 Hey, it is awesome to be here and talking to you. One correction for the record, I'm not in command of anything yet. We are standing up the Warfighting Development Centers. I'll talk to you about that more in the future. But it is super exciting stuff. And it's been an effort that has been going on for years that Admiral Rodin and other folks have indicated to. And I think you're going to be excited about what we have to talk about. So before I go on, Admiral Rodin, a distinguished guest. Great to have you here. Thank you for listening. One specific individual I want to highlight. Ricky Ellison, where are you? Can you raise your hand? Ricky Ellison, I can't see you, but I know you're here. Where is it? OK, there. Awesome. Thank you, sir. Ricky runs an organization, the Missile Defense Advocacy Alliance, where he does a number of things. But one thing he does every year here in DC, right before SNA, is acknowledge the Missile Defender of the Year for each service, the Air Force, the Army, the Navy, and the National Guard. And I had the pleasure with Admiral Rodin of attending that ceremony, sir. It's quite moving. Wonderful for you to do it. FC2 Ringer from the Donald Cook was a recipient this year. Wonderful to see this young 22-year-old come to this organization and get acknowledged by so many significant people. So thanks again, sir. Great group. Mary Jackson, I don't think is here, but she, are you Mary? Admiral Mary Jackson held a mentoring session this afternoon and talked about a vibrant, enthusiastic group of officers. I haven't seen anything like it. I went up to Admiral Hart immediately afterwards and said that is an awesome group. So this was a discussion from 07 down to junior officer about mentoring, leadership, all that stuff. It was phenomenal. This morning, I woke up at 4.30 in the morning in terror for this speech and thought about my own mentors, some of my own mentors. So Captain Craig Langman, can you raise your hand? This is my seal on San Jack. So in the world of advice, I remember meeting you on deployment. First time, Hila Hanger, he's going to go fly off in the carrier, leave me there. I'm terrified. And I went to him for specific instructions. Tell me what I need to do. And he just looked at me and said, don't mess it up. Only he didn't say mess. And he flew away. And I went up to the bridge and stood there in stark terror in my chair until he came back. And that was his frequent, it was a frequent occurrence between us. He went to the carrier often. And he just said, don't mess it up. So I hope I don't mess it up, sir. And thanks for that sage advice that's followed me till this morning at 4.30. A couple of comments, I want to acknowledge a group of folks that I've been beneficiary of thanks to Admiral Rodin and at PERS 41. So I'd like to ask my staff to stand up and introduce you to him. Will you stand up, please? So quick bios, Captain Frank Omo, CEO Mahan, CEO of Anzio, Chief of Staff of Namsea, former Chief of Staff of Surfer, now my deputy. Wonderful breadth of experience that he brings to us. Captain Darren McPherson, CEO of Sterrett and former CEO of Sterrett and PERS 410 brings a very critical skill set to us. Captain Joe Cahill, former CEO of Preble and destroyers branch head on the Apnav staff. He's my tactics guy. Captain Joel Stewart, former CEO of Anchorage, exceptional fly fisherman, author of a book. And his ship was the last slide of Major General Walsh's pitch. So he brings an amphibious flavor to us. Commander Hank Kim, CEO of the Fort Worth, is my N8 and 9. So all these folks have worked together with me for the last five months to put some granularity to the ideas you've heard about. Where's Mike Duane? You're not standing up. He's my WTI, my warfare tactics instructor. And then my alter ego, Reba Contivax, my aide. And she does much more than help me get where I'm going on time. And Lieutenant Naomi Slusser, my deputy E.A. So awesome to have you here. Thank you. Another group, thank you. Another group, Captain Brian O'Donnell, Mr. Tony Talbert, and Mr. Chip Swicker, they're part of the Navy Air and Missile Defense Command. And their efforts, and Captain Omo's efforts, when he was at NAMS, he had created a program I'm going to be most enthusiastic about, and I'm going to brief you on today. Now, warfare tactics instructors, stand up. Stand up, where are you? OK, Lieutenant Commander C. Harris. And then Lieutenant Dan O'Neill, Lieutenant Commander Mike Duane, and Lieutenant Adam Galaska. Sorry, I've been working on that all day. Great to see you. These are our hope in the future, and I'm to talk about you extensively throughout the breach. So find them. I made them stand up so you can see who they are, and you can go seek and talk to them about their experience. Thanks, have a seat. All right, awesome. Let's get on to the meat of it. Next slide, please. So a lot of guidance. Hold on, not this slide. Next slide. OK, we'll go back to that. I boiled down the guidance from Fleet Forces and the CNO's statement of work to us, and I tried to put it as succinctly as possible. Increase war fighting effectiveness on our ships, on an individual level, a unit level, and a warfare commander level. That's what we're all about. Admiral Rodin put up one side war fighting first. This is it. What do I spend my time doing? Well, putting some meat on the bones of these ideas, but I spend half of my time doing missionary work, which means I go to ship, and I give them the same brief I'm giving to you without slides on a wardroom, man-to-man basis. It is awesome, and our sailors are excited, and they're ready for this, and they want to do it. The next part of my work outside, outreach is listening and taking input from a lot of organizations. So it hasn't just been us stove piped away in San Diego thinking about this. It's been collecting data, synthesizing it, putting it together into the brief you're going to talk to today. So slide, I'm going to drive you through a night hole here, but I'm going to bring you back to that. Next slide. OK, I call these focus areas because lines of operation is confusing to me. This is what I'm thinking about, and this is what I'm going to talk to you about. Little history lesson. Weapons tactics instructors are something that our air community uses. In 1968, they produced the alt report, and that drove them to create the Top Gun model that we saw in the Tom Cruise movie in 1986. It's investing in their youth. That's what that is about. In 1983, the Beckham Valley Strikes failed, and they created Strike University. And in the mid-90s, they merged Top Dome, Strike University, and Top Gun into NSOC. So there's a huge history here, a 40-year history of creating this and getting this right, and it is an awesome model for us to look at and take and adapt and apply appropriately to us. Now, what is my personal experience with weapons tactics instructors? About two years ago, I was in a war game, and I'd been in a series of war games in a highly classified environment with a bunch of smart operators, generally Top Gun, Top Dome Grads. And we've fought a war game at a very high level, and it's in an environment where you actually execute operating. It's not the computer running this engagement. You operate, they synthesize it all together, and we follow the plan, brief, execute debrief model, P-bed, something we can learn a lot from. And when they go up in brief, the aviators I'm talking about, it is a no holds barred. They call it like it is, and if you don't call your mistake, someone's gonna call you out. So they're honest about it. And they work through that process, and I was on my knees at the end of it. I said, holy cow, look at this. And I'm listening to Lieutenants, specifically Lieutenant Turtle Rice was my fighter weapons tactics instructor, and TJ Stowe was my E2D weapons tactics instructor. So we're giving this problem, we come together, we formulate our battle plan, and we start fighting it two runs a day through this P-bed model I talked to you about. And by Wednesday I was on my knees, under my desk ready to suck my thumb because we were getting crushed. Because we were fighting like I thought was a good way to fight in a disaggregator or a de-conflicted manner. And this process made us integrate and innovate and understand what each other were doing. It was an awesome experience, and I'm a believer in it. So that's my real time experience, and I've been back there about six or seven times, many events, and it's this powerful place and a model that we need to start going to. Foreign to SWOs, foreign to SWOs, but we need to start getting in that business and understanding how to fight together. Okay, doctrine and TTP I'm gonna talk about, it's the foundational way we do it. Other communities follow doctrine, I'm gonna not put anyone on a report by myself. I use doctrine when I needed to in my career historically. I needed to do something, I found a piece of doctrine that suited it. I cited it as a reference and we went and did it. That didn't mean I understood doctrine. It means I used it to my advantage. So I'm gonna talk to you a little bit about that. Advanced readiness program. We're gonna explain what this means, but in essence, it's taking ships to sea, we call it Deseron Groupsale, and doing some very complicated maneuvering at the end of the basic phase so we're better ready to go to Comp2X and I'll show you that. And the final thing is the surface warfare combat tactical training continuum. It's a system, very innocuous bullet, very complicated thing. I spent three hours with Tony Tauber today talking about that and I'm gonna explain to you what that is. So let's go back to the second slide. So this is IMDWTI class number four graduated in early October and I had the ability in my schedule to go down and meet them when they classed up and I met them in the middle and I met them at the end. And there was a visible, tangible transformation among these students as they went through that process. So let's talk about a few of them. The two fullbacks in the middle, C. Harris I introduced and Justin Kelch to his left, study partners and weightlifting partners. Justin Kelch this week is in Nellis Air Force Base doing F-22 Aegis integration doctrine development now. He graduated in October. Let's go one tear up on either side. Lieutenant Chris Murphy and Lieutenant Christina Duro. I was on USS Anzio last week on a Thursday watching those officers so they're in their first divo tour run advanced warfare training phase two at a level I've never seen. They were training and they were credible and they were confident and they were competent. That's what this program does. Awesome. I mean I left and Brian Sorson is the captain of that ship and I was on cloud nine. He goes, wait, wait, wait a second Admiral there's this, that and the other thing. I go, yeah, you live in your world. I'm gonna live in my world. That was awesome. And Chris Murphy's going to Fallon at the end of the month. He's gonna do E2D Aegis tactical development. So it's tactics and training. That's what we're about here. Tactics and training. And the guy in the back Lieutenant Commander Mike Dwan in the last war game I went to. So I'm in Top Gun City. I mean everyone's got a call sign, right? Not me, but everyone else has one. And there's probably 22 sets of these in the room and about a hundred ground shoes. And Mike Dwan was the senior briefer for that group. He led the briefing for all those warfare, all those runs in that war game setting and he was respected and acknowledged by the entire group. That's the power of investing in our youth. Okay, let's go. Next slide. So here's Matt Cox. Matt Cox is the senior instructor at the Navy Air and Missile Defense Command. He and Mark Davis before him put this course together, grew it from seven weeks to 19 weeks. Look at all those uniforms in the room. This is joint weeks. So that's the Daphgos from the AAMDC from Colorado Springs, as well as Air Force guys and Marine Corps guys teaching joint stuff at a very high level. This is not a gentleman's or gentle woman's course. It's 19 weeks where you work weekends and you work nights to get it right. And that's the transformation that occurs to them because they worked hard and they accomplished something and felt proud of that when they were done. And that's why they're competent and competent when they get in front of a crowd, regardless who it is. And that's what we wanna do. We wanna create that confidence, confidence and invest in our youth at a very young level. Next slide. Matt Cox is coming to work for me. He's gonna help me baseline this program across all tactical disciplines. So he's somewhere between Dalgren and San Diego with his minivan and his family. But when he gets out there, he's gonna get his rucksack ready and I'm gonna load it up for him. Okay, so this is the program, Warfare Tactics Instructors. That's the SWO timeline from DIVO to Major Command. We're gonna target those officers after their second DIVO tour to compete for billets in their first shore tour to go to a school that I just described and then do what I call a production tour. So you don't become an expert because you go to school. You become an expert when you do something, when you teach, when you develop tactics. So those commands in the blue on the right, that's where these officers are gonna go. We're gonna spread them out. And I'm gonna track them and they're gonna have a connection back to the mothership. So I know what they're teaching and they're enforcing a standard across our Navy. The way our aviation community does this is they do this thing called re-bluing. You heard Adam L. Moran talk about it. They bring them back every year. Come on back home and they bring them in and they keep them current and ready to execute. And we're gonna do that with our warfare tactics instructors too. There's a nuance there. Weapons tactics instructor for the aviars, warfare tactics instructors for us because that's the way we fight. So there's some flavors of WTIs there on the bottom chart in the yellow or the red. So the first is IMD. That's the most mature. I talked at length about that. Admiral Rodin talked about NMARC's version of a ASW WTI which exists today. I have not talked to a single captain or a Commodore who's not in love with this program. They're doing ASW at a level they haven't done before and they step on and they're ready to go. They're ready to execute. So it's a nine week program. It's an addition and we're gonna keep that program. What I'd like to do is build it in the future so it includes surface warfare and falls in line with our model here. So all our WTIs happen after their second Devo tour for their first shore tour and we can track it and track those officers at all those commands. The third one is the amphibious warfare WTI. I talked to a couple of major command amphibious officers and the Pentagon post major command amphibious officers. I didn't talk to you Cedric, I'm sorry. And I talked to him on a Friday afternoon, long day at the Pentagon, everyone's tired. And I said, hey, what do you think about this amphibious WTI idea and I explained it to him and they looked at me like I had lobsters coming out of my ears. You're nuts. And then Monday morning, emails come in. Hey, we wanna talk. So they had a chance to sleep and think about it and it's investing in that very critical warfare area that you heard Admiral Rodin talk about and you heard General Walsh talk about. So this is probably the most complicated discipline because it's, you know, within the lifelines amphibious ops and that execution of that very complicated dance, it's the planning with the Marines. It's a very significant combat system on America and it's the unknowns that we have to plan for and assemble for to execute. So we're working on setting up that curriculum now and working through all the stakeholders to make sure we have the right pieces and parts for that. These guys are all gonna go to a comic court, guys and gals go to a comic court for five weeks where we teach them how to instruct, attack a tactical problem, make sure they do it consistently, understand the reference material and then they're gonna go off and understand that discipline. So these officers, they're then gonna go to be a department head on a ship. So one per ship is the goal and one per staff to raise that tactical execution on that ship when they execute as department head. So we're talking about a five and a half year piece where they're working in this field on a very, on a very discreet level and then they can keep working on it. I mean, I think how much better resource sponsor I would have been for Admiral Rodin if I had been an IMD WTI in my last job. I would have been a much more effective helper with our acquisition community to make sure we get it right. So this is powerful and it is a significant thing for tactical development and training for us. I want to, I can't talk enough about this, investing in our youth. Next slide. All right, this is something we typically run away from, doctrine, because we're afraid of it, but we need to grasp it and understand it and Captain Cahill and the staff and I have kind of worked a long time to put this together in a logical coherent fashion that makes sense to us and depicts the way we should operate. So the MCOs and the old plans go together to form the contextual background of what we're gonna do. The roles of our ships, whether they're independent deployers or HVUS squirts or CSG strike group deployers or amphibious ships, that plays into how they're gonna be used. The threats, new threats, you heard Admiral Davidson talk about them. Gotta build that in the calculus to keep us current and then the missions of our ships. So those are all the things on the right hand side of the slide for my focus areas, okay? So that's all, how do we fight our ship and how do I resource that doctrine to employ? Over on the far right are three concentric circles, legacy doctrine, which is what exists today, emerging threats, which we talked about for Admiral Davidson's piece and then fleet introduction, which is a program like NIFCA. Rolling that all up and doing the grunt work to take those two last circles and build that back into our mainline doctrine so we can refer to it as an area we need to invest in and focus on. Let's look at the bottom right hand part of the chart. That's what guys and gals and fowl and do. They don't just come up with a good idea, sit around a table, think about it, okay, let's look at it from 360 degrees, yeah, that looks about right, let's plan it. When Admiral Harvey got ahold of the NIFCA conups, he said, we're gonna war game this. And that's what my first experience that I talked about earlier was. It was actually war gaming and saying, does it work? So I'm talking about model it, simulate it, assess it, exercise it, measure it, publish it, understand where it's published in a hierarchy that makes sense to people, train to it, get Captain Welch to teach him that. It's swaths, set up a hierarchy where they get it and it's consistent through all our mission areas. That's that work that has to happen there. So I wanna drive them to an Insuitic website where they can pull up that mission area. Boom, I know what's current. And then there's gonna be a portal on that that only WTIs can get into because I'm gonna call on them to help comment on new emerging doctrine to make sure we get it right. And we're working on that piece and that's Captain Stewart's Lane Solid. And the cycle at the end is the repeat of this thing. So when I first got into this, I was thinking, man, advanced tactics, awesome. Well, it's like your house. If your house has a bad foundation, you shouldn't build an addition on it and hope it'll last. You gotta fix the foundation and then build the addition and it becomes a system and an investment that's enduring. Next slide. ARP, advanced readiness phase. This is a notional thing that we do. Three weeks, robust, SOE driven. Deseron commander executing, not vent by vent by vent like we do in the basic phase but a complicated task force augmented by my staff who is teaching. Assessment's important, gotta do that but gotta teach. The teach is the big deal here. So taking WTIs and teaching as I described Christine Duro and Chris Murphy on that ship, teaching, okay, let's see what you did. Let's look at a tactic. What if you had done this? Let's do it again. Repeat, repeat, repeat. Reps and sets to get it right. That's what we're talking about here. So the ARP is very important to us because I've been charged with looking at our training continuum and filling the gaps and when I go to strike group four and strike group 15 this is something we need to do. We're doing it kinda now but we're not doing it consistently and we're not doing it with standards and I wanna apply that to our force so we can get more out of comp 2x, more out of that advanced training before we deploy. Okay, next slide. So this is a, you know I was in a brief with the CNO once and I was the briefer and I put up a slide and he's like, hold on captain, that's an innocent slide and we camped out and he drilled down there and I was dancing on the head of a pin. So this is an innocent slide but it's extremely complicated. So think of it as a system. So one of the things I've been charged with is tactical development from the division officer level to the major commander level. So that's in here. Let's talk about the continuum of a ship from the maintenance phase to deployment. So that's in here. You can see where the ARP falls in the middle. That's that bridging mechanism to get to the integrated phase. Let's talk about warfare commander training. We've done this pretty well in the past but I think it's a new time and the threats that we talked about and the rebalance to the Pacific should drive us, me, to train our warfare commanders with a standard. So one of those things we're gonna do as an example is build Aegis Combat Simulators in Fallon, Nevada and we're gonna take warfare commanders to Fallon to integrate and train with the ETD squadron and fighters and that's gonna be their capstone graduation exercise before they move on and go to sea and they're gonna do it again and again and again until they're really good at it and my staff is gonna work with Satan Con staff Admiral Kahn is the head of NSOC and we're gonna execute that training together to make sure all those folks integrate together and we're gonna do it with Deseron commanders too. So the aviators use this thing called the training and readiness matrix, TNR matrix and I've spent a lot of time thinking about that and talking about it and we're gonna develop our own TNR matrix so we understand what things have to happen to get the product we want to deploy as proficient in combat readiness as we can. So that's in the background here. Think of it as a system, a lot of moving parts, connecting SWAS with CSCS debt, with ATG, with A-Schools and understanding who's got what and making sure we haven't run away from the problem and assume that you've got it and you've got it and nobody's got it. So let's do that connective tissue to make sure that's linked up and executable. That's what this is about. Long-term project and it's never done. It's kind of like the ops officer schedule. It's only good till you finish it and then the next input comes in, it's bad. You gotta go back and adjust and adjust and adjust and adjust to make sure you're making this as tight as possible and that's what Admiral Rodin's charged me to do. So we're looking at that and getting our forces together to kind of grapple with that very gritty gritty problem but that's the key to this is making sure we have a system and we know all those pieces who now work for separate organizations. I wanna influence all of them and I've had great conversations with Dave Welch and Bill McKinley and we're on the road to make this happen. There's a human piece of this too for Whitties that I talked to Captain Black about about advocacy for me, right? Where are they going and what are they doing and watching to make sure that we're taking care of them and they're coming back and doing what we've invested in them to do. Okay, next slide. So here it is all together. This is a big time long evolution and swows our impatient by nature. So set that aside. Commit to this action, stay the course and we are gonna become tactically excellent beyond our wildest dreams. Four elements, I talked about them all. Warfare tactics instructors at strength where we want them, doing what we want them to do. Doctrine, relevant, validated and taught. That's an important piece and taught. Advanced readiness phase works in RFRP, put out a standard. You know, one thing I really didn't camp on I should have is there's a high end and low end to this probably. And the high ends out of PMRF where they got Aegis Ashore and a world-class range. Emma Williams is out there. Jezron 31, Commodore Bruchnell. We're talking about how to make that high end piece robust and good. I still gotta take care of the ships in the vacapes and Mayport and San Diego and everywhere else and make sure their ARP gets them what they need as well. And then the SWIC TIC is the system, the connection of all those units and me being held accountable for this by Admiral Rodin to make sure we're all in alignment. It is an awesome job. I think I got the best job and we're gonna make a difference. That's my brief. Stand by for your questions. Admiral, thanks for your time today. Commander Michael Cummins, PEOC-4I. I'm a Tech Trade Group Pack alumni. Awesome. And I was wondering where the Fleet Synthetic Training was going to fall into your realm. Is it gonna be a part of it, parallel to it, conjunction with or? Details to be worked out. Synthetic training will certainly be a piece of it. I've been up to Tech Trade Group Pack and I've been to Tech Trade Group Land and we're gonna work those details. But you saw the simulated piece of the ARP so I'm gonna have to leverage off organizations to help us do those reps and sets. Things in our program that we're delivering, Seattle are gonna help us do some things off-board the ship and connect it in a fashion we don't know before. NIFIC is gonna drive us to a classified environment that I talked about and found but I think eventually we'll crack that nut and get distributed and be able to do that more formally. But the thing about simulation that I love that I experienced at this war game is it would be very expensive to recreate an actual threat at the numbers we wanna train to. So we have to do simulated and live. We have to do both. So I can go out and conduct a NIFCA engagement mechanically which I should do. But I should also go out and do it in a synthetic environment with a multi-axis threat which forces me to react, position and be dynamic. So I gotta do both. It's not just one or the other. I was at the TACTRA group pack and was very happy when I said I think we need to do warfare commander training. They were like, yes, absolutely. Thanks for your question. Thank you, sir. Anyone else? Wow, I can't believe this is that light. Oh, of course, Admiral Daley. Admiral Daley used to call me up when I was C.F. Russell. He said, how is my ship, Captain? Sir. Jim, that was terrific brief and I just have a question about knowing that you're gonna do the doctrine work when I agree with you it's required. Do you envision at any point getting to a document maybe classified, maybe unclassified, that's a how we fight as surface warfare officers type document or something that would at least be a template, maybe not that unlike the old second fleet fighting instruction. Sure. Do you envision that in the mix here? Yeah, I would like to tell you I have that vision right now. I'm kind of at the collecting bricks to build the foundation piece and understanding what we have. I believe some of our foundation should be thrown out because it's out of date and we just need to recycle, you know, done. But much of it is relevant and it just needs to be made current and then we need to take it to that next level. You know, NMock has produced a C combat commanders kind of how do you do this level? And I think that certainly has a place in our organization but we need to build it back in the hierarchy in a known format so we can follow it. You know, we tend to proliferate doctrine instead of updating the doctrine we have. So I want to get back in that model and train in a discipline fashion, not don't do as I did but do as I say and understand what it is. You know, Mike Duan for his project at NAMC did a search on a seeker and I'll leave it at that and he got 2,000 hits back on the SIPRnet. None of them was in the appropriate doctrine pub that we wanted to be in. So we gotta fix that. That's what I'm talking about but I certainly think we should do that. And Admiral Montgomery has done Yeoman's work when he was CTF 70 putting out a lot of probing doctrine to get us to think about it and as soon as I got on the job, I'm not thinking I'd been in the job for two days where he's on the phone with me and if you ever talked with Admiral Montgomery it's a very dynamic energized conversation and he does a lot of transmit, not a lot of receive and he told me about the stuff that he's doing. He sent it to me and said, "'Kilby, you need to take this and make sure "'it goes the last tactical mile," which is what we're doing. So we wanna add that assessment piece of that too to make sure it's really good and that kind of granularity to feel good about it too. Sir, anyone else? Admiral, Ron Peterman, former CO Swedgen and former NDC and WDC, you know, ahead of concepts and it seems like there's a lot of roles and missions that are gonna be kind of what NWDC does now, what TACTRAGOR-LANDT who works for, you know, NETC and TACTRAGOR-PAC and you know, there's a lot of buttons to push and a lot of connections to be made and I guess one of the problems that I had at Swedge and the problems we had at NDC was empowerment from, you know, the four-star level, you know, when NDC used to be empowered by the CNO to direct interest in concept doctrines and tactics and I'm just wondering, is your empowerment coming from Admiral Raiden or is it coming from where? It's certainly coming from Admiral Raiden. I'll give you that. I mean, there's no doubt. Is that gonna be good enough? But I think the four stars are completely behind this and I don't pretend to speak for them ever but I did brief Admiral Davidson and he received the brief favorably so I think he is absolutely behind this and it's a process to get to where we need to be. We have the most to gain at surface warfare. We have the most to gain. So I am committed to it and the exciting part about this, sir, is we don't just take the doctrine that you so ably created when you were at Swedge. We ensure that it's connected to our organizations and the train to it and make sure they're not just, hey, we got a lesson plan here. Let's just recycle it. No, it's up to date and dynamic. So that's what's exciting about it to me is we're not broken. We just need to reorganize and repurpose and refocus and connect in a different way to make us more efficient I think or I hate to use that word, more effective. I was excited to see your brief because we tried to train the trainer and you saw what happened. We just established Swedge, so. Well, I wish you had been on Anzio with me because you would have gotten excited by what you saw. It was awesome. Mark. Yes, Admiral, awesome brief. One question that kept going through my mind. You introduced all these wonderful young WTIs and you're gonna have more of them here soon. You could have been one of them if you hadn't gone ED. Had I not gone ED, that's right. But, well, I thought about this. This is the same problem or not the same problem. This is the same, it's the human capital part that's a challenge in any community when you're balancing. You're gonna have all these great young WTIs balancing that you're gonna wanna keep using them tour after tour. You're gonna build their competence so they become master tacticians and then inject them in the right place. But all of them need JPME. They all need a joint tour. They all, ideally, if they're gonna progress, need a tour on the OpNav staff or another matchcom or something. Do you have down the nuts and bolts that when you find these young officers, these men and women, and you get them trained up that you can keep them where you need them and give them a path where their career stays at least as viable if not more than their peers as they progress? So I don't think I have this answer done. But the proof in the pudding will be the officers I asked to stand up and introduce. I am working aggressively with Captain Black and other organizations on how we meet the milestones and make sure they're consistent and we do all the things they want to do including graduate ed. I talked to Craig Turley about a hybrid program at NPS and how we ensure that happens or maybe there's war college seats that are reserved for them. I don't know the answer, but we're gonna make sure they're valued and we take care of them. Whether they stay or not, we'll see. I think judging from the people I've talked to, they feel valued and proud of what they're doing which ultimately makes us stay not necessarily the bonus or the paycheck. So it'll be interesting to see how this pans out. But I think it's not a separate career path. It's not a specialized tour. It's another avenue to become a swole and I think they will become more effective at every single tour they do after as I tried to describe. I'll tell you, when you go to Fallon, there's a bunch of people, there's a bunch of aviators that never will command a squadron but are doing significant work and feel valued in the tactics world because that's where they live and that's what they like to do. So we're gonna figure that out. But I think for us to take that young officer and say, hey, you know what, FCO? There's something to you. I think you ought to apply for this program. And then they get an endorsement from the commanding officer and then selected by me. There's a process there. And there's attrition at these schools. Not everyone graduates. You have to get through the program and meet the standard. So when I go to a ward room, I say, I don't want you to do this because you think you should or because you want to go to a command. I want you to do this because you're excited about it. I want the best athlete and that's who I'm gonna pick and that's who I'm gonna send to those ships. And that's what I saw on Anzio because they were excited about what they're doing and felt valued. So I think it's awesome. Well, that's some question. I mean, Delz are in the details and we are gonna work it hard. Sydney, I wish I had your hair. It did get cut this year, I promise. My guy cut last year. I mean, as an inveterate civilian with long fluffy hair, what is sort of the bottom line, the thing, the essence that you're trying to infuse into Navy training, both that the W-2TIs get and then that they pass on, that's not there now. In terms of the rigor or of what W-2I is not being distracted by, you know, stupid number of duties. Kill me opinion. We have never built tactical excellence purposefully and by design. It's happened. We do it well. We've got innovative swows and they're good war fighters. We're talking about investing in that and building it and valuing it. This is a culture change. It's not force programs strapped together to meet and ends. It's a culture change. We have to commit to do this. We have to commit to be interested in war fighting. I wrote an article a couple of years ago about spy readiness. And at the end of it, I said, you know, I spent a lot of time walking around the ship worrying about the crew, worrying about readiness, worrying about this. I wish in retrospect I had spent more time worrying about tactical stuff, carving out some time to worry about tactical stuff. So it's about standards and enforcing those standards. It's about a culture where we value that and we talk about it and we do it. Say and do. Two different things. We can put war fighting first on the slide, but if we don't do it, it's not gonna happen. It's a culture. It's not just programs. We kind of latch onto that. It's about changing the way we think. And RJOs crave that. Sir? Admiral, Ted Hunt, I got a really easy one. LDOs as WTIs or just line officers? No, LDOs, but not at huge numbers. Because we want to get that, I want to get play off that for a long time. So I've talked to Captain Black, we broke her to deal because certainly there are LDOs that have augmented us for a long time that have special skill sets that we ought to use and they could become master trainers as well. So we've worked on that. Frequently I get asked a question on ships about enlisted. I haven't cracked that nut yet. But LDOs, yeah, we're gonna work through that. Now some gotta pick the right ones here. It's all about picking the right people. So if I pick a kind of a stove who's a technical guy but not a tactical guy, that's not what I want. And I don't want to send them there to become tactical. I want him to be tactically inclined already and I want to build on that inclination through schooling to create that expertise. So yes, anybody else? Hey, Matt Sharpe. Admiral, after your brief, my question is, how can I be a divo again? We all asked that question. This is great stuff. When you said a minute ago that you wish, while in command you had spent more time focused on the war fight, I think many of us, probably most of us share that experience and probably spent the time where we did because our bosses were asking us about subjects other than the war fight. And our department heads were probably answering questions from their staffs about things other than the war fight. So part of this culture change has to involve what the bosses ask about on a daily business. Any thoughts about how to make that happen? Well, it comes from us, certainly, pushing down. I think they'll, if we look at this honestly, the aviation community had trouble because when they put in these WTIs in the midline, these there were some pushback. Like, hey, who's this lieutenant tell me what to do? Like, a transition had to happen where they valued that and looked at that person as an augmentee to help them fight their ship. And that will happen over time. Hey, it happened with us in Aegis. You know, first maybe few folks weren't that comfortable at a console because they hadn't done it and now it's part of our culture. So we simply have to do that. But emphasis, and I want to go up and talk to commanding officers at SWAS and say, you need to dial in your thinking this way because the war game I fought, that was not where we've been. It's where we're going. So we must change the way we think. And that comes by valuing and emphasis and talking and being willing to put on our big boy pants at a brief and say, I screwed this up. And that isn't in our DNA. And we got to make it part of our DNA and make people comfortable doing that. Sir, anyone else? Hey, thank you, sir. Chuck. Yes, sir. Thank you. It was really well done and I'm really applauded where we're going. Just a couple of comments because I'm gonna write something for you, but you know, the integration of our communities, you know, in the Air Force there's TACARE and everybody else that supports TACARE. And in our Navy, there's no less than three varsity communities with cultural differences, you know, and that air integration, you know, and the cruiser's not on the carrier, you know, and the staff's not there. Typically we send over non-department head over to be the L&O, you know, getting CAG and his staff, you know, to really understand this. And I think that's gonna come with time. Sounds like what you're doing at an NSOC is golden. But, you know, everything from the FES and tanker management and that hard stuff, you know. And cruisers used to have a permanent E2NFO in the ward room, you know, and that was an integrator. And that kind of stuff. But it's sort of a strategic communication challenge to the other communities, specifically air. And I've talked to Chip today and heard about the progress that you guys are doing at Daugarin with tanker management, reading an air plan. So that's, I mean, that's awesome. At NSOC, you know, right now it's usually a sort of a second tour division officer, SWO. Right. Maybe a post command SWO. There's one there. We just sent him there. Okay. We reported last week. He's a top shelf guy. And I told Satan Con, he's a top shelf guy. So. The kayak, you know, what's going on in a kayak? You know, the Navy doesn't even send enough aviators there, you know, and we got a belly up to the bar on that kind of stuff. But hey, thumbs up. Well, I will, I didn't hear a question there, but I heard a lot of thoughts. And I want to address one of them. And one of them is a very animated session I have with Admiral Gording. I won't go, I'll give you two vignettes from that session. First was, he said, hey, Kilby, how do you know the AWC on your ship is the same as the AWC on his ship? And I said, I don't know that now. We've got PQS, but we don't have a standard. And I'm gonna address that. So this is about standards. Again, I keep going back to that. The second thing he said to me is, hey, Kilby, don't artificially constrain your thought here. Think big. Think big. And what should we do for a cruiser to make them the most robust air defense commander they can be? And he's not talking about just one guy. He's talking about what do they need to execute that mission. So I think the door's open. And I gotta go define that with the smart people and figure that out. But I don't think it's one L and O. I think it's more than that. Because it's complicated poker now. So we've gotta figure that out. And the integration requires us to work together at a level we're not used to. That's the deconfliction versus integration part I talked about. You know, pro words. What does that pro word mean to you? I mean, it means something to the guy with brown shoes and a flight suit. And he thinks it means something to me should if we integrate it and train together. But in the war game we found out it didn't. And we had a lot of wonderful friction over those discussions. So we gotta figure that out. So my question is, since you've provoked me into a question. I'm not provoking anybody. All right, all right. The question is really about the integrator phase and ASW. Right. And Mach is too stove piped. And is not integrated into the rest of COM 2X. And there's some real value in the communities. Air surface and subsurface really being integrated in ASW. And that is very high level Navy solving. Absolutely. And we're thinking about those things. And they will be worked out. And everyone's wrapping their minds around it. They get the best solution we can for the Navy. So anyone else? Admiral Giffin. Hey Jim, congratulations. You had a fantastic cruiser tour I think and set the bar pretty high there. And this is a great follow on. The statement question. Obviously this was needed. And I think that you and Admiral Rodin and everybody's had a hand in it. It's fantastic. It's what the surface Navy's needed. And I wish I was smart and I was at Tycom and do it 15 years ago. But it kind of says in many ways that the system as it was is a failure. That we weren't producing tack trade grew from swaths from all the different JTFXs and everything else. The level of tactics that certainly the surface Navy needs. And as of at least two or three years ago the JTFXs were really not very successful. Or they were just barely getting by that whatever the bottom line is from what I understand. So now you've got this wonderful support and I'm sure it's gonna stay on forever. You're stepping on a lot of toes. I mean you're getting a lot of resistance from the people who are saying I'm really doing a better job than you guys are portraying this. And are you also gonna get some time and pipelines away from them? And certainly Dahlgren who's taught me supposedly how to fight my ship. And I went up there and it was very early in the ages cruiser world. And it wasn't very effective. I learned it was in draw two of the safe but I really didn't have the big picture. Yes sir. So a lot of ground to cover there. Let me try to cover all of it. If I don't I ask you to come back up and hold me accountable to it. I don't mean to imply that our Navy, especially our sailors or our ships aren't working their butts off doing the mission because they are. And they have been and they've done what we've told them to do. And I don't mean to imply that at all. So please don't take that conclusion. They're out there working hard. Darren McPherson is a wonderful conscious for me. Whenever we start having great ideas he's like hold on there Admiral. Let's remember those ships and remember what they're doing and not add to their workload. So we gotta figure out how to do this correctly in synchronization. I think the connective tissue maybe didn't exist before because they existed under different organizations and I wanna try to influence that differently and connect them. So let's take the doctrine piece with the connection of the schoolhouse. I wanna tie that knot so it's more effective. But I don't necessarily wanna, again what I tried to say to Captain Peterman was not that this wedge didn't do good work they did. And I was their placement officer and I often took angry phone calls from them when I didn't man them appropriately. But I wanna force the doctrine developers to live with the doctrine teachers so we make sure we haven't lost anything and we're not being dynamic to address these new and emerging threats. So I think you've heard it from many of our speakers Admiral Rodin and Admiral Davidson hey we've had 15 years or 10 years where we existed an uncontested environment. I believe we don't exist that way anymore. So the threat is causing us to reevaluate and think about the way we're doing things. So that's the way I encourage us to look at it. Not that we weren't doing things right in the past but there's an opportunity here with alignment and a willing chain of command to do things differently and I hope I answered your question sir.