to acquire trying to build and so I just want to put a plug out for that because at the end of the day it's really about our soldiers and families in order to still have the Army that remains strong and so that's really something that we all need to really understand and know and I know we know that but we can't forget about it because we can have the greatest material and equipment but if we don't have the people manning it then we won't have an effective Army I'm going to pass it over to my Sergeant Major Sergeant Major Perry and he's going to say a few remarks and then we're just going to pass it down and then we're going to open it up for question and answer thank you alright thank you sir so I am Michael Perry I have the privilege of serving as the G9 Sergeant Major I've been in this position for about two years you know and what I love about being a Sergeant Major not necessarily in the Pentagon but as a part of the G9 you know bringing a senior non-commissioned officer's perspective I'm a career sustainer and logistician and so bringing all that experience and that perspective really from the tactical and the operational level as I'm advising and making recommendations you know to General Vereen, the SMA other Army senior leaders on how to maximize our resources is where I feel I can bring value and then the key is relationships and so you know outside the Pentagon obviously our partnership with AMC and then inside the building as ASA IE&E, G9, USACE you know we kind of call it the big five of the installation enterprise the more synergy and synchronization that we can create and flatten comms and eliminate some of them stovepipes really helps us maximize the resources that we have in order to achieve again effects and outcomes to better our Army quality of life soldiers and families and so looking forward to your questions and with that I'll turn it over to Miss Moshe okay good good morning everyone can we go to the next slide please so my name is Renee Moshe I am the Army material command G4 to my side is my sergeant major sergeant major Wyndham he's my senior enlisted and by G so as General Vereen has stated one of the key elements of readiness is quality of life for our soldiers as we talk about quality of life there's a lot in the news today in regards to some of the specific areas within the G4 that we have over shied up I'm going to touch upon a few of those and then I want to turn it over to sergeant major Wyndham so he can make some remarks just a little bit on AMC Army material command we can see at the top of the slide I'm not going to read the slide this is the division of AMC AMC we are 165,000 civilians contractors government employees strong it's a large vast organization there's not a a camp post or station in the United States conus and a conus that we don't touch having said that the oversight of our barracks our facilities our housing our food service for our service members is a critical component of what we do within Army material command partnering very closely with the G9 partners that you see here today General Vareen talked about the budget we like to spend his money and so I think we do that pretty well and so again what we want to leave time for is a large amount of time today for questions so I'm going to turn it over to my sergeant major and then we're going to open it up good morning everyone so like Ms. Moser said we focus on quality of life one of the initiatives that we're working on an AMC G4 is revolutionizing how we feed our soldiers we're looking at working with industry how does industry feeding college students that portfolio we're trying to give soldiers flexible feeding options to meet them at the point of need we have kiosks now, we have food trucks all of those different things to give soldiers access to healthy options so looking forward to your question you may have that we can feel and give you that clarity okay sir you want to open up your questions? alright we're ready I know we got questions out there Gina Cavallero with Army Magazine sergeant major you just mentioned revolutionizing how you feed your soldiers can you go give us some bullet points on some of the bigger things that we can expect to see or what the big things are that you're looking at yes so we're looking at we're looking at the the installation as the campus right so how can we get our soldiers access to food in the dining facility whether they can go to a food court that's on the installation and be able to use their meal entirely so we're doing some benchmarking sessions with universities kind of see how they're doing with the college students because our meal card holders on post camp stations are the 18 to 24 age demographic so it's the same demographic that you see at colleges and universities so we're just trying to see how can we meet soldiers at the point of need to give them access outside of the typical meal hours hope that helps and we're trying to do that in multiple ways we're trying to do it through kiosks we have meal prep options that we're giving soldiers where soldiers can have meals that are geared to their fitness levels that are geared to they can pick these meals up and have three to seven days worth meals that they can take to their barracks phones and heat them up at a later time to subside and if I could add to that as well so one thing before I got to serving the G9 army I got to be a 92 Gulf and so I'm actually the senior Gulf in the United States Army and so I I wear that as a badge of honor thank you so to your to your question man it's a great question and so on top of everything that AMC has shared one of the things that we're looking at you know as the Sergeant Wyndham talked about first every installation is different and we cannot have a one size fits all solution you know those solutions you know probably 10 to 15 years ago it was primarily our dining facilities or warrior restaurants right and as decisions have been made about you know certain capability that's going to be reduced in order to make room for modernization and other capabilities what we have to collectively do is ensure that from each installation when you look at it it's like a food ecosystem and so we're trying to look at a variety of different you know capabilities food trucks kiosks you know partnering with DECA the dining facilities will be a part of that always but maybe not to the extent that we've had in the past and so again it's it's looking at it holistically and figuring out again partnering with industry what are some of those capabilities that are out there that can help ensure that you know we're able to feed our soldiers one of the other challenges that we have in some installations is a lot of our soldiers don't drive and so when you have a barracks or a motor or a working area that is a significant distance from wherever that dining facility is you know we've got a pilot right now at Fort Kvasos where we've got a mass transit ICSA Intergovernmental Support Agreement with outside the community where they're leveraging you know basically a shuttle service that's got an app that gives soldiers an opportunity almost like ordering an Uber to be able to help get them to you know the warrior restaurants and other things and so those are some of the things that we're looking at from an army perspective to ensure that we're maintaining you know a high quality of life which ultimately we know is going to support recruiting and retention as well. And I'd like to just put stop to your last comment Quality of life is one of the areas in regards to barracks food you know getting after better food better choices looking at how unaccompanied housing is for a service member that is a key component to retention and keeping our service members in service. Hey I'm Command Sergeant Major Mike Connerty, Aberdeen Proving Ground the question I have we talk about the campus style dining. What are some of the technological barriers to you know soldiers get to BAS to being able to go anywhere with APs or DECA. What's some of the things the army is doing with that maybe with industry that will work on the solutions in the background so we truly can have BAS being able to use across the installation. Can you speak to that? Yes that's a good question. So it's really about a three pronged approach that we're working right now one of the areas as the sergeant major spoke about we are partnering with industry in regards to getting after as we're looking out across our formations and the army in regards to how we are managing food service holistically. So that's one of the areas that we've been taking a significant look. We have sent an assessment team to every installation to assess food service and talking we've been doing surveys talking to the service member and getting feedback on what they're looking for. So that's one of the areas that we've been working over the last three months. The second area we've been looking from a system approach and how we can take the food service system called ATHMS and how we can utilize technology and have that service member be able to take their cat car and go to ATHES, go to the commissary we're looking at those partnerships between ATHES and DECA. Again, opening up the aperture because that's one of the feedback we have received from the service member. They want choices and then the other area that we're taking a hard look at is the food itself and menus. We're looking real hard at quality and choices for our service members as they go through the food line. It's not just a matter of the atmosphere. We're looking at the atmosphere of the dining experience and the service members today as previously stated they want choices. They want grab and go. They want door dash. Those are all the areas that we're taking a hard look at and be able to provide that to our service members. I hope that answers your question. Good morning, ma'am. First round of low from 519 out of Fort Liberty. On the topic of barracks and food. We still live in some barracks from early 90s where rooms are small there's no kitchen nets. Even in the common area there's no common kitchen. I know barracks are looking to go privatized here in the near future. Is that something you guys can touch on as far as is there a way to look at what is standardizing the coding for all the barracks across the board or is it the have nots. The second part is for quality of life. I know the Navy is doing a pilot program I know of adding free wifi to the barracks. Is that something you guys are looking at across the board as well? I'll take a picture of this and then I'll send it over. You want to take it first? Okay. Your first question in regards to the rooms and kitchens and a standardized so yes that is a task working very closely with headquarters DAG9 and our IE&E teammates we are looking at a standardized template for barracks it's something that we'll be discussing we're going to have another barracks summit at the end of April and that is something that the SMA of the Army is working very closely with the team here very long response to your question but yes the Army is looking at standardization but understanding as we go through the meal con process it could take a while to get to every post camping station in the Army today but that's where we're headed with the standardized barracks or anything you want to add? No, great. So what we've uncovered is we have a variety of different barracks types in the Army and each one of them costs a full range of money it's amazing but what we're trying to do is really become more efficient and if we can get to a barracks room standard what should be in the barracks room for our soldiers to include how we house them do we have roommates or do we go with single rooms I mean all that's it's going to be sort of a final last year the next couple months but we know that we want to be able to have the amenities that a soldier needs in order to live in our barracks but we also know that there's there's cost savings when you have and that way as the engineers are trying to put no-con products together there is not so many varied cost that come into play so that's from an efficiency standpoint financial efficiency standpoint the other piece is yes we are looking at Wi-Fi there's a couple of options and things that we're trying to look at to be able to provide for our soldiers I think it's going to be great I know some of the other services are a little bit ahead of us it already has a contract for Wi-Fi I think the Navy does as well and so we're looking at options with that as well now again as Miss Moser said construction is really the the long pole in the tent it really takes quite a bit of time to get a building built in the Department of Defense it's just the fact of life it takes about five years of course to even the funding portion has to be done and then we actually break around and then of course almost 24 months later you'll actually see a building so you can kind of put that time together it's about a five-year plan we wish we could get faster we are making some other arrangements to get faster and Congress has given us some different authorities as well to be able to try to drive the ability to do things a little bit faster but faster and good not faster and bad so we got to balance how we build just to add on to that as well one of the things in Fort Story that we just did so we added kitchens we added kitchens at Fort Story where soldiers can come down and cook their meals prepare them themselves but what we're looking at in the future with the barracks especially is to have kiosks inside of the barracks where a soldier can come down and get food because we're trying to cause those collision points get soldiers out of the room where they can talk to other soldiers and how you can do that is cause those collision points whether it's a kitchen it or it's a kiosk that will cause that collision point with it my name is Rod Penny, well I'm with Caliber Systems thank you all for being here it's been a great discussion General Breen this question is for you particularly if we go back from we go back to like last year when the Secretary Secretary Wormwood spoke about the challenges relative to barracks and quality of installation if you don't mind sir could you speak from your vantage point how long do you see it's going to take us us the Army get to a place where when we go to recruit and when our quality of life and we're maintaining our our workforce that quality of life issue isn't a disparity between say us and the Air Force for example can you talk about how long is it going to take us to get to a place where that's not a discussion anymore I know that's a larger question that's great so I'll first start off by saying nothing's easy to fix in Army and it's all the other services when you have a very constrained budget and you have certain timelines and you think about our MilCon I'll just frame an example we can't even give the Corps of Engineers all of our projects at one time they can only do but so much a year and so those are the things that I think that we're challenging now I will say that what we've done over the last few months is we have made a conscious decision to fix all of our quality three and four barracks across the Army we really didn't have that plan before this four or five months ago the Secretary of the Army and the Chief have been committed to invest our money to fix in quality three and four and so what is quality three and four barracks what are they the worst barracks we have in the Army and so over time we've been using sustainment dollars to basically kind of just limp our way through and those sustainment dollars can be used for other things you know commanders are trying to make hard decisions on the ground we've now fenced money where we're literally taking a large portion of our budget to go after three quality three and quality four barracks and so we are hoping that we will start to see things change next year because now we've made a conscious effort over the next five years these are going to be substantial investments that are going to go after quality three and four barracks and so I feel comfortable that we can change the dynamics now we can change the landscape but it's still going to take time I think that's a welcoming decision because now I think we have a four way forward and we're not doing patchwork trying to use FSRM to be the end all be all and so I say that because I am very much concerned like with all of us if we don't have quality barracks and we don't have quality work spaces our soldiers are not they're not going to feel good about wearing our uniform we want them to feel good about joining the Army we want them to feel good about where they work and where they live but also decide to play in our MWR facilities and things of that nature so that's our approach but I think we have a good way forward now that we have a strategy of fixing really worst of our worst barracks across the Army and if you don't mind could you also touch on some of the other things we're doing to save costs across our Army for example meter data management or building more efficient sustainable buildings energy you know net zero other things that we can do to lower the cost so that we can apply more quickly the renovations and the sustainments that you're talking about yeah so I will talk I don't want to steal Honorable Jacobson Jacobson's thunder she is really the environmental energy guru and so but I do play in that space as well like some all of us do I think when you when we're trying to measure what we are are spending when it comes to some of the energy bills that we have across the Army we have a substantial utility bill across the Army believe it or not I mean we spend a lot of money and they can vouch for it on our utilities some of it is because we have infrastructure that we probably don't need but we also have infrastructure that's probably in such a state of condition that is requiring additional energy to be able to heat and cool them so I think we've identified that through some of the building research that we've been able to update our data to understand where we have really bad buildings and things of that nature so we're going to divorce ourselves of buildings we don't need that's the first thing we're going to divorce and that will lower I think our utility bill and the other expenditures that we're having across the Army what we are also looking at is efficient buildings themselves and most of our new construction when we start to build new barracks we're going to focus on them being more energy efficient and not costing us a lot of money when we build them we just can't sustain them because the bills are too high so that's an area we're looking at I do want to footstomp the ICSS and I know Sir Major talked about it but every time we can cost share with the community is a good thing we are doing that across the Army as a matter of fact the Army leads all the other services with ICSS and that's a great thing as we look at a win-win situation for the community that we're surrounded by but also the community themselves and so I think that's a great thing micro grids we're building micro grids all across our military installations I do almost every installation I've been to either has a micro grid structure or is in the process of getting one I was at Liberty some months ago they have one it's powering both Liberty in some areas some of our places there but it's also Pinehurst is using some of it as well so we have some great projects ahead I think we just got to continue the pace at which we want to get this done and it's going to be a win-win I think for us and for when you look at our budgets as well across the Army so hopefully I answered it and I think we're really excited about the way ahead and we're actually going to cut our new energy, climate strategy here in the next few weeks the Secretary should be where she feels comfortable assigning but that's going to give us a great leverage as well and we have some document that we're offering Thanks Hi there My name is Melissa Hadley I'm with AY's Human Capital Practice and I've heard a lot over the last day and a half about how Army is working to become a data driven organization I'm curious about how you are using or collecting and using data about the soldier experience to inform some of the decisions that you're making so how are we sort of listening to our soldiers asking them what they're thinking and feeling and expecting and measuring that up against what we're actually delivering All right, Renee you want to start because I do have an answer for you We're using data in a lot of different venues for housing for instance we are in the right now we're doing the housing tenant survey for privatized housing and so that is a survey that goes to all the tenants and the housing that is managed by our RCI partners and survey specific questions how well are the RCI partners doing in regards to privatized housing so that's one of the means that we have in regards to getting feedback from the service member and their families in this case in regards to how well we are doing in housing for our company service members Other ways that we're using data is as we go through and we make the determination in regards to General Bahrain you mentioned the cost of buildings and so we're using the data in regards to our cost in regards to Milcon and our Milcon and our RNM projects and looking at the cost and how over the years how cost trends are increasing and how we can bring those costs down and so that's one of the other areas that we're taking a hard look at to help stabilize the cost from a housing and barracks perspective and we're also using data in regards to food as we spoke about earlier we have several surveys as we hit every installation we put surveys out through a QR code a QR code and so we're using data in that respect in regards to what the service member desires are from food as we go through so those are three examples I can provide so those are great I think we are we try to manage surveys within some sort of level of reasoning because we know we get survey fatigue and sometimes we don't necessarily get the response rates that we want I think the other critical aspect of how we try to take data that we get across the army is really we rely on our our leaders to talk to our soldiers and I think that is absolutely probably the most empirical unfiltered unedited data that we can get and so when you think about what types of food we like are the defects do you eat from the defects do you want a roommate all those different things that we are really trying to solve across the army we really have to rely on leaders asking our soldiers questions the first thing we always do is what are our soldiers saying and how are we getting that information we would want leaders to be able to talk to soldiers and then we take this data we somehow synthesize it so it makes some sort of sense and then we have to drive it for some decision and I said about room configurations and what soldiers want a lot of that information came from a survey but it also came from us just asking our soldiers what do you prefer what would you like because we want to make sure that we hear our soldiers that are out there in the field and so I think good leadership matters really does good morning my name is Jason McClare I'm the AUSA chapter president at Fort Eisenhower and I think an easy win for you all as far as good news is the installation and management command has this thing called the army maintenance app and if you could talk to some of the successes of that and I think also that data feeds into the previous question of how you're managing the expectations of soldiers and how you respond to their demand thank you you're referring to my army app make sure I have the right app is that correct yeah it's the army the army app so I'm not that familiar with the army app yes so you're absolutely right and we're taking that data from the army one of the things I don't know if you read the new NDA language it's mandating us to have barracks managers that are going to be civilians that can dedicate their full time to make sure that they're taking that data that's coming out of the army and actually applying it and fixing those issues that we're seeing in the army as you know now the soldier the green shooter is managing that process just not doing a good job at it because we have a lot of other things that they're doing to include their war fighting mission so with the NDA giving us the authority to hire these civilian employees to manage that system I think you're going to see a lot of great momentum to get it where it needs to be yeah I'll put a plug out for my army app I can go ahead and talk about it real quick the army is going to my army app that's going to be the app that really wherever installation is going to be separate and distinct it's going to have specific information about that specific installation for instance what gates are closed and when they're closed so you won't be going through a gate that's already closed like I do sometimes and not knowing the hours when it closes those are the things that are going to be specific to that installation where you can go it's going to be all on one one central sort of platform using all your mobile devices but we have a variety of different applications out there and right now a lot of them are not talking to one another so we're going to centralize that it's going to be under one app and it'll be really a plethora of information that you can find that's available that's specifically tied to that installation so we're excited about it it's been Yeoman's work with MCOM, AMC and of course folks into building our G6 CIO and folks so we're excited about it but that's forthcoming we're building it now I think I'm getting a hook alright if you have questions if you have anything on the sidebar we can always talk to you don't ask me no crazy questions thank you good morning ladies and gentlemen of the Warriors Corner our next topic sustainment data analytics education Army Sustainment University pastime and trade off Mr. Myers who's the interim president for Army Sustainment University the president of the Army Sustainment dryer is the instructor both will be presenting at 11.45 thank you ladies and gentlemen welcome to the Warriors Corner we will get started in promptly one minute if you would please assemble and take a seat and we'll start momentarily ladies and gentlemen welcome from the Army Sustainment University Mr. Myers who's the interim president and Lieutenant Colonel Justin Dwyer instructor and they're going to talk to you about sustainment data analytics education please join us in a round of applause alright here we go hey good morning as he mentioned I'm Rick Myers the interim president of Army Sustainment University this is JJ Dwyer he's the chairman of the operational research systems analysis committee and it's quite an opportunity to come here today to talk to you guys about our data education strategy I'm very excited for the conversation and we'll dig into some details but before we kick it off I think it's really important to help you guys understand what Army Sustainment University is and so when you look across training and doctrine command no other COE has this university structure such as us and so I just want to spend a minute or two talking about that structure and then we'll jump into the data aspect of it and so about 25,000 students across the Army the intergovernmental agencies and international and joint communities across to our campus annually and it's a pretty unique environment where we cover the entire spectrum from 01 through 06 W1 through W5 and then E5 through E7 and so I'll talk about that just a bit and then we'll jump into data so the logistics leader college is where we do initial military training for our officers and our professional military education for our officers it covers three branches quartermaster of transportation and ordinance we have the technical logistics college that covers 15 of the 19 sustainment warren officer specialties W1 through W5 so initial military training and then the professional military education as well and then we have the logistics non-commissioned officer academy which is 44 enlisted MOS's from across the sustainment community and then we have this unique organization that JJ is part of which is the college of applied logistics and operational sciences and they're really functional in nature with a tad bit of PME and so if you look at what his organization does it's functional courses on behalf of TRADOC so if you think that GCSS army middle managers course, the support operations course those functional areas that are in addition to PME they also touch on partnership courses and that's really that bottom my left, your right hand side we teach courses where we actually develop and teach courses on behalf of numerous partners and so AMC for example we teach supply chain optimization and multiple other courses on their behalf the department in army G8 we teach the ORSA MAC and ORSA the functional course on their behalf army civilian career management activity we teach data analysis and visualization and then multiple courses for the logistics career management field that focuses on department army civilians I'm going to explain ASU in a single sentence I would tell you guys that it's the education arm of the combined arm support command in the sustainment center of excellence a unique organization but a pretty powerful one so I don't tell you that story to tell the ASU story which I obviously love doing but I tell you that to highlight the opportunities that exist within the education realm and so about two years ago the SEC army released her objectives and number two was make the army more data centric and so we took quite serious and we jumped in a room and we threw a whiteboard up and we talked about how do we get there how do we achieve that and why is it important and I don't think there's any argument that we can say the sustainment community is one of the largest producers and consumers of data and in our case you look at just our information systems IPSA, GCS's army and GFIB no shortage of data impacts every organization across the force and so we recognize that data was absolutely critical to really getting after I know we talked about precision logistics but precision sustainment too because it's about replacing those personnel on the battlefield just as much as anything else and so what JJ is going to talk to you about is our data education strategy and so this team came together put together a white paper that really did the analysis of why data is important and then they jumped in a little bit deeper and tried to understand how we how we address it you know I found this an interesting fact and JJ may talk about it but when we did the analysis we looked at logistics officers and 55% of the logistics officers that joined the force have a business or criminal justice degree the last math class or data class that they took was quite honestly college level algebra very few has statistics very few had any stem background and so we had to look at an education strategy that considered all of that so we have those that are really deep into it self-studied or even you know educated and those that have very little understanding of data and so the combined arms that are under the command of General Beagle really got after data literacy and that was what he wanted to attack so what JJ is about to share with you is something a little bit more deeper than data literacy alright so as Rick said I'm Lieutenant Colonel JJ Dwyer I'm an ORSA in the Army and ORSA is a Operations Research Systems Analysis so we're not actually part of logistics field although we reside inside the university we're taught through G8 as our proponent we're able to get our schooling and we teach the PME there we teach the basic PME we come through and become an ORSA and as well as the advances of major promoting to Lieutenant Colonel so as we do that we're just part of the university so they were able to help out with the research and be able to figure out what we really needed so the university looked at they asked us to look at we did a survey where we asked senior leaders former battalion commanders, former commanders all the way down to E6's E5's right whoever in the school I think was 186 total people we surveyed and we asked what they felt they were comfortable with with data analysis and most of them weren't as Mr. Wires pointed out only about 10% actually had a true STEM degree although it may say a bachelor of sciences you know I mean it's not really the sciences are kind of weak in there so it's really to be able to do that data analysis we want to be able to assist in that so we're not trying to turn all these logistics officers and logistics NCO's into ORSA's right we're working with decision sciences how can we make decisions better using some of that data and help lead us out but we're not trying to turn all these young lieutenants and captains and E6's into ORSA's we're just trying to help them make better decisions for their commanders on the ground sir could you hit up the next slide please is that working give me one more please so here's what we talk about when we talk about decision data centric environment so most of the things you'll see inside of a command or inside of a structure with analysis is you're going to see a whole lot of graphs and most of it is what we call descriptive it's what already happened right you're going to put up a bar graph about what's on hand what happened yesterday what happened the day before and if the data is up to date it might be what today but as we most we really know it's usually a couple days old you know 12 to 24 hours old right it's not that snapshot that you can see instantaneously so we want to be able to help with that and even get that picture a little bit better that's something very simple you can do is just put up some colors be able to talk about right this is a starting point and that's okay it's a great starting point to talk from there and maybe be able to elude some things that we can use in the future we're trying to get everyone all the way up to that you know prescriptive type of level it's a hard work to get there so if you notice that graph at the top every time you do this it takes a little bit more time a little bit more data and a little bit more knowledge to be able to do this so we're going to start to be able to build that program as we go through so we're moving up to the diagnostic because you see a lot of dashboards right that's the new thing especially with power BI or those kind of buzzwords right we can put up a dashboard to see hey what's our status right now it's cool it's great it's be able to show the commander instantaneously where the forces actually can make decision right so be able to build those type of skills and know where to reach inside of gss army make a data connection into that data lake as we call it right and be able to grab that data instantly and create a picture for the commander so they can make a good decision and be able to move the force forward the next thing we'll look about is predictive right so what's going to happen next right we'll be able to use some forecasting some words you know regression some of those things we're optimizing we're going to be able to figure out what's going to happen next and that's where we're teaching these lieutenant's a little bit like there's some things already built inside of Excel they can click a couple buttons hopefully they'll understand the output and that's our goal is to help teach them to be able to understand what's going on from there and then eventually the obvious the biggest goal is to be predictive about it we talk about this especially in force on force with say fuel artillery and we're ready to move from different operations go from offensive to defensive how will we predict we're more prescriptive when we say hey get a flat rack ready with all the ammo we need for defense right we're planning that out we're optimizing that flat rack we're setting it up with all the smoke setting it up with that with the landmines with that we'll just set up inside there and get it ready for that future operation two days later because we're thinking ahead we're not just talking about just what happened so even the mindset changing besides just throwing up those graphs thinking about data and how what's going to impact that data and what's going to be able to affect in the future so that's where we're trying to build inside the university in the next so on the right side that's what we started to build we took it back and we after we did that survey we found out what was actually needed inside the community we started to build a couple different levels of training so far the first two levels are complete right we have level one the foundational which is 16 hours of training 18 hours total with a in test and out test to see if we actually achieve the goal that we wanted to and that's inside our currently inside our lieutenants course so they come in we just started that last fall and they'll be able to pull in through there so we're sending 150 lieutenants at a time through this course and we're being able to get them some sort of data analysis our primary mode of instruction is Excel right because guess what every government computer you open is going to have Excel on it right if you don't use any sort of GWIS software and then they get there they're going to do purchasing and have to do a contracting right so we're trying to get down to the basis where every officer is going to be able to use that and use that kind of stuff for the future and then we have our intermediate where we move up into the captains so the captains get an intermediate where they get 40 hours of training right they actually get a lot of training they get some stuff where really talk about data visualization talk about some true analysis and be able to figure out what kind of decisions they can help make for the commander so that 40 hours of training it's currently the first 16 hours is what the lieutenants are getting because we haven't caught up to that model right the lieutenants it just started we can't start way ahead and that's 16 hours before they get it too eventually next three years we'll move that 40 hours into something a little bit deeper because they have that baseline when they come through as lieutenants but until then the first 16 is just that same stuff the lieutenants are getting and then they build on top of that and then we're hoping to move forward to an advanced level so it's level three right for those support operations officers and those staff officers to really dig deep inside it using you know at the headquarters in paycom and UConn and all those kind of stuff where they're really digging in deep to figure out what they can use with this data analysis and throughput and ships and optimization where they can build their strengths inside that so that's the next step is where we're going but right now we currently have those two going inside the officers and along with the officers we're not just going to stop there we're looking to go to the NCOs and warrant officers but that's a little bit more typical because each one of those MOS's is a different length of time is a different length you know different field you're looking at different systems of records so each one of those things is taking a little more time right the lieutenants and captains were blanket it was a lot easier to be able to cover those quickly but now it's digging into course by course really as we start digging into each AOC or MOS for those NCOs and warrant officers so we'll continue to build that as we go yeah I was just going to say so when you look at the bullic and the lieutenants and the captor course in particular they're not necessarily all standalone courses and so what we try to do is incorporate it or what we would call integrated training they're already in those systems of records so let's take advantage of those systems of records and highlight the opportunities for them to pull down so that's a real life experience and then we have some of our other current and near term goals that we're working with we actually have some partnerships with VCU and with the University of South Carolina they're currently sending some of the tenants to for a year to go get some the captains excuse me to get some actual data training they go and get a degree and get a certificate and be able to come back into the force so it's one of those things you can talk about as an exchange at ACS where they go send a year and come back to the force with a bit of knowledge we're just trying to put it inside for everyone to get a little bit of that flavor where they're going to be the subject matter experts as they go forward and they move on and then we're also trying to get a consolidated data platform where we can go get that education where we can go find all of these catch ups and you know simple where you can do self development right there's a lot of those courses out there in the Army Base Board and we have that partnership with Microsoft and where we can go through and get some of that training on your own if you're not here and the other thing we're doing to fill out that gap for the lieutenants and the captains is we're doing an IMI which is an interactive media interface where we're going through the education and we're building that that 16 hour foundational force inside an IMI and that should be available to all Army soldiers and DA civilians right so it's not just for us but it's going to be a little bit more logistics focused but we're going to have that available hopefully in about a year from this summer I think hopefully summer 25 is the goal to be able to have that built so we can have that so they can catch up if they miss lieutenants or they're branched transfer into logistics field they can go hit up that IMI and catch up with the rest of their field anything else on this one? I think you know touching on the IMI portion of it's something else that we've recently done just trying to educate the forces run a data road show as well and so JJ and his team Dr. Bill Smith went out they spent some time in the G9 the National Guard Bureau and others educating senior leaders who are PME complete on data and importance for them as well and so we're looking at every opportunity to expand understanding of data and how we can better use it as a sustainment community to be a little bit more precise in operations. Yeah absolutely and to echo that point we were able to it's about four hour training sometimes we've gone two we did it with the CASCOM headquarters the G9 and we've done a couple others with the war officers to be able to talk about them and have them think about what they can ask their subordinates about that's the biggest thing like how do you ask these data driven questions to be able to get what you desire right now just have that open in a comment how do we do things better how can we make it better think about that question we have a smart acronym that we use specific measurable all those kind of things to be able to ask those questions to be able to drive your force because we're giving them the skills now you've got to ask for them to use it right I mean that's the thing so we're trying to get with those leaders to be able to say hey how can your organization build better off of this data sort of environment. So here are some of the things data efforts in the field the first one up there is a maintenance common operating picture it was built by a private and lieutenant right it's at a power BI where they can be able to build this kind of thing it pulls up their maintenance cop right the common operating picture and this is a true common operating picture right because when you're logging in you're getting the same data as somebody else because it's a direct connection to the system right that's we're trying to build inside of there so you can see that comment wherever it opens it's going to see that same data picture and it's just two guys working hard right on a staff trying to build this thing and we're able to pull up all sorts of things through the AOAP right with the army oil analysis program all these things and with power BI if you haven't not familiar with it right it's a drillable right so you can touch those things get a little bit closer touch on some interactive briefing right it's not a power point static slide right it's something you can actually touch and be able to drive inside and that's where we can really have those conversations that's also changing the environment it's changing those leaders and not just ask for that slide be able to be okay with asking questions and maybe not be able to answer them on the spot we can dig into it we can click on it we can talk about it right this morning there were five you know tanks down now there's six well what happened right we can get live data and that does happen we don't need to you know stop the quarterly training brief slides a week beforehand because we're too worried about doing that live thing being comfortable with it right that's a big thing we're trying to get leaders to be okay with is this thing is not always right you can't rehearse it for three days ahead of time it's ready to go right now so being able to be comfortable with that kind of feeling is important for the senior leaders as well as the young ones I was going to say it's one of the reasons I think it highlights the importance of data that a lieutenant did build this right and so helping standardize the language help and standardize the understanding of the material how to better use it but what I find interesting with this is the efficiencies that it created they were spending about eight hours one day a week pulling all this data it automatically pulls and refreshes twice a day now right and so they're not spending that time looking up AOP TMD safety use messages and and their readiness rates right it's at the tip of their fingertips for anybody to see quite honestly they gave us an private and a lieutenant built out in the bottom right is the G8 dashboard built by GS 15 who went to the University of South Carolina program and so they're both accomplishing the same thing one may be more detailed than the other but they're both accomplishing it right and so it's really a testament to that to the skills that we have residing in our force how do we standardize that and help people understand the same concept so our next slide sir and then here's what the reach and right so we kind of started this program originally kind of as we started building inside everyone in the first ones to really get after it inside of our education but then the mission command center of excellence became the proponent for that data education so they're they're building for the common core right for all army leaders they're building what they call the data literacy program right so that's this is so everyone can talk the same language and that's what's really important right use that same the same words as we're talking the same understanding to be able to do that so they're building that literacy portion inside of the common core now the hands on portion that's then up to each command center of excellence as they want to do right as we talk logistics individuals have a lot of data their fingertips so we're going to make sure we have a lot of hands on stuff now the infantry right the maneuvers and of excellence they might not too much hands on right it may be more like four hours instead of that 16 that we're doing to be able to use that data inside there so the common core will be built hopefully by I think is this is it next summer I think is a bench market yeah so be able to go through there so that common core we built inside of all me at all levels soon and then we're going to do the hands on portion is up to each individual COE center of excellence so we've got with the intelligence the maneuver center of excellence we've done a lot of partnerships sharing our data we have that teams page at a share point where we have all of our instructional material we can share with them and then we also have reach out to the horses on the ground right there are other horses in your field that have been working with your data they can help you there too right we're we're here with the loggies right we have that understanding and maybe some of the other horses there can help them out so otherwise we're we're all about transparency and sharing all of our classes are out there they can come grab whatever they want and we can share that kind of material as we go through and then also we're doing some collaboration since we are in the horse the community we have the the center for army analysis what we're doing is we're building some more upper level stuff for that advanced and we're building some books right we're building some PDFs to use code R is a statistical language that you can use right it's actually free within within the army and it's also free outside the army but we have some programs where you can be able to actually use it log in use a web-based server and you can be able to have access to R and do some more stats type analysis a little bit deeper right than just that simple Excel stuff so we're building some how-to books and some common things so we're doing you know like hey here's how to do some simple regression here's how to do some examples so we're trying to build that it's going to be available to anybody right it's a kit bag it's a PDF the army's building it we're going to share with all the team so we can build that data centric environment so we're just only building a couple of those things we already have some basic 40-hour courses for them and we're also building that kit bag and some other books we're trying to build also for Python is another language trying to build on top of and we're building those so we can share them throughout the army other than that I think we're just open for questions at this point Doug, how is the Mission Command Center of Excellence decision driven data connobs shaping your career or is that not necessarily shaping but closely connected and so from the introduction or the development of the white paper we immediately went to Mission Command Center of Excellence when General Beagle appointed him as the proponent for data and started shaping it we focused theirs on data literacy we focused ours on more of the use of data or data analytics are you doing like that for the CULSA for your data how are you ensuring that the data is the best data that you can have maybe as you got I know what gives good log looks sometimes just curious that's a great point right everyone always talks about the bad or the dirty data so that's why we're trying to teach it every level right that's why inside of the initial military training the IMT training they're getting data literacy right when you're talking to a mechanic you're talking to somebody who's actually inputting the data right you don't just run down when you send miles go one two three four right inside the miles you were talking about how important that is and how we can do with that so we're teaching it every level so hopefully when they're entering the data we can get the best I know we did a lot of analysis through Palantir, through Army Vantage so it's a big data aggregator where it connects all the systems and the Center for Army Analysis went through that and they figured out which is the best record so actually they went through line by line as they built that Vantage and there's a couple of horses that sat up there and decided you know where gender is in 19 different tables which one is the one right so we built inside that and then we're also trying to force and encourage correct data entry at the lowest level but part of their analysis and what we're teaching them is also data cleaning right you're going to get dirty data what do you do with that how do you improve it right how do you get the things off an email that should have been entered in an Excel spreadsheet and transfer it and be able to actually do some analysis with it so we're teaching them at that level to be able to clean the data as well and then find those outliers or those bad data okay sir so I'm going to put my drinks here I don't want to support out in this poll also I've got commodity managers that I think would absolutely use some of these courses so where do you see after Cap's career course currently got enrolled in support operations course do you see some of these courses and some of these joint efforts being implemented after I guess support operations courses and do you see a disparity between combo one, combo two and combo three implementation for some of these courses I wouldn't say there's a disparity it's just being able to get them there I think it's trying to be able to use that time that they come an active duty to be able to get the training now we're able to build we have a data analysis and visualization course it's actually an 80 hour course outside of any of the other PME where it's specifically for this and we have all ranks and sizes coming through there from civilians you know enlisted warrants and officers coming through which is that extra it's kind of like a it's not quite to the level two like you wanted to but we're building it and anyone can come in there all combo so we have a lot of combo two and three that come inside that course and they use that 80 hours to be able to take it back to their field and tie the ESCs and TSCs yeah and if we oh sorry just real quick I was going to say we recently revamped this both courses as well or the SOC course right the support operations course to include data we've incorporated a GCSS Army course and to the DAV point that he talked about the data analysis visualization course we went from 80 quotas this year to 862 quotas next year and so we're really trying to open up the aperture to get more Greensleevers and Department of Army civilians to attend hey good morning thanks for putting this on Byrne Myers from Army Contract Command Orlando so I'm more interested in the structure from Army level down you may not be able to answer this question but as far as having cheat data officers down at the you know brigade division level is there any effort from the Army to kind of look at the structure from top down it sounds like this is bottom up it is so as an ORSA and I was actually a division ORSA so I was at the division level there's two ORSA slots or two data decision science data analysis guys that are there inside the G5 inside the plans in the office right so there's actually two that are there currently our proponent General Gingrich is working on maybe making it three but down all the way to the brigade division level is just too much right so like they're up there to help at the higher level we reached down to the brigade we did all sorts of stuff from my just anecdotal right we did all sorts of stuff with the schools to be able to implement the aerosol school because I was at core Campbell under first right or to do analysis for the COVID right do all those kind of things they're used there inside and the longest we go is usually about a two star level is where ORSA is already there so we're able to help and guide those young guys there exactly what I'm concerned about right because if we really want to be a data centric army the brigade level that's probably what we're going to need those experts at so just something to think about good morning or good afternoon actually Ron Isom from SAP how are you integrating simulations into these courses and the other thing sort of following on from the gentleman behind me I see the courses are oriented from the lieutenant to major level it looks like what are you doing for the battalion and brigade commanders to understand how they should actually utilize this data we talk about data driven decision making they're the ones making the decision but it seems like we don't have any sort of education for them unless you're integrating this into the command courses I'll just take the last part so we have integrated it into the sustainment pre-command course so there's four hours of you know it's a five day course and there's four hours of data we've also added it in addition to the standalone four hours we've also added it into the GR reportion of their SPCC and then I'll let him take the first part simulation simulations I don't think we in the simulations much we show them a little bit of it and the captain of the 40 hour course we really do that as Orsas because that's talking about big data and really analysis you know doing a thousand runs you got to know some code you got to be able to do that kind of stuff and technology and with Microsoft for the Power BI with all these things start to grow we might have an easier capability of doing it but this I think that level of understanding has really meant where it comes back to us right where it comes back to those data experts there I don't think simulations might be useful at that brigade level maybe I don't know right I haven't been there in a while but you know you'll understand where we're actually going to use that data I think is at those higher levels but we do it inside the Orsas community all the time we do know at the tactical level actor forecast is critical right and so I heard a speaker yesterday talk about 33% of all fuel taken NTC is returned we got to get better at that and this is part of that that cleaned out of that we talked about Hello for tools you mentioned Excel right so lifelong user of Excel love it are you doing anything to help facilitate APIs you meant advantage or is it exclusively Excel macros because that's all your users have access to or can you use best of read applications like Salesforce so actually yeah so with Power BI actually big packages is part of inside of it is actually a lot of APIs connecting directly to the systems of record so inside Army 365 now they're actually building some of these things with a new update where they're actually being able to get those APIs which is a connection into a data system right to be able to reach in and grab that so that's actually coming with it where it's and you can log in with your cat cart right through the A365 to be able to access GCSS Army and some of the other it's there is another one that they're actually connecting right into to be able to drive through that we are doing some things in the outside that's where we come in right with R and Python we do APIs outside of that but they're actually inside SSI right inside the AG school the edge in general school that comes right it's a comes with Power BI built in reading from it right away so they're able to grab those instantly without having to build an API it's already pre-set up with a larger Army contract well we appreciate your time if you guys want to come up and ask some questions we'll be sick around for a few hundred minutes thank you ladies and gentlemen here's the corner our next panel we'll start at 1230 persistent experimentation by the Futures and Concepts Center Lieutenant General David Hone Brigadier General Stephanie Ahearn Scott Centale stand by please ladies and gentlemen in the Warriors corner we'll start in four minutes please gather around and take a seat ladies and gentlemen welcome we'll get started with persistent experimentation Futures and Concepts Center Lieutenant General Hodney and Brigadier General Ahearn will present can you guys hear me okay thank you hey thank you everyone for joining us in the Warrior Corner on Persistence Experimentation my name is Dave Hodney I'm the Director of the Future and Concepts Center if you do have cards and letters to send to me please send them to Fort Eustis, Virginia and not to Austin, Texas my predecessor was in Austin I've now relocated the Director position to Fort Eustis and I've been in position for about two and a half months I assume responsibilities in January and while I may be the new Director of the Futures and Concepts Center I'm not new to Army Futures Command years ago I was the Director of the Soldier Lethality Cross Functional Team I did that job for three years so I love hearing folks talk about things like next gen squad weapons, CNVGB IVAS all those important capabilities for our soldiers so anyway I bring that experience with me I'm proud to be back in Army Futures Command I'm certainly proud to be part of the Army Modernization Enterprise because I can think of no more meaningful work for both today's soldiers and tomorrow's soldiers to make sure we get modernization right before we begin we have a video teed up so if we can show that please this is a reference project convergence capstone for the learning we have experiment we learn the lessons and then we take lessons learned and applaud it's been monumental alright so I'm joined by General Steph Ahern she's the Director of Concepts of the Futures and Concepts Center and you may wonder why is someone who's the Director of Concepts here for a panel on experimentation well it's precisely the experimentation that went into the future Army Warfighting concept that Steph's going to discuss later so project convergence capstone certainly got a lot of top billing and General Randy's keynote address this morning and I do want to highlight that project convergence capstone is not the only major experiment executed or hosted by Army Futures Command and that's what we're going to we're going to talk about experimentation while it might be the biggest experiment we do in the dirt there's a whole host of other experiments that perform equally important functions can we pull up the first slot or the only slide please so first all of our experimentation starts with a warfighting concept that concept is informed by the future operating environment why do we experiment one we experiment to inform decisions made by senior leaders in some cases we experiment to accelerate development of critical capabilities you heard General Randy talk about all the lessons we learned with the semi autonomous and robotic systems that we experimented with project convergence capstone we also experiment to validate and refine our concepts and lastly we experiment to inform joint warfighting concepts we have good strong partnerships with the joint staff J7, Dag Anderson and I talk routinely on our warfighting concepts they also have good partnerships with our service Futures Chiefs to make sure we're aligned in the joint space we also embed experimental objectives on top of operational exercises that occur inside our combatant commands things like valiant shield, balacutan northern edge those are great opportunities for us to leverage cocom resourced exercises where we can hit experimental objectives that not only benefit the US Army but also benefit our allies and partners that are part of those exercises I do want to make while I talk about exercises I do want to make a distinction that there's a difference between an exercise and an experiment an exercise is focused on building readiness first it also addresses specific training audiences sometimes across multiple echelons there's clear training objectives and sometimes what comes out of exercises are observations that may not be backed by a lot of data experiments are the opposite in some cases and experiments we're doing this to not build readiness but to inform future decisions instead of training demands there's learning objectives and learning demands but what doesn't work is as important as what works and you only learn that through experimentation and then lastly it's about data that comes out of the experiment that informs the rigor that we can bring to senior leaders and decision makers so that they know that they're making informed decisions so in this chart it shows our path to persistent experimentation you'll see three lines the black rain gold, black being the future studies program we're going to talk about in a few minutes that used to be known as unified challenge unified quest that's where we experiment with our future war fighting concept and that's a really important important endeavor in the upcoming fiscal year you'll see future studies programs FSPs and you'll see FCXs in the next fiscal year 25 we're going to incorporate what we call future combat experiments which are simulation events that are tied to our war fighting concepts that allows us to get far more sets and reps that we might get in war game it also allows us to examine specific aspects of the concept that we might want to examine in further detail I do want to note our capability development integration directorates each of them participates in our future studies programs we get that war fighting function expertise that's brought to the war fighting concept when I speak about seeded you'll see the gold line at the bottom are seeded supported by our battle labs execute their own experiments and I want to highlight these specifically for our industry partners because in spite of the top billing that project convergence capstone foregot during the keynote address and during the subsequent panel this is a great entry point for industry at our seeded hosted experimentation events so you'll see them listed on the bottom MIFFICS or our FIERS experiment is hosted by the FIERS seeded it's hosted at Fort Seale, Oklahoma that experiment began 10 years ago in 2014 and they look at tough problems the most recent experiment examined in counter UAS how we detect, identify and defeat threat unmanned aerial systems AWI or the Army Expeditionary Warrior Experiment this is our oldest seeded hosted experiment this one began in 2004 it's hosted by at Fort Moore at AWI they look at brigade and blow simulation they also look at most recently all of the robotics and human machine integrated formation work that we showcase the project convergence capstone fore was demonstrated at this most recent AWI the sustainment modernization experiment or SMEX that's the newest experiment we do it's hosted by the sustainment seeded at Fort Gregg Adams this one began in 2023 this is an offshoot from the maneuver support protection integrated experiment or MIFFICS and at the sustainment modernization experiment that last year they looked at joint logistics over the shore the JLOTs at Fort Story and in the upcoming experiment they're going to look at telemaintenance and they're also going to look at UAS delivered resupply which we experimented with that at project convergence MIFFICS I mentioned previously the maneuver support protection integrated experiment hosted by a maneuver support seeded that's at Fort Leonardward Missouri that began in 2017 and they look at protection efforts the last experiment and notably looked at mobile camouflage systems and lastly CQ or cyber quest hosted by our cyber seeded at Fort Eisenhower Georgia this is about 8 year old experiment began in 2016 this is what we look at spectrum situational awareness how we look in the electromagnetic spectrum as well as how we obfuscate our own signals to minimize detection all of these again the athlete events probably get less pressed than the other ones but these are really important experiments that inform and feed into each of our other experimentation events in the middle of our project convergence and General Rainey was key to mention a point that it's not a singular event project convergence spans a year long series of activities between joint war fighting assessments and project convergence events in Europe, PCE and project convergence events in the Pacific PCP I mentioned some of the exercises we tag onto and PC again I have a plank holder in Army Futures Command with my teammates Ross Kaufman, John Rafferty Wally Rugen when they were leading CFTs PC PC19 was bottom up driven it was born of a problem that fellow CFT directors realized we needed to do better in terms of integration of our sensor to shooter linkages so it was an Army internal you know just a few sensors, just a few shooters just to see how we can communicate between observers and fire and shooters in Army space CFT led AFC supported General Murray supported that effort which now having left AFC and returned it's unrecognizable in terms of where project convergence has come and grown into it's a fully integrated Army hosted joint experiment tied with OSD's efforts with combined joint all domain command and control CJAD C2 OSD's CDAO guide the Global Information Dominance Experiment which is really important towards realizing joint command and control project convergence did look at four use cases, use case one integrated offensive and defensive fires use case two was joint forceable entry operations use case three was expanded maneuver and use case four was sustaining the combined force this experiment entered over two locations phase one was in Camp Pendleton, California and then we did a joint forceable entry into the National Training Center we did a core battle handover between 18th core to third core and continued experimentation there I do want to highlight for use case one which was really CDAO's guide 9.2 experiment we processed where I talked about what PC-19 did with essentially a few sensors and a few shooters we processed air and missile tracks at machine speed across multiple headquarters across multiple services and across multiple countries multinational participation and project convergence capstone we certainly built on all the take aways from PC-22 for use case three expanded maneuver focusing at the National Training Center human machine integrated formations were central to our experimentation and I'll just pile on General Rainey's comments we saw ground forces augmented by semi-autonomous and robotic systems could execute combined arms maneuver and we saw increased protection and increased lethality as a result of that employment these systems also extended our comms networks whether through tethered UAS systems or aerial tier network expansion AT&E loitering UAS systems that extended comms ranges they allowed for sensing and detection well beyond the forward line of troops and lastly they even allowed for improved casualty and patient tracking as well as remote triage pretty impressive experiments we also experimented with the first generation or the first you know I wouldn't even call it an increment because this was kind of a lab experiment of C2 next what General Rainey described as next generation C2 and we got feedback from leaders from the division to platoon level and it certainly showed the potential for data centric C2 a unifying C2 system that seamlessly integrated warfighting functions not boxes talking to boxes but a single data layer that allowed allowed us to maneuver and fire lastly I can't talk about experimentation with talking about the analysis so simply in project convergence capstone we had over 250 analysts they came from the army they came from multinational allies and partners they also came from joint services track DAC, ATEC all provided analysts we also had assessment teams from joint modernization command our CDIDs our CFTs and lastly I can't fail to mention the seasoned NTC observer controller teams that provided their in-the-dirt observations just informed by their experience all of that provided insights and over 270 learning objectives for project convergence capstone 4 so with that broad overview of our comprehensive and persistent experimentation effort I'll turn this over to Steph Ahern to talk about our future studies program and our concept Thanks so much Sarah and so what I do want to emphasize is the absolute importance of persistent experimentation helping inform army 2040 efforts and the concept for 2030 to 2040 which is in that concept driven transformation period as we talk to our intelligence community colleagues about the changing future operation environment in the threat and we talk to the scientists about what technology could be changed by then the changes are dramatic and intensifying and I would say that would be expected when we think about people that are in college today being the future battalion commanders battalion sergeant majors by 2040 people that are in elementary school now just coming in the army the concept should be able to help and they can help because as we're looking to the future it allows us to use existing technologies so signature monetization efforts with technologies that exist sometimes in the lab or at small scale and how do we organize differently and then how do we operate differently and so in addition to that centrality of the commander and having that judgment and having the intuition and having the analytical understanding to make sense of the data military science absolutely matters instead that methodological rigor that has been informing project convergence and all of the battle labs and the experiments that general Hany just talked about is something that we have to include within our war games it is not okay to look at just a bunch of guys and gals sitting around the table when we're talking about the future army forces we do have less fidelity in the work that we do and we use the Marine Corps operational war game system that McWill put together so it's less fidelity but it's helping us understand some absolutely real challenges and opportunities and things that we're going to have to do even when we don't have that physics based data that current systems provide and so how we war game has been a central effort in addition to what we were game over the past three and a half years so the second point like to raise is that so as we're developing the army war fighting concept that general Hany mentioned maybe coming out this fall maybe and we're using to assess and develop the future study program one of the brilliance of army futures command is from a concept perspective where we have many of the army scientists we have experts in the threat that have a link to the national ground intelligence center we have teammates in the concepts community across all of the war fighting functions that are linked directly with the CUECG and previously we had worked directly with West Point Sleeber Institute on the law of arm conflict now in addition to them we work with AFC staff judge advocate and so that role of law of arm conflict that general Hany really emphasized they are absolutely a part of our war games experimentation as well so working across with all of the army commands we've had the opportunity to have core G5s in with us people coming from both of the priority theaters and from the our north in addition the chief of engineers General Rainey highlighting the importance of the engineers coming up as one on the engineer research development command also has a large group of scientists and they've been with us from a very beginning and then our joint partners our allies the 5i allies our work is the input for the army to the joint war fighting command the joint war fighting concept and so as we're learning things within our research as we're able to learn from other services and the JWC it gets tested we are pushing and pulling those ideas across in addition as far as for how we were game had tremendous support from Rand from Ida the other services to make sure that the methodology that we're using in the systems exploration more game is sound so the last thing as far as just what we're seeing and the nice part of being able to support general honey support general rainy the ideas that general really talked about the challenges within the concept-driven transformation are what we've been able to derive over the past three and a half years working very closely with our joint in 5i allies we are seeing again the criticality of that data and the resiliency to systems the all domain sensing the offensive and defensive fires protection protection protection and the ability from a sustainment to be able to operate over these extended distances and then again that power and energy that he highlighted really critical aspects of what we're seeing and so I think the last thing I just want to leave with this is that as we're approaching this work one of the things that I'm most appreciative of is that we're now working with the other services very closely and we're all seeing the problem very similarly and so the opportunity to work with each other to solve these problems to work with other parts of academia to work with industry partners going forward this is absolutely essential because these challenges are real but the opportunity to make a difference is also real as well thank you sir thank you that concludes our presentation I think we'll turn it over to see if there's any questions from the audience sir ma'am current retired Brian Cook mks2 technologies I'm going to ask the same question asked over already where does where does quantum computing maybe in quantum power fit into the future competition good to see you Brian so I would say again being a scientist but getting the opportunity to work with them this is one of the areas from army from DOD that absolutely is a priority research area and so having quantum experts within DEFCOM working with ERDIC within ERDIC is something that we are leveraging heavily this is something that there are places that we see having an impact by 2040 there are obviously things that aren't going to be ready by 2040 so what we're trying to do is to make sure that as we're developing the concept that we're not trying to rely on fantasy and that where the science is is where we're trying to be able to operate with and Brian I'm going to fulfill the task that General Rainey Levy made on me in this morning session the future studies is also intended where I talked about AFWIS as an entry point for industry FSP is also a point where industry can help us if they have bring in expertise on some areas that we may not have the full depth of expertise we certainly can find opportunities there thanks Brian quick question for how are you implementing artificial intelligence into your space I think we're seeing that I think if you asked the industry partners of Project Invergence Capstone they would tell you a lot of the systems that were in the dirt included AIML opportunities in there so General Rainey talked about data centric C2 that's certainly an essential component of it Hi Dave Lockhart with the Boeing company the question I'm thinking about and trying to think through is is to participate in a series of experiments industry will bring some system to be looked at and now that you've got the three different pathways it could be in any one of two prior to getting to that point we usually find ourselves in other experiments that may be done by some of the CFTs and things like that one how do these things kind of group together that the work you do in one counts toward some understanding of the other and at the end of the exercise what happens next because that's the question we continually get from senior leaders after you're done with the exercise what is the army going to do what's the linkage to the material acquisition side of the house what do they do with this information yeah thanks for asking that question one we through this slide up to educate on the experimentation there's a difference between as a former CFT director a soldier touch point is not an experiment a user jury a user study is not an experiment those are tied to requirements the CFT may be pursuing and then they're going to learn something about how they in general range talk about capability needs statement Tony Pax and I you know deterred capability matrix you know the threshold and objective without a specific it's like industry tell us what's in the range of the possible this is to show you that there's one there's a tiering FSP project convergence gets top billing but FSP the concept again I go back to everything starts with the concept project convergence is informed by our concept we're not just doing things randomly it's informed by the direction that the army leaders want to take us and you hit on the topic that both honorable bush generally talk about transparency Mr. Trudeau also mentioned it in the panel this morning about what industry wants and transparency so there are outcomes that come out of each of these project convergence capstone general rainy offered some high-level you know initial senior leader insights that he had from his personal experience the 250 analysts that are crashing right now on the sorting through the data will probably take a few months before we have the detailed insights that come out of project convergence capstone so the feedback that comes to everyone that participated in that will follow once the analysts have had a chance to review that I hope I answered your question you're at your question about the changes that's that's what general rainy and honorable bush talked about today you know leveraging congressional authorities flexible agile funding you know that army senior leadership desire to do a portfolio of you all those things you know come out of this process the CFT directors and I communicate routinely the seeded and I routinely communicate routinely the COE commanders and I communicate routinely so we're all tied in tied in together thanks for that sir ma'am okay that works sir ma'am thank you question about learnings from project convergence and specifically that's a release to human machine integrated formations I was a striker PL back in the NTC and I had very unavailable tune by 26 guys and I'd leave 12 back with my four strikers I can imagine then hitting objective with 12 working guys that have to give up a couple of them or to man a robot or control robot sort of clearing the rooms I'm wondering if that came up at all in kind of how getting after it how the squads operate one general robot don't replace humans I'm sorry your manning challenges in your formation at the NTC but no they did not replace humans they certainly provided trade steel for first contacts we're not losing human lives we don't need to we had soldiers controlling semi-autonomous systems that did not come into decrement to the formation's ability to execute their assigned tasks general great to see you again and thanks to both here for addressing the crowd here and the noisy space I know that's not easy a question also with the human machine integration you mentioned the forthcoming update to the army operating concept will that address the underpinnings for HMI or do you see that as separate effort it is a foundational aspect of efforts by 2040 and in part because it's going to take practice and if we're going to offload risk and there'll be some offloading work we have to have over time the ability to gain confidence in the technology that we're working there obviously be a different and different type of formations there are some things that machines are very good at there are things that humans will never rely on machines to do but this is something that we see is also something that we must be able to do today but the human machine integration is a very important part of the 2040 do not give a microphone to a man over 60 apparently hey so the question is are we planning any really good experiments where we're expecting the network but really we know the network's not going to work because physics is still physics are we planning any experiments with intentionally not having the network work or barely work that remains an essential component denied, degraded, intermittent latent those are part of our experimental conditions COMS was central to everything we did at Camp Pendleton, NetMod X in the fall will further look at those kinds of things so yes I've seen some capabilities on the floor here that acknowledge the GPS deny GPS jammed conditions separate from operator user error potentially there's certainly a lot of compelling capabilities out here just on the floor here that address exactly that, thank you Sir Doug Morrison, I appreciate both of your comments direct my question I think to you sir if you're willing to go out a little bit in some deep water given what you've seen so far going back to when you were what was then for bending down a fortnight but and what you see going forward and what you see on the threat side that many of us don't see are you confident that the direction the azimuth that you're headed and the potential capabilities are we going to are you going to see the delivery are we going to see the delivery of those capabilities that we need and is it going to be in a timely enough fashion I know that's probably going far out for you but just trying to get a feel for what else occurred, I appreciate that No, happy to discuss that and Doug I think I'll echo some of my points I made at AWE at Fort Moore so lethality is defined when you were a lieutenant when I was a lieutenant, I'm sorry overmatch was defined as a function of lethality and protection our lethality and our protection had to exceed the lethality and protection of our adversaries pretty simple formula we used to own the night because our lethality we can acquire and shoot and kill in the dark and we can move undetected with our night vision advantage so lethality was overmatch was a function of lethality and protection we no longer own the night we share it we operate in a highly ubiquitous sensors you'll be seen in today's and tomorrow's battlefield so how we define overmatch and pursue to do that overmatch is no longer a function of just lethality and protection it's a function of lethality and protection but it's also a function of situational awareness and mobility it's also a function of decision advantage things General Rainey talked about today so the capabilities we're pursuing that allow us to like IVAS situational awareness and mobility I can move without looking at a map quickly you know I put IVAS on my face earlier versions 1.2 is moving to great space linked up with a moving platoon at Fort Pickett in the dark over 1100 meters I never put that device on my face before I'm sorry I never walked at Fort Pickett before I used IVAS before but I was able to link up with a moving platoon in the dark and you know go straight to the platoon later and talk to them about that those are the kind of capabilities now IVAS still has some work to work to go but those capabilities we're pursuing General George's intent to pursue C2 next to give commanders situational awareness you know data layers that connect division to platoons so everyone can see you know have common understanding of the fight I think we are heading in the right direction it's hard it's a hard slog everyone that's in the melee of modernization recognizes it's a hard tough slog to deliver capabilities that our soldiers need but I'll go back to my opening comment it's meaningful work and I'm certainly happy to be invested in that I'm getting the hook I think I went a few minutes over sorry about that but I appreciate everyone's time Steph thanks for joining me on this panel I appreciate you listening to our panel of persistent experimentation I came here to see if you needed help you still haven't done that I'm going to mail you with a bell household good to see you it's always a possibility ladies and gentlemen good afternoon and welcome to the Warriors corner our next panel Jungle Arctic IBCT Focus CTC training exercises and scenarios presented by trade-off Mr. Martin Hoffman and Colonel Brian Martin start time 1.15 thank you gentlemen good afternoon and welcome to the Warriors corner our next topic Jungle Arctic IBCT Focus CTC training and exercises presented by Mr. Hoffman and Colonel Martin and all of their props up front please join us in a round of applause thank you we're going to start with a short video and then Lieutenant General Gervais for trade-off we'll do a short intro ladies and gentlemen can you hear me okay excellent hey so I'm Lieutenant General Maria Gervais I'm the training and doctorate command deputy commanding general but I also had the opportunity to be the deputy commanding general at combined arm center training where we oversee the collected level training for the United States Army and the other corner is taking place right now is because we have to understand how to replicate the operational environment that our soldiers are going to operate in and that doesn't matter you know whether that's in a desert or that's in the Arctic and we have to understand it from the perspective of what is the equipment that we need how do we replicate the opt for the opposing force and present that picture to them in a scenario so that they can train and that's what the team is going to talk to you about our trade-off G2 team and our partners at user pack because I think this is an area where we really have to understand the requirement, the scenarios and how we train and so Maria I'm going to turn it over to you and don't be easy on them ask them the tough questions right thank you ma'am so good afternoon my name is Maria Hoffman I am the director of the U.S. Army opposing forces program and I represent trade-off G2 the deputy chief of staff for intelligence good afternoon my name is I'm the D.C.O. for JPMRC in the Pacific hello everybody I'm first sergeant Konstantino I'm here representing the 11th Airborne Division up in Alaska hello I'm Captain Kyle Buchrud I'm a company commander down in 2nd grade last but not least Captain Briggs I'm an O.E.O.P.4 scenario planner for JPMRC so times have changed 40 years we spent in the post World War II after the Cold War looking at the Soviet Union and Russia then we spent the next two decades in the Middle East during the entire time we were also looking at North Korea who would have thought 60 years ago that our threat according to our National Defense Authorization Act is going to be China China is our pacing threat with a new emphasis on the Indo-Pacific so for this afternoon we're going to spend a few minutes to introduce you to challenges and training in the jungle environment and in the Arctic environment and some of the capability shortfalls that we have that hopefully maybe industry may have some solutions for we'll do this in three parts first Colonel Alvarez we'll talk to you about the exercise design scenario multi-national partnership then I will talk about a little bit about the threat conditions and how we keep things unclassified and then we'll close it with discussions and hopefully get our first sergeant company commander to share some of the experiences and answer questions Colonel Alvarez thank you sir so what is JPMRC so many people understand what is JPMRC it's another CTC very background what JPMRC is in 2018 General Flynn the commander of the pacific understand we have a gap he went back to the army and he said we need to have a CTC it take us 30 to 60 days to ship 25 ID back to the US to other CTCs plus another 30 days training so total of 90 days if you put that return the equipment so it's another 30 days so now readiness is going down you take that pre-gate commander the division commander the assets that he have available in the theater to actually fight and train so he decide I'm going to create JPMRC so JPMRC is the new CTC that we have in the pacific so for Indo-Pacon mission it's actually provide readiness to the 25th ID and the partners this last rotation we execute rotation with total of 18 observers from multinational partners and we have 5 different units to support the exercise we have Philippines we have Korean we have Thailand you can mention we have Canada and it continue to grow as a partner relationship in support of this mission we have an Arctic operation 11 air pod division we support that mission with the joint partners in the Arctic condition high altitude if you talking about high altitude cold weather conditions we talk about negative 16, negative 54 but you cannot train but we got a different challenge we got a challenge with equipment we got a challenge with batteries we got a challenge with soldiers we got a challenge with the partners we have another equipment in order to operate this environment and we have another rotation that happen with the IDL last year we took a thousand sabers with Australians we talk about 40 joint units multinational partners working in one environment in support of the theater operation this next year we are going to introduce how is a CTC wrong and we go assist our Philippine partners to ensure they understand how to train so that's what JPMRC came up is the new CTC in the Pacific and that's what we have right now so what we talking about JPMRC we talking about regional combat training center that is body dating the organizations readiness and training so we create an environment that is real before going to the US going to the different CTCs it was a great training in 1978 we came up with NDC then we came up with JRTC but the environment is not what we fight we need an environment where we can involve partnership an environment where we can fight we can train as if we fight for the division commanders because at JRTC we don't want the high ground the division commander is in charge of the high ground we enable the entire exercise but we allow the division commander to trigger, make decisions and provide the resources to the brigade commander JPMRC primarily generate readiness by operating in the pathways the pathway is the line that we have in order to go to the theater in Hawaii in my years experience in the army it's only one place I see so many joints I've been in Europe I've been in many other locations but when you talking about joint assets if you go into the Pacific you have the Navy you have the Marines you have the Air Force we depend on the Coast Guard we have the multi-national partners also so that's what you gotta think about where all the locations you can involve so many joint partners in one exercise that the Pacific that is an innovation and it's also coming with a set of challenges that we have in previous exercise we have a challenge with interoperability we have a challenge with communications between our joint assets how we communicate how we fight we have a logistic problem as we move 3,000 miles from the main islands of Hawaii to Guam to different locations Philippines so it's a big problem set that we have over there and General Flynn, Carter, Brian, Martin have been assigned to define how we better understand this problem set so when we're talking about partners, we talk about how many partners we have over here in my years of experience in the other city scenes we probably have one or two partners but when we're talking about partners it's the opportunity to link with different partners to understand interoperability when we're talking about systematic we're talking about communications we're talking about different systems C2 that we have but something that we identify in previous exercises it's also equipment we believe that the equipment is integrated together and it's the same because it looks similar it may not be so allow us to explore experience and experiment with different opportunities that we have the IS system when we're talking about virtual we have virtual and we have constructive JPMRC and the virtual system we use the IS system which one is exportable it's the only CTC that can export from Hawaii all the way to the Philippines provide mild systems to track unit players to track everybody in the field as they operate and to provide that battalion brigade and division commander with the inputs of how the force is being operated so just think about that it's powers and systems that provide that and we experimented with so many issues we have to communications 5G networks when we're talking about Alaska some of the challenges we have is batteries problems with equipment we're talking about U.S. working for 30 minutes one hour when we deploy a negative 30 that can be constrained to 50 minutes so it's many constraints we have over here as we develop them by I'll go pass it to Mr. Halfman and we go and talk a little bit go to the next slide so this is two of the rotations we have over here we have one in the Arctic and one in Hawaii we talk about this briefly if you can see how different in the terrain expansion that we have for legislation and the impact that we have for NDO it's a great place for NDO as we have fires communication systems and space it's just a good quality set that we have to open I'll go and give it to Mr. Halfman that we can talk about the U.E. environment stay on the slide here for a second you know the resiliency of the soldiers that belong to the Joint Pacific Multinational Readiness Center is incredible so when they finish their rotation at the end of each year in Hawaii doing the jungle they celebrate Christmas and then they go from 80 degree weather 80 degree weather in Hawaii within 24 hours they're in Alaska doing sub 40 120 degree weather and they immediately get down to training and what's unique about both of these rotations is we cannot replicate this anywhere else so when we're talking about the Pacific often we talk about the first and second upland chains hopefully most of you understand what that means nickname island hopping that's part of the Chinese vision for the fence that is what JPMRC is doing in Hawaii island hopping where all of a sudden your division in your core is not what's around you it's the Navy it's the Air Force it's the Marines it's true joined in Alaska little bit like NTC you can see miles and miles maybe even further in clear brisk nice sunny day weather but your movement to get anywhere hours days very slow you certainly don't want to move fast if you start sweating on the older gear that first time is showing up here and then you start freezing from the inside out so it's definitely a completely different environment to consider next slide but so is the threat so to keep things unclassified we in Iraq have developed what's called the decisive action training environment the decisive training action environment is based on four regions one is the Pacific Indo-Pacific the original one is the Caucasus there's one for Europe and there's one for Africa each one of these has multiple countries in it that are based on real countries and based on real world operation environment assessments and threat for their region however we do adjusted to keep things unclassified when we train in date type of scenarios we're not training to fight the Chinese but we want to be ready to fight the tactics and the capabilities and the environmental factors environmental factors include the political the military economic social infrastructure information time and the physical terrain terrain we gotta have talked about so what you see here on the left is the Indo-Pacific version of date to your far left corner was the original version that was pretty much focused on the Philippines and then we've expanded it to the mainland there's multiple vignettes within the decisive action training environment that you can use so the date is not a scenario itself JPLMC or units develop their own scenarios based on their exercise requirements training objectives highlighted in red are countries that are not favorable to the US therefore typically the bad guy but you don't have to turn them into the bad guy amber being neutral and green obviously being friendly to your right side you see the multiple organizations that are currently transitioning to use date Indo-Pacific so the army is making a deliberate shift trade off is making a deliberate shift from teaching slash former Soviet threat capabilities tactics equipment to focus now on China as the chief has said he wants us the US army to understand the Chinese threat the PLA People's Liberation Army to understand that as well as we once knew the Cresnovians in this case we call them the Orbanas again Orbanas is notional but it's based on real world intelligence and real world information so it's not make believe it's just the country that's make believe next slide so to give you a little cross reference to your top left you actually see the People's Liberation Army which has a total of 5 theater commands comprised of 16 armies each army has approximately 6 brigade combat teams combined arms brigades and 6 enabling brigades generally they do not have divisions and I'll talk about what the brigades look like and why they don't have divisions but needless to say they followed up example during the coin war where our center of gravity our primary unit of maneuver was the brigades they are heavy on ground based air defense that's how they get their parity and their anti access area denial reconnaissance much emphasis on UAVs but actually any technical advantage that they can gain so they are more blind on technology than they are on human reconnaissance teams and last but not least they're reinforced by army group capabilities again as I mentioned no divisions therefore the enablers that they get either they have them already within the army or they get them even from higher pushed all the way down to the brigade so frequently when I hear a brigade combat team training and we create an opposing force to train against what I see at times as commanders rushing things away well that wouldn't be in a brigade absolutely it would it comes from army all the way down to a brigade and you will see cyber and advanced electronic warfare in fact the Chinese CTC version of their op-for is more capable than ours so on the bottom right you will see our version of Ovanan in this case we use three theater commands again six maneuver brigades combine arms brigades with some enabling but much more flexible in order for us to change our force structure as well as order battle to meet training objectives this is where I mean that we're not replicating China or the PLA we're replicating the capabilities the tactics so we're ready for any type of event next slide so the combined arms brigades are broken up into three variations heavy armor medium mechanized light motorized if you will or light infantry each one of those brigades actually looks very familiar like ours probably copied the difference is they're bigger they're balanced so instead of having for example one armor battalion and two mech battalions they will have two armor battalions and two mech battalions everything about those brigades is bigger with one purpose to defeat our brigade in a head on head win the first fight that's the focus we take these real world PLA type of brigades and we transition it to what does this mean to achieve the training objectives of units how do we enable them what do we need to bring into the opposing forces program and then we actually build it out at our combat training centers and we cannot build everything so we try to choose the most likely system or capability that we may see fighting in the Indo-Pacific next slide so here's where we start running into our challenges so Hawaii restrictions on armor movement it's a beautiful island we don't want to tear it up like we did NTC right and Alaska especially during the Arctic conditions during whiteout you will not see the little cliffs and the ravines and other things therefore your movement is really restricted for safety the point being is doesn't make much sense to bring armor into Alaska and we're not allowed to do it in Hawaii so how do we replicate armor type threats why replicate armor threats we know for a fact that if we do have to face a PLA type of fight whether it's an island hopping or in a mainland we will see armor their marines are enormously big very heavily armored focused water based so we will see that not only does our infantry brigade heavily rely on their AT systems but that is part of the combined arms fight in other words enemy armor are high value targets and we need to train to destroy them therefore we need to be able to replicate them however physically replicating them has been a challenge in part if you remember when I opened my discussion in 40 years focusing on Russia and the Soviet Union and then we spent 20 years in the Middle East so we're kind of behind the power curve being able to be able to technically define certainly replicate threat systems, capability, signatures and attack surfaces and we'll talk about that in a minute especially with with Captain Riggs so what you see here in the front is one of the problem sets we'll talk a little bit more but probably our biggest challenge is being able to replicate certain armor capabilities with visual modifications on existing platforms in other words vehicles that we have in the light infantry unit in both Hawaii and in Alaska such as the joint tactical vehicle and the family of medium vehicles that most infantry battalions and companies have if we can create easy sustainable low cost solutions to vidmark those we've tried it our units tried it for themselves we're kind of okay but it's the multi signatures the advanced signatures of ISR and targeting systems that make it not good enough and this is where I'm going to hand it over to my partner Captain Riggs and we'll tag team and talk about some examples of what we're talking about thank you sir so as Mr. Hoffman was mentioning we're reliant on the family of Humvees and JLTVs to provide our OP4 vehicle signatures and you might be wondering why is that well unfortunately we do not have a standing OP4 with a whole tire equipment set that is easily replicable of OP4 equipment so if 2nd Brigade from 25th ID the rotational training unit it is up to the sister brigade to provide the OP4 personnel and the exercise support for personnel what we don't have is that accurate family of vehicles that would replicate a PLA threat and that's where as you can kind of see the actual vehicle types and what we've used to replicate it it doesn't necessarily match so if you're talking about providing the right kind of signatures so that's visual signatures that's auditory signatures thermal signatures and the electromagnetic signatures and really what's that getting at is it's providing at least the right context so that intel can drive the targeting process and then we can use joint enablers multinational enablers one experiment at a JPMRC to actually destroy these threats that would be organic to a near peer threat in the region so that's where using industry and kind of looking at different solutions because in Hawaii there were strikers and in Alaska there were strikers so you're talking about armor person carrier as part of the PLA task organization it's just something that we cannot sustain here in the Pacific for Hawaii and Alaska and the same type of difficulties that we have for tracked vehicles so one one three chassis that you normally see at NTC well good luck trying to get those driving in Hawaii with environmental so that's where we have a lot of the difficulties where it needs to provide all the right signatures so it can actually drive some type of training value and not just for you know the virtual constructive but for that pilot on the pilot in the sky for the EW personnel from the EW platoons from the signers to provide that the right kind of signature to go ahead and collect off that to drive the actual targeting and try to drive multi-domain operations and on the right side there you see the multi-signature and attack surface so really you know if we have not just for the maneuver forces for your typical infantry fighting vehicles or main battle tanks or armored personnel characters for a threat but to have those additional systems those air defense systems that would be organic to a all-on-end threat or the near-peer threat in the region and really it's to provide the right signature so that there's training value for all the different personnel that are coming in so like JPMRC is the big J for Joint, multi-national for the big M so for radars for ELIN C2 for second data and then for visual for GON so providing that and then UAV for UAS support and then to provide that actual auditory signature so it's not just a tracked vehicle with a bunch of kids on it operating in the training area with no actual tank signature or track signature with the engines but providing all the right things so that we can get proper training value out of having these equipment sets in the training area replicating the correct threat. So we're down to about five minutes of course any solutions that industry might be able to advise for us or help us with needs to be transferable between Hawaii and Alaska. Alaska being the problem at 40 below a lot of the rubber seals, cables, they freeze and they crack so they need to be certainly endured for that. So having said that I would like to turn it over to the audience for questions discussions certainly discussions for actual experience on the ground which is why we have the first sergeant and the company commander with us. Just a question about Ovana capabilities are you seeing anything with autonomy on that front and their kind of use of robotics in the island hopping scenarios and if so what we're doing about it? Yeah absolutely I think in the previous discussion where AFC talked a little bit about the future they talked about some autonomous, they talked about experimentation. All of those things we need to challenge in the OP4 program now within the OP4 program we have not introduced autonomous capabilities yet we're certainly looking at that that is certainly part of the threat and as I mentioned earlier the Chinese are definitely very technologically focused so we will definitely see that. Okay if there's no questions I'm actually just going to turn over the mic to the captain and the first sergeant and just let them talk their experiences. That was one question. Yeah thank you Replication challenge I have been also at the JMRC known for the replication challenge for armor for lack of armor not for the terrain my experience was it's not only about the signature but also to replicate the effects so at the time okay it was ten years ago where there was no sea okay you were out. How is it today? So that is actually a great point I visit JMRC in Germany quite frequently you make a key point about the effects so often we use the word stimulate right the OP4 stimulates the training unit. Stimulate is good enough to make a decision I am doing something to the training unit that causes the training unit commander to make a decision to react to me learning really comes when we see the effects of my decision in other words we're looking for the effect how does the OP4 capability work how do the tactics counter that that is key. The challenge in Europe is two fold but less complex than in Hawaii or Alaska. One, they do have armor. They have multinational partners that bring armor from several of the countries to include Germany and we learn from each other their challenge is trying to operate both on blue and on red. For example we introduced an OP4 striker vehicle that was Vizmonet modified into a BTR we had a French version of a striker, we had the OP4 version of a striker and we had the unit that was striker and all of a sudden on the first rotation where we introduced all three we had all kinds of fratricide so definitely lessons to be learned and so just to highlight some of the challenges that we face out in the jungle environment some of the equipment that I have placed before me got my rucksack packed to the jungle configuration so it kind of fit through the tight squeezes that the terrain really dictates for us and that's what I'd say is our primary threat to our movement out there and how we're able to be detected is how canonizing the terrain is so we use a lot of mountaineering techniques skills that some of our more experienced people are able to pass off to some of our junior soldiers to kind of traverse some of the gulches that we're going to find out in the Pacific another thing is soldier loads you know we have found that the U.S. Army packing this as standard what you always are used to is wearing down that soldier light, that soldier battery a lot quicker so even the gear that I'm wearing is test items and it's lightened to be able to keep those soldiers dry and keep them light so we make the signal over there the time is over but we're going to move to the left over here if you have any questions please feel free to actually come back over here to us and talk to us okay thank you for your participation we do have some brochures some Chinese playing cards with equipment capabilities all free for the tank thank you we're all going to be here for the next show ladies and gentlemen welcome to the warriors corner this afternoon next topic medical logistics and campaigning make update by CECOM Major General Robert Edmondson commander of CECOM and Colonel Mark Weld commander of Army Materials Logistics Command we will start in five minutes we're going to take a bus it's not surprising they do that they're coming it's getting so frustrating today just see my e-mail it's not my project it's not my project Ladies and gentlemen, please gather, find a seat, get comfortable, and I'd like to introduce the next panel and its members, the panel medical logistics and campaigning update presented by Major General Ed Mingson and Colonel Weldy. Please welcome them. All right, well good afternoon everyone and thank you for spending some time with us here at the Warriors Corner so that we can talk about medical logistics. If I would have stood on this stage a few years ago I could not have told you that we were able to get medical supplies to the point of need on time synchronized with the operations. I could not have told you that we're able to sustain and maintain medical capabilities in accordance with O plans on time directed at the point of need but I'm proud to say that we're able to do that today. We're not finished by any stretch of the imagination but there is there's a movement that is happening. We are transforming Army Medical Logistics Command. We've been doing that for a number of years now but before I go any further I want to go ahead and address the elephant that's in the room if you don't mind. And some of you might be asking why is a career communicator standing here talking about Army Medical Logistics? Because I know I've run into a couple of people out there. I want to take just a moment and talk about some of what we have in common across all of C5 ISR. Can we advance one slide? All right, there we go. What we have in common across all of C5 ISR and there are three pieces that we have in common that make this quite logical that we have a really good working relationship command level relationship today. And number one is that whether it is C5 or ISR or medical it's all high-end technology. All have that in common which can mean that we can speak a different language to ourselves. Number two low density MOSs, low density number of soldiers on the ground that are either signal, intel or medical. Again that's the second thing that we have in common. The third piece that we have in common is that the technology that I spoke about in the very beginning that high-end technology that Army Medical Logistics Command is involved in on a daily basis will change rapidly. No different than C5 or ISR. The medical is also going to change rapidly. And so given those three elements that we have in common it makes a great deal of sense for us to all work together. I'm sharing that with you as something that I didn't know coming into the position but as it began to sit with the professionals inside Army Medical Logistics Command it became clear that we do have a lot in common. There is a reason that we have that we're all working together right now and the most important point here is whether it is C5 or ISR or medical we have the capability to get the equipment to the point of need at the time in which it is actually needed. I've said a couple of different times in other forums that the reason that C5 and ISR maintenance and maintenance has been successful over the years is not because of C5 or ISR but frankly it's because of the AMC enterprise that is extended throughout the globe. The AMC enterprise that operates on a daily basis from the defense industrial base all the way to the point of need and they're organized that way on a daily basis 24-7 and we C5, ISR and medical leverage that AMC enterprise to in this case get the medical components the supplies as well as the sustainment to the point of need traversing the AMC enterprise. There are a couple of examples that I'd like to give you of areas in which Army Medical Logistics has really made a difference over the last couple of years. One of those areas if you think back to August two years ago when some of our Afghan partners were being evacuated from Southwest Asia and brought here to the United States it was Army Medical Logistics Command in partnership with CCOM and Army Materiel Command that was able to take medical supplies and move them first from CONUS some in Maryland where we're stationed all the way to Southwest Asia point of need and then when we received the mission that some of our partners Operation Allied Welcome would come to the United States we were then able to take those medical supplies synchronize them with aircraft synchronize them with Army Sustainment Command synchronize them with the plan here in the United States to take care of our partners and we were able to move those medical supplies again to the point of need a second example that I'd like to give you is our support here in the United States Army to Ukraine our Ukrainian partners we have been a part of some of the presidential directives to ship capacity into Ukraine for our partners and it's been both hardware and software and medical that we've been able to move around the globe and again getting back to the magic of the AMC Enterprise in this case here we're able to move vehicles along one route and we're able to move medical equipment sets along another route to marry up in country in theater at the point of need at the time it was actually needed so before I turn things over here to the commander of Army Medical Logistics Command I just kind of want to bring us right back around to the fact that the magic of the AMC Enterprise is the reason that Army Medical Logistics Command is able to maneuver capacity and capability around the globe in a way that was not previously able to be done and so with that Mark I'm going to turn things over to you and we'll entertain your questions excellent sir good afternoon my name is Colonel Mark William the commander of the Army Medical Logistics Command as General Edmondson pointed out in about 2019 we moved from Metcom over to Army Material Command and that's where we reside now so I before we get going I'd like to give you a just a quick tease on what our command does across the globe and then we'll talk specifically about med login campaigning so AMLC is one of five of the Army's LCMC's and the only arm LCMC from medical material we provide class 8 medical material and sustain at level maintenance to enable combat power across the globe we have three subordinate units and roughly 900 people across 20 locations around the globe you can see our command structure down there on the bottom right two of our organizations the United States Army Medical Material Center Korea and Europe they are designated by the chairman to be theater lead agents for medical material for United States Forces Korea for USAMC-K and then USAMC-E for UCOM and AFRICOM so what does that mean that's essentially an extension of the DLA strategic supply chain to bring in class 8 medical material into the operational theaters our last DRU is the United States Army Medical Material Agency they're located in 4D Maryland where my headquarters is they manage all the Army's pre-position material medical material so APS programs and then the centralized material programs on behalf of the United States Army where they also provide our sustain at level maintenance program at three of our depots across the United States our APS program is valued at 1.2 billion dollars and every year we have an approximately 200 million dollars of annual COSIS requirements lastly our integrated logistic support center and our lap they serve as the heart and soul of our LCMC mission and that's actually a fairly new mission for AMLC really just getting off foot over the last two years they enable readiness at the tactical edge and serve as fleet managers for the Army's 80,000 medical devices you can see our operational members here on the right side of the slide or the key takeaway on this slide is AMLC truly clued supports global operations for the joint force okay so let's move on to the next slide here so we envision as General Edmondson talked about integration into AMC so historically Army medlock processes have been decentralized and disaggregated from Army's sustainment activities including the life cycle management of medical devices all the way down to the class 8 ordering receipt storage and distribution and in fact I grew up in this era where we were totally disaggregated and decentralized so it's actually really nice that I've been along this journey since 2019 when I served at one of those DRU's as a deputy commander so I've seen that growth as General Edmondson articulated this is the first time that in the Army campaign plan we hear the words medlock in there specifically directing us to integrate in the Army's sustainment enterprise so this will improve efficiencies and readiness across the globe and that was really the driving factor in 2019 to move medlock over to AMC so here's a look at kind of the future operating space what we'll see starting in the first quarter of FY25 is class 8 integrated into our multi-class SSA's and within our sustainment ERPs so this will be the first time that class 8 is actually ordered in G Army this integration will also create depth of this very life-saving commodity and it's absolutely essential to ensuring that we can fight win in an MDO environment so now we'll talk a little bit about how we're going to get there so a lot has improved since this transition but there's still gaps so medlocking campaigning is designed to mitigate these systemic challenges which include a lack of cop decentralized material management deficient demand forecasting non-standard catalogs and a reliance on the Defense Health Agency fixed medical treatment facilities where in the past our operational formations received class 8 medical maintenance support so this was codified in the next order and the MIC program will is actually leveraging the whole of Army approach across the Domwell PFP and has a two-star goss as General Edmonton is one of the co-chairs to accomplish this structure for this mission the key tasks of MIC include integrating class SSA class 8 within the Army systems of record so that's G Army today and soon EBSC integrating class 8 within the Army operational SSA's through the extension of the Aukov integrating medlock within strategic and theater distribution systems and then integration of the wider sustainment column so we will execute this proof of concept over several phases and it will be conducted with elements at the 82nd airborne use a sock and in use a wrath so phase one is heavily focused on G Army system changes training and outfitting along with the development of a curated catalog comprised of medical material that that is aligned with unit sets and author authorize assembler tools the proof of concept will take place with the 180 night DSSB in the 51st medlock company at Fort Liberty they will start with a 336 line ASL valued at approximately 300,000 it will be demand supported thereafter we'll also be doing this at first special forces group at JBLM and they'll have a smaller ASL valued at about 100,000 and then again to CR in Germany the proof of concept will last approximately 180 days and we'll have continuous assessment we know there's going to be some clanks along the way and we'll just that will fix those and get those all worked out before we move to IOC essential to IOC is making those required system adjustments and training so we can ensure that our forces prepared it's also extremely important to note that that we're nested with like I said all stakeholders so specifically institutional training the system at center of excellence has already provided classic familiarization training within their 92 series MOS soldiers and already trained 700 soldiers training will also be integrated in the advanced leader course for NCO SSA leaders starting next month and G Army has also been integrated into the Medical Center of Excellence for all the AMED specific AOC or MOS and AOCs that deal with medical logistics so many of you that our maintainers are probably thinking what about medical maintenance did you know that approximately 35% of the Army's medical devices do not have organic maintainers assigned and that's probably on not unlike some of our other commodities so what we're going to do is we're going to address that historically Army MTFs provided that service at home station but with the transition to DHA that no longer exists so we have to come up with a solution another example is combat aviation brigades they have a high equipment density but no 68 alphas so as you can imagine this impacts readiness and deploy be what deployability of our forces so we will execute this medical maintenance proof of concept also at Fort Liberty this concept will align with air 750-1 which states a LC MCs will provide full field level maintenance to units without organic maintainers the work orders for the first time will be accepted in G Army and it will provide commanders asset visibility during the entire maintenance process we'll also be working with the North Carolina National Guard to exercise supporting comfort two units and this proof of concept of course the same level maintenance will still be done at our depots but now work orders will be transitioned from G Army to this higher level maintenance so the desire desired outcomes here are increased readiness and visibility to the command reduce turnaround time and reduce transportation costs and the integration of classic repair parts tied to the medical device so no longer will we order parts in one system and then manage maintenance in another so no more struggle time this also gives our ILC access to data analytics so they can better manage the fleet and hit trend analysis using the army system of record so in closing I would just like to say from now until FY 28 because this will take long to get it throughout the army the army will implement mick using a banded and phased approach tied to resources operational right requirements and rear because the future fight will have much more demand on medlock we believe these concepts will posture the supply chain to be more agile with more depth and endurance to meet these demands commanders at echelon will now have an integrated cop to enable operational decision-making and this will increase readiness and improve survivability of our force bottom line is we must organize and integrate now we must train as we fight so we can execute at the speed of war and mdl list before questions I'd like to turn the time back over to general admins and for any closing comments right thank you so for for those that are familiar with how c com and take com and amp com all handle sustainment and maintenance that's exactly where we're taking AMLC there is no difference and so to the soldier whether we're shipping an engine forward component to a rotary wing aircraft circuit board or an OR there should be no difference at all and so again if you understand how C5 ISR has been operating over the years with regard to how systems are developed the partnerships with the PM the LCS P's that are all to be developed along the way the dot mill pf and will feel free to ask questions about that if you if you'd like that's exactly the direction that we're taking army medical logistics command we look forward to your questions thank you I think they're scared of medical logistics but that's okay that's why we're here right so we want we want to actually so I'll talk a little bit about money as we take army medical logistics command and shape it to fit inside the AMC enterprise to work with that within C com as well it's going to be important for us to be able to delineate between SS peg responsibilities EE peg think R&D or work with the PM responsibilities and TT think field level responsibilities that is an area that we are laser focused on because as the commander had mentioned and I talked about a little bit earlier low density so not only low density but in some places there might be no density and so we are acutely aware of that challenge and while we are putting rigor into the process what we are not going to do is slow down anyone's readiness but what we have to be able to do is have a full dot mill pf conversation about all components of medical logistics skill sets at grade at echelon to perform functions we do believe that at the end of the day there are some functions in this highly technical career field that are best suited for army medical logistics command to continue to perform over time but we are going to need to establish fiscal financial reimbursement relationships and to leverage the EE and the TT along with the SS so I knew if you talk money that will get people going gentlemen Mike Hill McKenzie and company you mentioned sort of the you know making the medical logistics command look a lot like AM AMCOM TCOM AMCOM TDRC com well what they primarily deal with primarily not being operative but is obsolescence right and maintaining warehousing and how you really track that and I'm just curious about the parallels in the medicals community to that major challenge for your your command yeah thanks for the question so probably the most fundamental difference that we are doing now is now that we're in LCC we are managing truly the life cycle of the device so we're working with the PM right from the beginning to develop those LCSP is the sustainment support plans to include divestiture and it's a challenge right especially since now none of our items have actually transitioned to sustainment so now we're playing catch up and getting all those assistance I'm sorry before you ask that question just as a quick follow-up I mentioned that I'm going to stand up and move away from this speaker here I mentioned the earlier three areas where we have a lot in common between C5 and ISR and medical divestment is another one that's the fourth when you take a look at the C5 and the ISR portfolio there is a very close partnership between CCOM and each of the PM's and the PEO's because as that technology changes so rapidly we've got to be aware of divestment divestment opportunities we are the ones that are probably working most closely with the defense industrial range to forecast out potential replacement parts as they're needed but what we don't want to be able to do what we don't want to do is forecast for parts knowing that we're going to divest so there's a delicate balance this is probably an area where I gotta admit I probably learned the most over the last couple of years is that delicate balance between us wanting to divest and bring on new divest so that we could free up dollars and space for something that's newer the reality is if the newer product is delayed by a day that's one more day that the older kids gonna remain in the formation and so we've got to be sensitive to that and so as we stand up the life cycle management command capability that is one of the responsibilities of the LCMC is to be able to not only look at today but look at tomorrow and we've got to be able to balance the books does it work perfectly all the time no it doesn't are we maintaining C5 and ISR today that we thought would have been divested a few years ago yes are we responsive and do we do a really good job of partnering with a lot of folks that are here right now on continuing to maintain parts flow for something that may have been deemed divestment worthy a year ago we do that because we know that the there is a possibility that we're going to be asked to maintain a piece of equipment a little bit longer good afternoon Alan Kalkinoff of the Army Sergeant General's office wonderful presentation looking for predictively just investing anything in artificial intelligence so we are heavily involved with PLCFT in fact I have our ILSC director that's probably the foremost thinker on med log and predictive logistics man do you have anything you would comment specifically oh boy all right thanks so we're actually attending the predictive logistics summit this week and have been heavily involved a lot of what was talked about in the opening comments about sensors right medical devices are very sophisticated anyway it's really trying to harness that data from the commercial vendor that's collecting it already also the repair part aspect is also applicable to medical where we may not have the same resources for maintenance that is really going to be dictated by the FDA closer to the son okay so really we're trying to think of the how can we harness what the Army is already doing in other commodities for medical and then thinking through really patient casualty estimates with ICD-9 code to those supplies and as we get more data in conflict how do we update those peak off tables how do we update MPTK how do we update that planning tool to develop push packages against what was already preconfigured and be more responsive at the time of need. Can you hear me now? Good afternoon sir so on your OV slide you talked the medical log systems LMP, GRME can you speak to the challenges that you all have been able to rapidly overcome with regard to systems integration given that their log operated in a very different system from a supply resupply maintenance inventory perspective and transitioning that into the AMC business model? Yes so fundamentally it's the same GRME is GRME right our biggest challenge is having a curated catalog that is tied to medical equipment set authorizations there's a lot of medical material out there right now especially with our current ordering system hundreds of thousands of items that can be ordered if that goes into GRME it would be catastrophic for a supply chain especially in a contested logistic environment so I think our biggest challenge right now is getting a curated catalog tied to authorized unit assemblages and thanks. And there's a little bit of a follow-up on that the IT component of your question the IT component of integrating Army Medical Logistics Command into all Army systems we can't do this alone we got to be in close partnership with DHA we've got to be in close partnership with DLA along the way because there are systems that are already running in the background the name escapes me right now but again it is not our aim here to break anything it is our aim to move us forward and so this is a journey I think we've gotten off to a pretty good start but you're absolutely right that we've got to get the data right there are separate networks and we've got to work with the other services we've got to work with DHA to bring all of that together in a way that will allow the Army to be predictable predictive in delivering effects we have heard here in the conference a great deal about transitioning transforming in contact that's exactly what AMLC has been doing for a number of years and your point that you're making with regard to the network is critical and any help out there that anyone can give us on how best we can take our Army data and bring it in to a single network would be very very helpful we look forward to partnering with you on that thank you for the question may as well stay up here all right we'll look we want to thank everyone for coming out we're going to train to standard and not to time thank you and we hope to see you around the floor thank you oh Oh, that's good. That's good. It doesn't matter. You know that restaurant's right there. Thank you. That is how you do it. Small business, not other stuff. You know my new additions, but they're standing because they broke them. They're a little cracked, I don't know if you see that. So they took all my other glasses, took my new ones, so these are the only ones I can sell. So I ordered a new frame, so they can actually do it. I was a little concerned. I know, right? It can be anything. But, it can't be all the same here. How do you place these frames? A website that probably costs me $3. I don't remember. But there's plenty of them out there. Plenty of them. How do you distribute them? Uh-huh. Did you just put frames? Uh-huh. The frame costs probably $2,000. I know. They're so nice. And they're so huge. I don't even think, I'm sure they came from China. That's it. Okay. Most things do. Everything. Oh my God. Oh my God. But they're huge. I've worked here. I have lots of mail from Los Angeles. I've worked here. I've only come out here. That's all my work. So I'm going to do things. I haven't figured out how to do my thing. I got a flat surface while I was doing this. I started describing me just as a job person. I wanted, um. Doing do little work. So I'm working here. I don't have more time in my life. I'm living long, you guys. I've been working here for ten years. So I'm working here for ten years now just as a job person. Ladies and gentlemen, welcome to the Warriors Corner. Our next topic, we'll start at 2.45. Transforming and modernizing talent and management. This is Christina Fries. Deputy Chief of Staff T-1, headquarters AMC will be presenting. So please gather around, find a seat, and we'll start promptly in five minutes. I don't want to hit the camera. Please find a seat. We'll start in one minute. Ladies and gentlemen, the next panel topic is Transforming and Modernizing Talent Management. Please welcome Ms. Christina Fries, headquarters AMC, Deputy Chief of Staff T-1. Am I on now? Yeah. Okay. Got me. You play in tricks with me. It's good to see so many familiar faces out there today though, and it's my pleasure to talk to you about Transforming and Modernizing Talent Management. And this is both for our military and civilians. It's a huge undertaking, and it's important to all of us. We're in a race for talent in a competitive and even a contested environment in the people's face, and that demands that we rethink our strategies and our methods. So over the years, there has been a significant shift in career mindset. More people are thinking in the here and now, and fewer individuals are staying in one place or with one company for the duration of their career. So how does the Army promote the advantages of career longevity? What are we as the Army going to do differently to not only acquire military and civilian talent, but develop and employ that talent so that we can retain them for the cycle of their career? People want to stay because they feel valued and they feel like that their contribution to the mission is important. Am I going to need to move? Sure. Okay, we're really sure. Okay, alright. So we're going to have to do a lot of things differently so that we can keep those people, they want to stay because they feel like they matter. So our Army has to modernize our talent management systems and our strategies to that new career model and even the mindset potentially of shorter term employment. I think we're going to have to do both of those things because we want to ensure that our personnel have thriving long term rewarding careers if that's what they would like. But we know that the speed of change is going to be different in the future and that those opportunities have to support assumptions about more frequent changes and turnover in our personnel. And that has to be a significant part of our succession plan. And the Army People Strategy charges us to acquire, develop, employ and retain the diversity of both our soldiers and our civilian talent to achieve the total Army readiness. So if we'll go to the next slide please. So transforming and modernizing talent management for our military, I'll start there. The Army has to change its approach to recruiting, training and preparing our soldiers for the challenges of modern warfare by aligning those individuals with roles based on the unique blends of skills, education and experience and attributes that they have. It's also important for the Army to align the structure properly to meet those force requirements and ensure that our soldiers have the opportunities, especially when feasible, for that alignment to intersect with their personal needs and wants. If say, or the Army's integrated personnel and pay system is the system of record now that many of you know that we're using, it's both self-service and it has HR professional level service. And if say, has subsumed dozens of other systems, legacy systems to perform a large majority of the HR functions and it came effectively online in December 23. The Army is continuing to modernize that system and as we move towards subsuming many of the pay functions over the next few years, we're going to complete that integration and allow for the full deployment of the talent management lifecycle for the force. Talent acquisition of our military is also important. The Army in 2023 enlisted about 55,000 new recruits and that is going to allow us to keep our active duty in strength at the goal for 2024. But competition for our America's talent is more intense than it ever was before and we're going to have to make modifications to our recruiting enterprise. So the high school market has been the backbone of the recruiting efforts for several decades and we realize that the high school population represents only about 20% of the potential prospects for our school. So our goal is going to have to shift to include more of the college market and I would include in that the trade school and the industrial arts market, essentially those that have education beyond the high school level, especially by 2028 that's going to be needed. The Army is developing a more permanent and specialized talent acquisition workforce with the establishment of 42 tangos and 420 tangos, which is talent acquisition specialists and technicians to make sure that we're recruiting with people that are subject matter experts in this area. We have to develop new methods and how we're going to market our technologies and to recruit these efforts. The U.S. Army recruiting command is standing up experimentation capability. They're going to test and evaluate the trends in the labor market and this is going to grant USAREG, the authorities and the resources that are going to help us to drive innovation and technology as we evolve those trends in the labor market. And so they're standing up a three star command with USAREG acknowledging the importance of this mission. So that is part of the way ahead for the Army. So the fact that the Army is a place where Americans can be all that they want to be, we have to continue to make sure that we convey this to our potential recruits of military service, our civic leaders and those that can help us to send the message of what the Army offers far and wide. And all of these initiatives are posturing the Army to continue to be the service of choice. So I'll talk about talent preservation for just a moment. The Integrated Prevention Advisory Group or the IPAG represents the Army's evolution of prevention workforce. It's designed to employ evidence-based policy programs and practices that prevent harmful behaviors across the Army. In 23, the Army hired 80 individuals to focus on prevention and we plan to hire about 200 more throughout this year. And these individuals are assisting commanders in identifying evidence-based policies, programs and practices that are going to increase the protective factors, build positive environments and help us to prevent harmful behaviors across the Army. And the focus is on the activities that bolster the protective factors to help prevent sexual assault, to sell harm, domestic violence and intimate partner violence as well as child abuse and the workplace violence within our formations. The concept is to make sure that those individuals and teams are equipped with the tools to reduce risk factors to prevent events as opposed to intervening or reacting during an event that is in progress or that has already happened. And so this is also not a decrement to those services or resources in the intervention and response space. It is additive. And the Army is adopting a public health systems approach to prevention that is going to focus on mitigating risk and strengthening the protective measures to decrease the stressors that lead to all of those unhealthy behaviors in the first place. So our soldiers are our most valuable resource and they deserve this continued efforts. That is what we are doing for our military. On the next chart I will, it is sort of an overview I will talk a few moments about talent management for our civilians. So just like transforming and modernizing the military the civilian workforce has to be transformed and modernized in alignment with the Army People Strategy and the Army Civilian Implementation Plan. The Army's Civilian Implementation Plan has four lines of effort to prepare, develop, employ and retain. And as you can imagine there are many initiatives that are cross-cutting across those areas that impacts them. And so in my position I serve as the Army's lead integrator for the Retain LOE and Army level initiatives that are ongoing in that space are included promoting holistic health and quality of life programs continuing to build on the workplace flexibilities improving the selection of our supervisors based on their demonstrated leadership ability and potential in addition to the technical competence. Also institutionalizing a culture of high performance which is really about awards and recognition. Utilizing stay and exit surveys we plan that as part of our way ahead and overall strengthening the culture of employee engagement. Many people don't realize that Army's civilians make up over 21% of the Army's personnel and Army Materiel Command as the largest ACOM has a 95% civilian workforce. So in September and January respectively AMC published our People Strategy and Civilian Implementation Plan which is of course nested with the Army's guidelines. AMC has conducted several initiatives this fiscal year that aligned the Army People Strategy and so I want to highlight just a few of those for you this afternoon. First I'll start with the five page resume pilot. Beginning in 1 December of 23 we started a pilot that's scheduled for one year and we implemented this all incoming job applications through USA Jobs. It's designed to expedite AMC's hiring procedures and make sure that we have efficient candidate evaluation process. And so there's clear verbiage in these job announcements that reads please limit your resume to five pages. If more than five pages are submitted only the first five pages will be reviewed to determine your ability for qualification. This really aligns with industry best practices and those of you that are here that are from industry would even probably arguably say that a five page resume is too long. But if you have been inside the system and had the experience you know that many times we receive resumes 15, 20, 30 pages long and so bringing this best practice to bear is short in resumes to be concise and well structured is going to make a huge difference in our hiring process. If applicants submit resumes that are longer only the first five pages of the resume is considered by the HR specialist and the hiring official in the selection process. In a small scale pilot that we did at one of our subordinate commands before we implemented this across the AMC enterprise in that short experiment alone hiring times reduced by an average of 51 days. So we're extremely excited about the potential that this has across the enterprise. Another pilot that we were part of is the contact to contract pilot. The Army asked AMC two of our command's joint munitions command and installation management command to conduct a short pilot from 13 November to 31 January this year and the goal was to develop and implement an average 30 day timeline from when a candidate is referred it's a notice of referral until they receive a final firm job offer. Part of the action of this pilot was to preposition the hiring panels, the interview questions the determination to offer incentives and the interim security clearance process. Now some of those are best practices that have been available to us for some time but haven't been used across the spectrum by everyone. But in addition to that it was to bring candidates on expediting some of the security process before final drug tests are received because it seemed that the risk reward for that was going to make a difference. So the pilot has concluded but DC passed the Defense Civilian Advisory Services is still conducting the analysis on that so we are anxious to see the results of that and hope that that bears fruit as part of the Army's way ahead. Another initiative is rocket vetting for rapid hiring some of you might have heard of that we are now calling this the rapid hiring initiative and this proof of concept is the fielding the program is really a collaborative effort between headquarters AMC our subordinate commands the Army staff Army security officers and the Civilian Human Resources Agency Charo. So the proof of concept is being conducted to help the Army not lose the best talent and to keep the best applicants and so what we've done is we can make job offers at numbers and speed on par with industry employer counterparts which is a game changer for those of you that have navigated the system. So rapid hiring to strategically adapt the way that we recruit and retain the talent in the Army is absolutely in line with the Secretary of the Army's objectives and so we first tested this this year at the Bay of Career Fair on 16 and 17 February of Baltimore Maryland. We had fingerprinting machines people were encouraged to complete SF-86 before they arrived we had specialists there that could help navigate that process on site if necessary and security interviews were also being conducted on site and so it was aimed at vetting our talented applicants in real time to be able to make on the job on the spot job offers so some of the outcomes of that event were that AMC collected over 3200 resumes in that time period we conducted about 357 interviews and we expedited one candidate all the way through that personnel security investigation portal process during the event the on site fingerprints that were taken even if those candidates were not offered jobs during that event those remain on file for four months which continues to accelerate the possibility of making job offers to candidates in that time period. Coordination with CHARA is still continuing and providing qualification reviews of our hiring managers and pre-screening resumes to continue that momentum we expedited the security screening process for a few additional weeks beyond that event and we were able to vet a number of additional resumes ultimately conducting 95 more interviews and a total of 452 altogether so what happened as the outcome of that in 2023 our objective was to be able to offer letters of intent and so we had great success with that in 2023 well in 2024 I have this wonderful statistic we increased our on the spot job offers over 8000 percent because we made 86 on the spot job offers which we had never done before and so what AMC accomplished far exceeded what all other Army commands that were not using this process were able to do we had 28 firm job offers and 24 entrance on duty dates established and six employees onboarded compared to one firm job offer and EOD for all the rest of the Army so the way ahead is to continue to leverage this and refine this rapid hiring initiative it is quickly becoming a best practice even though we're still testing and navigating different ways to take different aspects of this to events and scale them according to those events it's going to be tested next month at the total Army recruiting event in Dallas and so we're excited about what we can take to that event it's a much shorter event so I think we'll have finger printing and some of the things that we were able to do at VEA will not fit that event but the point is the ability to customize and tailor this to help us accelerate our outcomes and I have one more example to give you this afternoon and Ms. Wicker spoke and many of you heard her yesterday talk about the organic industrial based modernization plan and line of effort three and that is the human capital or the people that are part of that plan and so we have along with a couple of other pilots that have been conducted in the Army there's been some work done on the uniform side and in the contracting community we are now doing an organic industrial based talent management and career mapping tool pilot the Army lacks the ability right now to be able to assess our workforce competence capabilities and capacity using objective data analytics to support our deliberate talent management and strategic organizational decisions and so the Army has to be forward looking and data driven to be able to make sure that we have the right person in the right place at the right time and so the 2022 Army civilian implementation plan those priorities and those lines of effort are directly tied to the outcomes that we're talking about in the talent management and career mapping pilot so in AMC when we began this in the organic industrial base we have started with six occupational series at our OIV sites there are two GS series and four wage grade series and that's what is really significant about this because often when we think about the civilian workforce the default is to our GS workforce and the laws that govern and control the federal wage system for our wage grade personnel are different than the GS personnel so we are including wage grade in this and we have started with the logistics management specialist on the GS side and welders on the wage grade that's our starting point. The first two sites for this will be a Corpus Christi and then Aniston at both of those depots and we will pilot that in the next couple of months. We've already had volunteers starting focus groups and so we're excited about the way ahead. That tool is going to help modernize and develop how our OIV workforce trains plans out their careers and grows as professionals for individuals to be able to use the tool to set career goals, track their process and see different pathways for how they can facilitate their way through their career as an employee is really what it's all about where can they see themselves, what training and skills do they have, what gaps do they need to close and how do they get that training that they're looking for and so the Army is really going to have to invest in enterprise capability and so that's what these pilots are about is to inform what the Army's enterprise decision about talent management and career mapping is going to be. The added benefit is having this information not only helps our employees as individuals to be ready professional, diverse and integrated but it helps us to be able to do that ever so important succession planning as we try to see that future that I started this conversation by talking about what is it going to be about the longevity and the things that are important to our workforce and what keeps them and what gaps we need to fill in the future. So I will go to the last slide in closing I just want to say that the Army is making great strides in transforming and modernizing our talent management and success is going to require our collective efforts across the DOD. It's going to be done in concert with our industry partners and academia we have many partnerships in place we need more of those we need to take regional partnerships to the enterprise level and Army Materiel Command is all in on transforming both our military and our civilian workforce to acquire develop, employ and retain the diversity of our soldiers and civilians that we need to make sure that we have total Army readiness. So thank you for your time this afternoon and I'd be happy to answer any questions that you have. Any questions? Any questions? I appreciate those of you that have spoken to me in the last day and a half about some of the capabilities that you have. I look forward to continuing those conversations. Yes ma'am. Okay I'm Melissa Hadley, I'm a third and young in our human capital practice and I heard you talk about modernizing the way you approach recruiting, moving away from focusing on the high school student and training college students, trade school students. I'm curious about what other demographics you might be looking at. For example a lot of the clients that I work with and colleagues that I work with who did serve they came into the Army for very specific reasons and so how do we make Army attractive to folks who may not have that same background or may not those same reasons don't appeal to them? Yeah, that's an excellent question. Thank you for that. So it is about all of the categories I talked about. It's about our veterans who have served and it's about our ability to reach out to those communities and those locations where they don't have that background of information. They don't know someone who has served and the civilian marketing campaign is coming to market in the near future. I don't have the details of information on that but I'm excited that we are going to add this formal civilian marketing campaign along with the military campaigns that we do and that's also part of what I think is important about what we're testing in the total Army recruiting event that's going on in Dallas. That is a regional event in a large market trying to bring all of the total Army, all compost and civilian recruiting together and they have tested some marketing and methods that is intended to reach less traditional prospects and so we still have a lot of work to do but that is the direction that we're moving and that's my initial thoughts. Yes, ma'am. Oh, Tariq go ahead. Is your initiative just to bring on more Army fellows or is it Army fellows and those that qualify for higher level positions as well? Thank you for that question. So we are looking for employees from students that are still in high school all the way up to senior level positions. We need to train up and through our ranks and we also need to insert across the ranks so that we get the variety of skills and experience that's going to take us to the next level. Yes, ma'am. Good afternoon, ma'am. I just spoke briefly about changing the mindset and the expectation for employee longevity to shorter timeframes. Can you speak to how that's going to impact our succession planning for building the bench for our next round of leaderships at all? Sure. So we are starting to educate ourselves about this, right? We have our traditional thoughts about people approaching retirement eligibility and when they're going to leave the workforce and I think really examine the facts we see that the behavior of our people is not what we've presumed it to be and so making sure that we understand the generational differences and those tendencies and the predisposition for what people are looking for to satisfy them to make them feel like their contributors and so it's going to be a mix. We anticipate that the younger workforce coming in is going to be less interested in a long career in one place but the Army is a million career opportunities in one company so to speak and so I think it is about how we explain to those individuals the opportunities that they have there are opportunities to stay where you are there are opportunities to serve all around the world and we just need to have the data decision making tools available to us to understand what behaviors are actually occurring so that we focus our energy on those needs where we really do need to plug people into the process. Any other questions? Alright thank you all so much for your time. Thank you Thank you Thank you I've got a meeting with this gentleman back here Okay Yeah Oh yeah Small Small Small When you come to me when you come to me when you come to me Oh There he is A whole trinity That's right That's the whole group It's all good work out How you doing? How are you? How are you? How are you? What you called me? He's one of my favorites He's one of my favorites He's one of my favorites He's just one of my favorite He's just one of my favorite Hey, I heard the money Bolder Correct me You're a great buyer I hope you can create a better career I have a picture of that. Oh! No! No! No! No! No! No! No! No! No! No! No! No! No! Okay. That's not fair. Why are you laughing? I think I'm just going to figure it out. I'm just going to go through it. I'm going to show it to Alex. I'm going to guess this is going to be a ministry-wide partnership. We're going to talk about the PEPR. We're going to talk about the ACR. We're going to talk about any kind of potential option as a new lead. We're going to have to go better with some of the work that we had a couple years ago. So, here's your answer. Unfortunately, the scoring is definitely going to be pretty bad. You are going to be a great coach. You're going to be a brilliant coach. The finalists choose who to protect. The next year, we're going to have the ACR. I love the game. I'm going to keep that in mind forever. We always say that if that's a new PEP, just like in a few years back, I'll just get my hand on the table. I actually want to see my play time. I don't want to be the last question I'll need. We'd love to get that. Sounds like it's going to have to be a hard time. Because we're going to do something on this one, too. Like I said, like I said, these work. So I'm going to put them on. It's like the other thing, so I'm going to do something serious on this one. If it's at least, we've got a big source. It's going to be true. You're out. You're out. You're out. You're out. That's my big pitch, that's why I'm here. 40 Serves is, I don't know what it is either. Most of it comes after what we sell here, I can say. All right. Have a good night. Have a good night. Have a good night. Have a good night. All right. Okay. Before the community come on in. Yeah. Yeah. Okay. Airplanes. Airplanes. Okay. Okay. Yeah. Okay. Yeah. Yeah. Yeah. Yeah. Yeah. I don't know how you say it, right? I'm a user, I don't know how to explain it to you. I can't get any perspective. It's my homework. I don't know what to do. Yeah, I have a word for you. I'm just going to text you. Okay, so you can see my chair, right? I'm just going to throw it through. Listen, I'm going to take an air front, and I'm going to put it on the right side. So, we're going to start the demo. Our discussion today is C restrictive shooter. All domain decision advantage. In Lieutenant General Hill A.G.κι who will introduce the panel. And we have a couple of minutes before we start. So go ahead and gather around. Fine to see you. We can start at momentarily. Ladies and gentlemen, since this is the last panel, General Hell, if you are ready, we can start. Okay, can you hear me okay? Good afternoon, ladies and gentlemen, and welcome to the Sensor to Shooter All-Demain Decision Advantage Warrior Corner. I'm Tony Hale, the 48th Army G2, but before I get started, I really want to take a moment to extend a personal thanks to the Association of the United States Army for hosting this superb event. Under the leadership of General Retired Brown, the Association continues to flourish as an organization embodying the traditions and pride of an Army that is in a few months going to celebrate 249 years. I only have a couple minutes to introduce this great panel, so I'll get right to it. Our business is warfighting. You've heard that from General Rainey for two days. But as we heard this morning, the character of warfare is rapidly changing, as evidenced by ongoing conflicts around the globe. Threats are evolving, and technology is changing the paradigm of how we man, train, and equip our formations for multi-domain readiness. Today's operating environment is more volatile, more complex, more uncertain, more ambiguous than ever before, and I would submit since the end of World War II. This drives us to continuously assess the future operating environment and adjust our posture. It is how we remain ready to fight in the multi-domain environment, to fight and win our nation's wars. Yesterday, you heard General Rainey announce to stand up of the all-domain-sensing cross-functional team. That team reflects our Army's commitment to adapt, to continue to adjust our posture, to continuously transform, to evolve our capabilities to maintain advantage over our adversaries. The leaders on this stage to my right represent three different organizations fully committed to supporting Army Futures Command in a combined effort to accelerate all-domain-sensing capabilities and deliver advantage to our Army. I personally am particularly excited about this cross-functional team because of the potential to achieve synergies that is unmatched across our Army. Combining the authorities delegated to the Army G2 as a member of the Intel community with the speed and agility of Army Futures Command forges a powerful partnership. Working as one team, we will enable synchronized kinetic and non-kinetic capabilities, support the delivery of sensor data to the tactical edge, and assist in this acceleration of machine-based capabilities for the optimization of intelligence, collection, processing, exploitation, and dissemination. Together, we will work to strengthen our sensing ecosystem, focusing on indications and warnings to not only shape the deep fight, but to also improve the targeting capabilities through a mix of reconnaissance, surveillance, and target acquisition capabilities aligned to the division as a unit of action and to our Corps and Army combatant commands. If we want to be successful in warfighting, we must strengthen this partnership. To that end, you will see no daylight between the Army G2, Army Futures Command, and our material developers who support our requirements. Together, we will navigate the challenges of the future to secure our nation's defense. This is continuous transformation in action. Now I'd like to introduce Mr. Mike Montalion, the Director of the All-Domain Sensing Task Force, Mr. Andrew Evans, the Director of the Army ISR Task Force, and Brigadier General Ed Barker, Program Executive Officer for Intelligence and Electronic Warfare Systems. These gentlemen will provide additional details about how we're going to partner to accelerate all-domain decision advantage. So, Mike Montalion, the Director of the All-Domain Sensing CFT. Sir, thank you. Hey, good afternoon, everybody. Come on, it's a good day. First of all, I also want to thank AUSA and if General Brown's in your shot, this has been a heck of an AUSA for me. I just got introduced by the Senior Intelligence Officer for the United States Army, and yesterday General Rainey announced a new cross-functional team, and the Army asked me to lead it. So this has been an outstanding, outstanding time. It's so good to see all of you. So good to see you all down here in Huntsville. I want to just quickly walk through a couple key, key pieces here. You all heard this big announcement yesterday about the new cross-functional team. Right now, I'm in the process of doing the part of my job that I love the most. It's that T in cross-functional team. That's building the team. And I got two awesome teammates over here that have been my teammates before this new announcement, and I know we're going to continue to be building upon those great relationships. But let me remind everybody, what is the role of a cross-functional team? What do we do in Army Futures Committee? So for this cross-functional team, my viewpoint, my timeframe that I'm looking for is what General Rainey talked about this morning. It's that period between 2030 and 2040. So in the past, in my previous job at AP&T in space, our path was to lead towards Army 2030 and deliver those capabilities to our soldiers. Now we're going to shift our focus to a whole different timeframe. And this is very, very exciting for us. Now, what is our role in that timeframe? It is not only to just establish the partnerships that we talk about, but it is to take the Army's Future Operating Concept, as well as how we operate in a joint warfighting context, identify the types of capabilities, or as we continue forth with identifying concept-required capabilities, figure out what elements, not just technology, which is going to be very important, but how do we fight that technology within our formations to deliver real operational capability in the future? And what that is is a synchronizing function. So I get to be one of kind of the chief cathergers in the Army to pull all the key members of the Army community together, but also our joint partners, our allies, and others in the intelligence community with our G2 partners to really get after a lot of these key activities. So I just wanted to remind everybody that's a key role. And the other piece too, it's not only about material. .mil-pfp across the board, especially a lot of the policy implications are going to be huge with this CFT. And this is really where we're going to have to drive change as a greater community to get after not just what our soldiers need, but get it at the speed our soldiers need it. Now, let me talk quickly about the all-domain sensing focus. You could read all these words in the Army.mil announcement that came out yesterday, but our first focus is multi-domain dominance. It's sensing dominance. So this is getting after sensing, regardless of where it comes from. It could be our stuff. It could be our partner stuff. It could be commercial. And on the same side, it's also denying the adversary the ability to use sensing against us. So that's the first piece. The second piece is getting after the sensor architecture. This is the data architecture component of everything that has to happen here. This morning, General Rainey talked about the next generation command and control, or C2. Think about how we plug the sensing architecture, data architecture of the future into that next generation C2. That's a part of our job. Third part. G2 mentioned up here, he mentioned PED. When we talk about machine speed PED, we talk about automated PED. We talk about accelerating the PED process. Now that we have data available to us and get it to the decision makers and then get the results of that also to the C2 system so we can synchronize both kinetic and non-kinetic effects against our adversaries. And of course, the other piece of that we decide to do any type of effect, how do we know that that effect actually had its intended impact and whether or not we have to do something else or something different and how fast we can react to that. So big piece there. Last part is what I call operational enablers, which has what I would call the key things that we were working in my past role in AP&T in space but are going to be absolutely critical as a part of any war fighting system. AP&T will remain as a part of activities that we are going to be working inside of the CFT until you don't need a CFT anymore to get after a lot of those key aspects. Also electronic warfare, we talked about non-kinetic effects. That's also going to be something I'm going to be paying close attention to for multi-domain operations in the future. So that's a big thing right now. I'm spending time inside the Army. We have a pedigree in the CFT of a center to shooter activity that we bring the whole Army together and we call the center to shooter summit. In the last iteration of this, we have just converted that to something called the all-domain convergence action group. It's not only the same folks that have worked that problem space but it's expanding out now in all the right places and the whole reason why I wanted to get after this is because, and I'm talking mostly to you industry out there right now, the last thing I want you all to do is have to knock on six doors of the Army's position or the Army's thoughts on something that you're working on or perhaps an idea you may have. This all-domain action convergence group, the whole purpose of it is to identify over the next couple of years what are our learning demands? Where are we going to be spending our time and attention on prototyping, experimentation? What are we trying to learn and oh by the way, once we learn something and we decide it's the right thing, how do we action it? How do we turn it into action as quickly as possible? So I'm really excited for where we're going to go with all that and then for industry, I want that to be the output of that to be something that helps all of you because you're spending a lot of time building some incredible technology that we want to assess whether or not it can become future operational capability and again, my goal is to have the community synchronized to be able to speak in at least one or a very similar voice of hearing consistency across the entire army no matter what warfighting functions or what part of the community that you're engaging. So with that said, I want to turn this over to one of my great teammates, Mr. Andrew Evans, the director of the ISAR Task Force. Looking forward to your questions later. Thanks, Mike. There's always one guy on a panel that brings a lot of notes and it forces you to sit in front of this. So that's me today. Over the last year, it's really such a stand-up of Army Futures Command. We've been working really, really hard on material solutions that are innovative, but I hope what you take away from this panel is that we're working equally hard on designing organizations including cross-functional teams that are agile and responsive and flexible to multi-demand operations. It's not just about the material solution. In many cases it's about aligning the right organization against that problem to solve the problem. I'm very excited about this. What I wrote is that if you're going to tackle a complex problem like this, you do that by building a winning team. And I think these two gentlemen up here are winners. I'm excited about what this might look like going forward and I think we're going to do some really important things and it may fundamentally change the way we look at sensing and the way we resource this concept of sensing going forward. We'll talk about that here in just a second. Historically and a lot of folks in here have been around this community for a long time and they know what I'm about to say is true. Historically this concept of sensing was very intel focused and we built really exquisite things. We built big sensors. They were expensive. They did really powerful things largely on behalf of the intel community but a lot of that data was compartmented. At levels it made it very hard to access. If you're a warfighter you would say I'm sure we have great things. I just don't get it. I don't get it at my level as we talk about what it means to be ready to fight a war in the next fight we got to move past that. We got to move past that. So sensing for multi-day wing operations I think is going to look different. Two shifts that I see occurring and these shifts are going to be something that this cross-functional team will tackle. First we're seeing user demand to accelerate sensor to shooter activities by tapping into data below the top secret level. Right tapping into that data below the top secret level even at the on-class level. Think about that for a second. How do we do that? How do we make that shift to more traditional reconnaissance, surveillance and target acquisition? This is something we've been doing for the last 250 years. Right? That concept of RISTA in different ways and times. We will be operating disaggregated and dispersed in the next fight 100% true. And the speed in that fight will be the difference in whether we win or lose. Whether our nation is going to win or lose the next war will be about how quick we can action targets. We've got to close this kill chains fast. To do that we have to understand the ecosystem in which we're operating and we have to find ways to connect distributed sensors quickly and at the classification level that a warfighter needs. Not an intel professional maybe, but a warfighter. To achieve the speed we require we have to think about how we leverage non-traditional sensors and this is going to be a little bit wild, but hang with me. Most of our major combat systems today either are or will be built on digital backbones which means they are running on thousands of micro-services and micro-sensors. We've got to find a way to connect all that because those are sensors across a battlefield. Those are not your big exquisite, expensive intel, you know, sensors of old. These are sensors that help us optimize combat systems. Why can't they help us optimize the way we sense in distributed ways? Think about one example that comes to mind is our helicopters. Today's helicopters and our future flora. They will all have radar warning receivers of types, right? That helps the pilots survive. I'm a former Army pilot so I care about such things. You know what that also is? That's a SIGINT system if you think about it, right? It's looking for enemy radar. How come we can't connect that? We can. We should and we will. The second major shift we're observing and you heard Mike talk about this is the power of machines in the PED process. We have an exponential proliferation of sensors and the associated data that comes from those sensors but we're still struggling with ways to make sense of all that. We really are. So how do we change the paradigm? Some people will tell you let's just hire more people. That's not going to be the... I see some heads shaking like, yeah, some yes, you know. If you're a CIDA provider your head went like this, you know. That's not the answer. The answer is not more humans. The answer is in leveraging the computational power of machines and leaning in on targeted investments in artificial intelligence. This is what will help vector our humans to the right problem set. So this will be a little self-deprecating about our Intel Core. We've done an awesome job in the last 20 or 30 years. An awesome job in PED. But you know what a lot of our really, really smart analysts would do? They'd spend an entire shift reporting sir, there was nothing significant to report. An entire shift. We cannot do that in the future. We have to take our humans and we have to apply judgment and discretion to whatever the machine presents to them for evaluation. So a machine should tell you there was nothing important to look at. But these few things you really need to go take a look at. And then the human should look at those few things. That's how you keep up with data in the next fight. Today we still sometimes ask questions like, hey, we're going to build a combat system called a Hades or a T-Less. How many people do I need to PED that? I think that that's a question that eventually can be asked but the first question should be, what artificial intelligence and machine learning investments do I need to make to optimize this combat system? And if we start there, then we're really optimizing our human enterprise at that point. When we combine the data literacy training that will be needed for our humans with this, what I'll call an Intel version of human machine integration we will generate exponential enhancements in the speed of decision making and that will allow us to match the tempo of a data driven war. As we tackle these challenges to optimize sensing with this CFT the other thing that I will just say is that we can't lose sight of what we're doing today. So General Rainey also talked about the next couple of years and the next couple of years the Intel community in particular is still working very hard in delivering some key systems, Hades, Titan, T-Less, T-SIGs and the Army's Intelligence Data Platform. We're excited about this. We're so excited that we're experimenting with them at Project Convergence but also on the GIF map and aligning them against real threats and we're stress testing them and we're learning a lot and we're making progress there we're using the lessons to improve system designs to us, that is what it means to transform in contact. You put it out there, you remain in contact you learn, you iterate and you improve your system designs. Just two last comments industry, probably most of you are industry here, thank you I'll reiterate what the boss said and also what Mike said about team sport and we might work on strategy in the building but you guys help deliver against that strategy and so we've had a ton of industry engagements, some of the problems that you're working on we already know about and we're thankful you're working on them but what's more compelling is that you're working on things that we may not even know are a problem yet and that's where you have to be and you're putting your IRAT there and keep pushing the envelope help us understand the problems we may not understand yet but we see the task force and other partners we exist in the world of requirements and resources and war fighting strategy but we don't have to bring a lot of us to life we just come up with ideas some of them are good, some of them are not great you know and guys like General Barker have to sort through all of that and they got to bring it to life and so this partnership, this three-legged stool from the requirements and resourcing side is only complete when you add the material developers in there so what I want to do now, no pressure though is introduce General Barker and I think he'll talk to you about how we're going to bring some of this strategy to life and the way we develop our material alrighty sir thanks for the opportunity to be with these two fine gentlemen today being the guy probably the last guy between you and Happy Hour I understand my responsibility here truly, so don't think I don't I'm not aware of that but when it comes to my congratulations it's a great honor and I will tell you from first hand experience from being a PM that has been involved with CFT since the inception I was literally one of the original plane holders with Major General Gallagher when he stood up to network CFT I know the partnership that has to happen I know what it takes to deliver you have my assurances from our PEO we're going to continue that we're going to do our job we're going to get after the problems and we're going to help the collective team be successful so I'm very proud of that I think it's important from our PEO standpoint because I know that from intelligence to electronic warfare and sensors we align to the priorities when you hear the secretary when she talks about acquire sensors to see more farther than the enemy that is really what it's about it's about obtaining that situational understanding to make sure that not only do we have that situational understanding but we're doing it in a data centric manner that's the way we're just going to have to fight in the future so again from a PEO and CFT standpoint we're going to continue to shape the future, we're going to continue to shape all of our modernization efforts as it relates to deep sensing deep sensing across space high altitude all the aerial, the terrestrial layers there's several programs that are already aligned within the PEO when it comes to this whether it's the from a mission standpoint Titan, Alt Nav, Navwar or MDSS, Hades all of the launch effects activities the range of opportunities across the electronic warfare and tactical layer systems so we are just going to be joined at the hip my friend and we're looking forward to that opportunity because what we have to do is we have to support the range of different opportunities that the Army is going to be faced that they're going to face so the transforming in contact, everything that General Rainey talked about today so we cannot just be looking at the next 24 to 48 hours we have to be prepared to look further and as my organization I need to be prepared, I have to have the organizational agility to handle change I have to have the organizational agility to handle changes in resources changes in the requirements changes in the threats and the ability to be able to pivot as needed things do change and that's something that we're absolutely focused on and I promise you we'll continue to do that it's something that I know that you can't just say you're going to do as well it is absolutely something that you have to build from the ground up, it's a culture you just can't say you're going to be agile you have to live it, you have to be able to pivot you have to learn and learn quickly and that's one of the things we take a lot of pride in is the demonstrations and the relationship we had with the AP and TCFT and then all of our other efforts where we'll continue to have multiple soldier touch points that's how we really learn that's how we really inform requirements it's getting those I know on Titan specifically we had hundreds and hundreds of hours of soldier touch points, we had decades upon decades of experience informing the material solution as it evolved and then also informing the rest of the dot mill PF as we kind of understand where things need to go at echelon how things need to be maintained so it's that level of partnership that we're going to have to continue to hammer home and there's just so many opportunities whether it's Titan, whether it's AIDP as Andrew mentioned there's just a lot of opportunities there specifically in the SIGINT and EW and Cyberspace, the TLS Family Assistance, MFU S2AS, we talked a lot yesterday about signature management there's just going to be a lot of opportunity and we're looking forward to being your partner and being at the forefront of those activities and delivering those modernized capabilities the AFC comes up and develops the requirements and then we're going to be prepared to deliver that on behalf of the Army and we'll be proud to do it and proud to be a partner in all this so pin it in your questions they all need to go to Andrew is what we agreed on so we'll take your questions now thanks thanks Andrew, one thing I do want to say before we actually take the questions and I'm going to use the term you've been hearing a lot over the last couple of days transforming in contact just to be very clear the AP&T Space CFT is going to transform in contact to the ADS CFT so all of you that worked with me and my great team that I have here in Huntsville they all still exist that mission still exists and over time we will be transforming over the next year into ADS so don't think that we're just cutting and running if you have existing relationships with us, we have existing work we're doing things together we're still the same people but we are going to shift towards that new mission over time and you'll be seeing and hearing us more and more over the next year so alright thanks everybody looking forward to your questions with my question I hope I'm not stating the obvious to everybody else and I'm just the one that doesn't get it but we talked about all this distributed collection and distributed collection of intelligence information for example the RWRs and helicopters to me that seems to entail edge computing AI to do as much as the analysis as far close to the collection point as possible otherwise you're going to have massive bandwidth requirements is that kind of where you're thinking about going with that how do you think you approach that is this where I say that everyone else gets it and you don't I'm just kidding 100% yeah edge computing has got to be a piece of this so we think that bandwidth will be limited and contested certainly we have to figure out how to operate in those environments and that's going to involve doing as much of your compute forward as you can as much of your processing at the sensor as you can and bringing back the relevant data on potentially a restricted or limited bandwidth good afternoon gentlemen thank you my question is we've all seen the requirements be altered and changed in ways by a fast pace in the war in Ukraine are there any threats in your mind that perhaps some of us you know I just don't want those fast-paced changes as far as their you know threatening programs in their advancement their future advancement like MDSS you know this war will end at some point and programs like Athena and Hades and those I just wonder is there any risk you guys proceed to those programs being threatened present state of affairs versus what the future looks like okay Hades thanks for that question I'm going to touch it from a requirements perspective and I think if you heard your Reney talk and Mr. Bush talk this morning the Army is using a variety of different mechanisms to either move really really fast based upon something that we're like hey we need that we need that now and then also as CFTs use abbreviated CDDs we have a lot of flexibilities there the other thing is you don't have to give the entire capability to the Army and you can give it to those who need it and there's so many different from the acquisition flexibilities I want to talk about that but the requirements side that stuff is malleable and we're looking at quite frankly right now we're looking at things that we learned in project convergence look at the requirements we have on the books and making some decisions to say hey you know what in this future operating environment we may not been thinking about that last year but we're seeing that different now the old world activity that's driving that maybe we need to modify that requirement and then you're seeing those processes being looked at from an accelerated manner so we can get there now you asked a specific program question so I'm going to turn it to the guys who want to know the program I'll take a little crack at it I kind of hit on it a little bit when it comes to the organizational agility of things and how you're prepared for changes and what the future holds so a couple of examples of that and how do you do that so one way is you lay the foundation from an openness aspect modular open systems common APIs common frameworks our integrated sensor architecture is a great example of that that's how we really build the foundation for the modular scalable approach to be able to take on whatever coming next when it comes to the best of breed from a capability standpoint and then also to adapt to the threat and I'll use Titan as a really good example Titan is really the first army program from its inception that was thought to be a dual pathway program from a hardware standpoint and then the software acquisition pathway and while all those with Titan, the antennas sensors, those are all exquisite but they're also COTS and so it really becomes an integration challenge but the home run there and the gold is the software and how we manage that and so it's that iterative approach that we're going to be taking now that we own the full life cycle from a software standpoint it's the ability to be able to adapt it's the ability to be able to adapt based on what you're seeing from a threat standpoint what you're seeing from a technology standpoint to easily integrate new technologies so you have to build that foundational aspect and I think that's what allows programs to sustain themselves so it's building that openness up front, it's owning our data and it's making sure that we have the means to adjust to changes in the threat changes in technology, changes on for structure, you name it yeah I mean you asked about I think in DSS on Athena okay so I'm going to comment on that no doubt the department is learning a lot of lessons in Ukraine and if we weren't a learning organization we don't deserve to be the most premier land force in the world right so we watch what happens and we pivot, we make we give the agility to our requirements to ensure that we can it would be dangerous to assume that all things happening in Ukraine would be replicated globally right and so what the Army has going in and out it also has to understand and I think we do, our leaders understand is that we will exist in sort of the campaigning and crisis phases for most of our lifetimes and hopefully not in a conflict phase for most of our lifetimes so in that campaigning and crisis phase are some unique roles that Hades or the Athena as a Hades surrogate will play and so folks who say well we're seeing that things that fly like that don't survive that would be true if that was where that system was designed to be employed but what it's doing today we can't really talk about here but what these systems are performing today are monumentally impactful for the joint force and by extension for the Army service component right and so if we can talk at some classified level you'd be pretty wowed by what is being produced today but we see that as a niche role that something like Hades plays that directly supports the Secretary's vision of seeing further and more persistently and for the first time in our history as an Army we have an Army ISR assets flying daily operations in the Pacific it ranges we could never have envisioned before so we're very excited about where we're going with that and we will maintain agility on the requirements as we define what that looks like going forward yep there we go sorry about that leaving up to the test guy to kill everybody's buzz alright so here at AUSA there's a huge talk about experimentation and leaning forward and doing things and trying to re-look at how we envision the Army of 2030-2040 under the ATAC umbrella there's a lot of modernization efforts that's happening I know we've had you in a couple of times you've seen some of the work that we're doing the thing that's missing from our view is that the PM's and the PEO's and the experimentation CFTs don't have that mandate and without it they're just like hey I'll get to you when I'm ready to throw it over the accreditation fans to the testers that's when I'll engage but if we're going to be able to take advantage of all these cutting edge things and get at the data sooner faster to make better decisions we need those touch points earlier from y'all standpoint is there anything coming down from leadership that's saying hey guys in addition to doing all this really cool experimentation we need to start engaging with tests so that we can make those decisions faster thank you no great question to get away from that so the short answer is absolute weight that we have to I think it's kind of a two way street too because what we need to do is build realistic requirements that can be tested and also can be tested in the appropriate threat environments which that means we often have to have the right threat environments replicated in the right places and available to do that so it's kind of a two way street another thing is it does help us build things that are then achievable and hopefully affordable as well and gives us a sense of confidence as we move forward through a prototyping activity or maybe even just demonstration before we get to something that's more directed into a prototyping activity but we need to and I would argue I think you guys are making great strides in the fact that not only ATEC but Galvan Oat says people available if we ask and you come up with federated architectures now that can collect enact and do great things at different classification levels that give us a lot of confidence as we move forward and I would argue is we start building CDD's and things like that we're getting a better more granular requirement but I think you're talking broadly I'm talking from my experience and but the short answer is yes did you guys I would tell you that our relationship with General Galvan and the ATEC team has never been stronger and the things that we've been doing on the rapid prototyping side and leading up to operational demos and events where we needed their assistance from an evaluation standpoint they are becoming equally innovative when it comes to the ability of how they evaluate so they've taken the great mindset of that that there's no expectation of this massive monolith integrated test event like the Super Bowl event it's the realization that you're going to have to have assessments along the way and it's the cumulative value of those assessments that lead you to the point where you have enough data to make a decision okay is this thing ready does it meet the KPPs does it meet the requirements right and so I'll tell you that you know from from our foxhole you know they're approaching under General Galvan's leadership I mean it's you know they are really taking a step forward when it comes to getting after their problem and we're even seeing that proliferate up to DOT&E quite honestly I mean they're starting to look at things differently we just had a great example of that with the TLS man pack where literally first shot first kill ATEC DOT&E reports agree I mean it's to that level but it takes an investment communication getting them to the table on every instance that you can so they understand what you're doing and where you're going and gaining consensus okay I mean it is really interpersonal relationships the dynamics of organizations and making sure that you can work together and I'm very proud of that relationship General we always have time for all more questions Thank you for taking my question General I just want to say so congratulations firstly on CFD there are other activities currently going on inside of the army or fighter functions modernization fires being as a major priority C2DACs and they're all sponsored by CFDs as well and everybody is working together great how do you guys see yourselves integrating into those major requirements and helping modernize those requirements as well to adapt to a more modern and still achieved great question thank you for that so we all work for the same boss which is a good thing and we all meet at least once a week and we're all going out to dinner tonight but I'm saying that on purpose and what General Barker said about relationships I would argue the CFD director is working incredibly close and one of the things General Kauf and our boss is always beats into us is to make sure that we're looking across all each other's requirements as we're working on that requirement it is and making sure that the army's interests in those areas where we are experts at or we are driving the community forward of here's the army position is incorporated in that requirement where we're incorporating the other functions into there now Rory Crooks LRPF we work incredibly close together Bill Parker who was out here I passed him over here at AMD together even with a requirement that we just put out recently that was approved back in December so within the CFTs that absolutely happens and then I will say inside of Army Futures Command you heard Ken Newton maybe earlier on and general promoter Troy Denny they were they stood up a organization of the department or the director of integration at AFC headquarters that looks across all the AFC activities that helps integrate across some of those pieces so just in case maybe we aren't experts in that particular area and I'll use my AP&T example and you really need some AP&T to be a part of that weapons system that for that flag sometimes we get thrown and it's just a matter of calling your friend up that everybody's wearing the same patch and wearing the same badge it actually becomes a lot easier from that perspective and the other good thing is we're sharing more realistic performance information and cost data when it comes time to build those requirements and just say you know throw a commercial CPS for Nichols on there and you're like you know what you need that to do it's going to be a little bit more money but you get what you need to do can we answer your question? ok thank you it was a great question alright everybody again I want to thank you all it's an absolute honor to be asked by the United States Army to not only be here with this great group of folks doing the warriors corner but to be asked to take on this next CFT I got an incredible great group of individuals that are going to tackle these hard problems for the Army and I'm so excited to see how that's going to go I need all of you to be a part of my team that CFT is absolutely critical but again thank you all for a great USA and look forward to talking to you after this thanks