 Alright, well good morning everybody. How you doing? Pretty motivated down here in the front. I don't know where Kevin Heinemann went. He was way in the back and where he at Kevin? Alright, I motivated this morning. Good to go. Well thanks for joining us again. I think part of the problem this morning is people had too good a time at the rocket city bash last night, which was a great event put on by the local chapter and hope you got to enjoy that. We're finishing strong with tremendous fireside chat this morning. Just in a few minutes you'll see General Gary Britto talking about the Army profession. That's going to be a great one and then we have a panel, a really good panel on synchronizing modernization to realize future capabilities. That'll be a tremendous panel and we'll close out the day with AMC, Lieutenant General Chris Mohan with a keynote and it'll be a great one, a great way to to finish off what has been a fantastic few days here. Just great to see. So let's get started without further ado. Brian, let's see you're going to come introduce the panel and then we get started. Hey good morning teammates. I'm Colonel retired Brian Cook and amongst other things I'm the VP of programs at the great Texas Capital Area chapter in Austin Texas. I'm also a DOD growth executive at a small better-owned business in Austin has called MKS-2 Technologies. We're excited to have this opportunity to hear from and engage General Gary Britto, an old friend and mentor of mine, the trade-off commander, about strengthening the Army profession leading today's fireside chat as AUSA's own General Leslie Smith. I trust most of you have heard General Smith's bio before but he is the vice president of leadership and education at AUSA and after his graduation from Georgia Southern he was commissioned as a chemical core officer. General Smith's a seasoned leader with more than 35 years of service and commanded up through battalion the sub-burning school in the Mission Support Center of Excellence. He finished his awesome Army career as the 66th Inspector General of the Army. So at that point I'd like to hand over the reins to General Smith to what's bound to be an insightful fireside chat. Thanks Brian. Let's give him a round of applause. All right. A lot of pressure up there. I love doing these fireside chats because I get a chance to harass my good friend here. Can you turn my mic down a little bit please? I have a somewhat of a booming voice thank you. I'm like General Brown you're walking the highway hey what's going on? So today I have General Britto who's a lifelong friend. He's led at every level in our Army and we've met so many years ago but as a as a general officer joint readiness training center the maneuver center of excellence then he I don't know if he messed up or if he moved up became the Army G1 and now the training and doctrine command commanding general. So today we're going to talk about strengthening the Army profession which is a topic that we really we both think a lot about in our organization. So so General Britto Gary what I'd like to do is is get some some feedback from you on the chief's four priorities and and then the one specifically that training and doctrine command has been given the primacy on the responsibility. Tell us about that. Sure well one thank you Les and thank you Brian as well for the opening marks and to the audience thanks for the opportunity to spend some time with you today. I won't repeat the four focus areas that the chief has gone and it clearly connects to the theme of today and this conference but the Army profession or strengthening the Army profession I think deliberately underpins all of them. Okay and if you look at it that the first layer of bricks and warfighting readiness is our soldiers our leaders our civilian professionals anything we do to make the Army profession remain strong will make all those other focus areas work. Pardon my hand and arm signal. And it is what TRADOC has been doing with and for our Army for 50 years. This happens to be our anniversary. That's right. July of 23. Now despite the anniversary any effort intellectually, physically you name it and strengthening the Army profession is necessary to ensure success in those other four focus areas no different than it was 10 years ago 5 years ago you name it. If I may continue less it's also probably more important now as our Army is transitioning from 15 20 years of focus on coin and G-Bot types of stuff and then supporting the continued transformation which is ongoing making sure our Army is ready and I say our Army big Army all three components for what could be large-scale operations and supporting this multi-domain operation the battlefield that's critical and not to get geeky or bumper sticking on us but challenging the command to include myself and take zero compromise on warfighting capabilities at the respective echelon and respective MOS mastering the basics and I'll steal the Sergeant made the current Sergeant made the Army's quote and being really brilliant at the basics right that could sound somewhat simple but you know the private coming in he or she when they leave their AIT respective AIT they got it they're ready for it so training lethal warfighting ready soldiers and all several components of that and delivering competent thinking leaders of it those two things happen at a minimum it feeds in well to strengthening an Army profession I could go on on that but that's critical and clearly a nexus tied to the theme of today's conference this week and supporting the modernization of our Army right and you can't take the people aspect out of it sure as a matter of fact that there's a human in the loop with everything that's right at every echelon and realize there's some speeding up that needs to take place with that as well which could impact the way we teach the way we develop doctrine doctrine training leader development leader education training soldiers leader education so talk a little bit more about how trade act is going to do the other parts of the dot mail pf in support of every other new systems that the Army is coming out with sure I do think this is going to be and I know there's going to be some some basic foundational skills that the centers of excellence those who write doctrine deliver training lead development won't change but as the army continually changes and innovation adapts so does the institutional brick and mortar delivery of that okay it could be a something and I'll take us back to our young day when you received a big egg carton of box of box of books that was the doctrine that trained in how we we did our leader development that's going to change now I'll give an example I saw just our last Friday visiting Fort Gregg Adams as Com Center and we know that the soldiers and leaders coming in we see it and I whatever generation you want to call it has a level of data literacy and comfort with technology that you and I might not have had back in we first met 1994 yes it was really 1994 when we first met he still looks young I don't know about me we'll call this season but back to the example and I really commend what this center has done along with many of the others is leveraging technology and how they teach digital tools which we didn't see before right and it's really allowing the soldiers to get at the war fighting skills on on that aspect of it and then go to the field and leverage a brick and mortar to get them better as well and here's why I bring that up bring that up less it does demand a relook potentially on how we just do traditional brick and mortar education is key while leveraging technology linking into the same modernization efforts that the army is going through now it could be the next UAS system we're going to have in a couple months or a couple years it could be leveraging the human machine interaction capabilities which I think we talked I know we talked about early in the conference and you can't separate that material modernization from the people component training leader development education that takes place so a long answer for the the institutional force will modernize and innovate as quickly and in harmony with the operational force well we're going to have technology taken off material taken off and the army behind it we're not going to allow that right and the profession of our arms not only in the war fighting capabilities but most importantly I would say equally as important war fighters of high character competence and commitment okay commitment to our army values we'll focus heavily on that as well everywhere from the from the new soldier leader that comes in after the respective school of basic leader course war and office course civilian education system as well so they embrace and live part of the DNA on the army values embrace the oath that they took whether it's enlisted oath officer oath civilian professional and own it and when I say on it us leaders own it as well on standards and discipline in a force and whatever army is all about if you take that as a baseline I'm giving you a long answer here if you take that as a baseline and couple it with the training leader development nested to the modernization focus of our army we will continue to be a kick butt force okay that's good so we've focused on the on the profession before yes as we were growing up as young generals but around 2012 that campaign that general dips he had all of us go up to West Point do a lot of different things so that comes to mind so why why now I would say it always has been okay but as I mentioned up front a focus from the 20 years of a coin moving on to let's go we saw it was a moment to relook at our profession that's definitely not broken for sure not broken we have some damn good soldiers and leaders it's not broken at all but just a continual focus on being good and we owe that to moms and dads that allow the soldiers to join and more important we owe that to those who have joined right and need to be part of the profession a little bit off topic but our army is not immune or to societal challenges but we must be better than that you've heard that before from some of our other leaders because we the profession deploys fights and wins and comes back and on that note if you if you define our army as a professional enterprise with support systems that support our soldiers and programs that support our soldiers and families as well and then hone in on their soldiers the system you've heard that before I'll call them the professional right every every investment we put in them it just needs to be read looked and it's critical that we do that and always keep a continual eye on it okay so how do you think as we have the generational discussions of how can we how should we be thinking about connecting with our young people and others about this profession discussion listen okay but one do we look for innovative innovative ways to connect to the soldiers and reinforce the basic blocking tackling upper profession and I mentioned in my opening remarks zero compromise on being good at the basics and shoot move communicate first-aid you name it every soldier is gonna have to have that but also connect the profession on the importance of the values that our army must have right and I'm not talking any stations of life wherever you come from in your military the importance of the values being a professional soldier fried in their uniform the importance of common task training bluebook type stuff and just being a professional looking soldier as well there can be no do and everything that they operate now more important to your point on the generational issue how do you communicate to him that's right I don't have myself on with me but that means a lot more to the 18 and 20 year old even the lieutenant and the captain today than it did my days and it feeds into that cohesion that that individual the professional is part of the cohesive team to fight in the way and at the end of the day just got a look at that way and and recognize that those soldiers that want to come in whether we're talking to them when they prefer to come in as well or when they join may may may require a different level of delivery and engage leadership right so let's dig a little deep on the profession so how would you define the army profession and then what does it mean to you on a personal level a professional membership from one so only army profession and so the soldier joining the leader joining I am now a part of the United States Army and take seriously the oath that you've taken behind and the patriotism that comes comes apart part of that so the professional membership clearly needs to be be part of this and and how we fit into that ecosystem of the army profession okay then own all that comes would be in a professional I would not call this a 95 job right we have an oath soldiers do sign contracts as well we have values that drive what we do mm-hmm so professional membership the cohesion and dignity respect that all all folks deserve and you're part of that and obviously managing the standards and discipline and also keep us underpinned as a professional army and then own the training requirements to ensure that our soldiers can fight when as part of the army mm-hmm is key and and everywhere from the professional identity of just looking good when you walk through the airport and not doing things that would hurt the cohesion that we all want our soldiers to be a be part of and I'll lead us to own right okay good so the you talked about the the components is it is a profession important and all components and all levels of our army when you say components guard active guard reserve you 100% matter of fact you can take the components the peace out of it all of us once we put on that uniform and take the oath own this army profession now there may be some differences on how we deliver training you know whether it's m days or weekend drills or collective training but that part is irrelevant how you do it as long as it gets done and even 15 years ago our deployment rotations may be different from respect to components but when you come together as a cohesive team flight and win and and really good at the basic blocking tackling and show the MOS proficiency is there I would say that it underpins all soldiers join in the army regardless of the component that they ran when you master those three things together building professional and show under the MOS qualifications they're saying for the officers regardless of the specialty branch as branch has not a component agnostic right and you shouldn't know when you walk with respect to program delivery may be a little different based off geographic dispersion resources available to tie this back to the trade trade off mission we will adjust whether she was in regional training institutes or leveraging our garden reserve liaisons to ensure the basics that must be mastered or delivered as all those soldiers are going to join it as you well know there'll be no no future conflict that doesn't involve their total army as part of the joint force to ensure we successfully went there with our allies and partners let me deep dive and this question is on the list but it just hit me so I tell us gonna ask you one so when you commanded a battalion you were prepared to go into the mission to do the job that you need to do you know you lost we lost soldiers but one of those soldiers that we lost was eventually received the Medal of Honor can you talk about how you help prepare your unit and the professionalism that was required which allowed them to do the task that they had to do at the time of that mission sure well that soldier started first-class Alvin Cash he was a platoon sergeant their platoon welfare company to your exact point less and I talked about the training competency that we want to bring in our leaders yeah what allowed the end state that you just mentioned was trust okay trust in subordinate leaders yeah who were resourced hopefully provided a clear intent and knew how to get at the training that needed to be done at all level just prioritize pick an infantry company you'll be able to shoot move and communicate be really good at your task day and night here's a resources time ammunition to get it done here's a clear intent go forth and do great things and you are trusted to do it until proven otherwise okay and then it may take something else that allowed not to get into the training path but that allowed commanders and start when I say leaders not just commanders to operate within the mission and get things done and take care of their troops while doing it and that was critical and in prioritized what need to be done in the timeline that we had yeah yeah okay so from from our audience senior leaders this week have emphasized the critical importance of technology and especially harnessing the data and technology enabled decision-making how is trade-off expediting this skill set into into both uniform and civil service education sure a career advancement of the army at all levels well to put it in a sentence is taking time to look at the requirements that must be met the problems to be solved and taking time to innovate the institutional training base as well and it won't happen quickly but it's going to have to happen okay and it could not be more proud of our leaders across the centers of excellence and a leadership the combined arm center nesting very closely but only futures command AMC and forces command to ensure we deliver that to your point technology is moving very quickly yeah and it's going to require some different ways and how we deliver it give one example now through the combined arm center closely tied to more of our cyber center he's put together some some mobile teams to take SMEs work with peos and others subject matter experts and others and take this training capability to the field to close that gap up with the technology is moving very quickly as we innovate the brick-and-mortar functional schools and maybe make some new ones to keep up with that part my hand at arm analogy but the when the m's here we want to keep the doctrine leadership development in sync with it right speed of technology as a great example right gonna demand just that right okay so the another question for the eye so as as the recruiting command is shifted to the chief the chief and secretary of law what role do we see trade-out playing in and recruiting command and the development of those those soldiers as they come through the pipeline well certainly a 100% total army effort to support the direct reporting and and clearly involved because of the long history with the innovations across the training the recruiting command mm-hmm well let me let me against more harm and harm and hand signals best soldiers identified soldier leader they come in they're recruited there's still a handoff from when private Smith leaves meps on to his respective basic training combat location okay what might have changed is handshake to first-year in assignment is still handshakes complete through the first year in assignment so clear nexus with what synchronization of training seats lining up of them OS is ensuring that the those soldiers that come in are very well-trained continue success of the future soldier prep course which you've been doing now for 18 months so ensure the total army effort on supporting the innovation recruiting mm-hmm make sure those leaders and soldiers get well trained okay sent to the force okay good another question on our data technology so with data technology AI growing as such a rapid pace these days other discussions or possibility to modify PME to start teaching data literacy tech craft in order to educate our future leaders on this topic yes we have it I've actually had a luxury of a co-authoring an article with General Rainey on that topic okay she's very much had big leads is it out now yes it came out through the military journals a great okay the bind I'm saying about four weeks ago okay so make sure you guys go find that yep but to your exact point sure part of the part of the initial energy is training the trainer okay make sure leaders get trained on on data literacy and for sure we've been to PME as well taken account for the talent that some of the young soldiers and leaders come to us with it must happen okay okay so earlier this week the SMA and a trade XR major talked about the revitalization of the blue book which by the way was started by the inspector general enterprise thank you very much and common task training and testing can you describe how that links to what you're talking about I could not be more proud of the efforts that our sergeant majors are taking and Sergeant Major Harris my battle buddy reading that as well I'm working that as well mm-hmm nothing different than what you and I heard a couple of decades ago so any systems we can put together to ensure soldiers and leaders are validated on the MOS proficiency's common task training you've heard of before the blue book will be an updated repository of standards that are available and I'm we're not looking to put out a big six inch binder something small with some QR codes and links what's the grooming stands for such as such you hit the lake it takes you to that right the intent is to add some mortar to the brick and mortar okay on that first line of for readiness for our leaders and of course our great non-commissioned officer so that's the effort set the sergeant majors as a team all three components right are working as well to ensure there's zero compromise on standards and discipline one standards of training and MOS proficiency and you can even add less ensuring that our troops can go go for the EIB or the medical badges something they got it and they know it and and I would add it's not only at one entry echelon it is throughout the continuum of learning right and not to get too geeky on you but my challenge to the sergeant majors and us and others my sergeant major for private dough gets the same when he comes back for SLC ALC you name it same with lieutenant and bullet triple C on and it's a continuum of learning so that when you go through a kind of assessment program for command it just it's just a process that right ready for okay so another in a different venue what's more important for service members maturity and innovation and how do we maximize the best that's a tough one both okay but I should also go with the assumption 18 year old and coming in might not have the level of maturity when they join the army same for the 20 23 year lieutenant but if you link that into how we develop soldiers trained soldiers develop leaders as well build the cohesion reps and sets and reps and sets and reps and sets for training all that's going to come okay clearly need to be adaptive and agile enough to feed into the innovation and support it because it's we're not going to stop it just like the iPhone continues to get better and better every single month leverage lever see innovation leverage technology and also in a different lens different lens lens different lens lens less less sorry that's here allows us to work within any constraints that we may have okay just just stay ahead of things and then keep that overmatch of our stories which is critical okay so as the army works to employ more innovative recruiting tactics and attract war fighters from non-traditional backgrounds how is the profession evolving to complement these efforts certainly retain soldiers from non-traditional backgrounds for example how is the profession involvement to attract and retain soldiers who are joining in after college or have a professional skill I won't speak for the end of the innovations in the recruiting enterprise sure you correct but I know for sure it's it's how we seek talent right we go find talent how we find it it may be reaching out which I know those connections have been made to sort some of those that are in the college market now mm-hmm and an understanding of how populations may have shifted across the nation mm-hmm what I'll offer up is regardless of your life here's a great opportunity for you right and if you want to be an infantry soldier we got it if you want to be a get certified as a culinary artist we got it and ensure we give that opportunity for those that join okay and get them get them over the hump if necessary academically and physically a future soldier preface helps to do that but really casting and messaging what the army can do for you and all those opportunities in tech and staff a part of them and equally as important as the person that wants to be the crew member of a tank or Bradley right so let's let's pull that a little bit so the this great scene list of leaders talked about this so this future soldier prep course tell me about what what you think about how does that help change the calculus mm-hmm for our army when it comes to accepting soldiers and the standards associated from that certainly we're closing in I know we're over 15,000 closing on 16,000 I've gone through since the inception about 18 months now now what we're doing as an enterprise to adapt and innovate is expanding it okay with nucleus was a 4 Jackson South Carolina I've spread some of the training down to 4 more former for betting mm-hmm have other installations as well one I wouldn't sell that we can expand to also to meet the demand okay what I'll get into all the specifics what it has been doing continues to do is this young soldier young man a woman who has a propensity and desire to serve who may need an academic boost or physical boost whether it was just from challenges with the abstract for whatever reasons or fitness obesity issues which is prevalent nationally mm-hmm gives them an opportunity to get beyond that and to seek an MOS that they want to join okay great great success that feeds rate into attrition when they get to their first general assignment which is luck fortunately very low and then also re-enlistment in the big army which is also very very high yeah which is good that's good so I see this is an opportunity that's probably going to be enduring for some time of course hopefully not the only solution for to continue to bring soldiers in this is a national problem yes just not an army problem but this is a solution that's really helping fill the ranks but more importantly really identify some great soldiers that want to serve and I can with 85 90 and higher than 95% and some of the success rates which show you when you I'll give it without mentioning names a great example we've had some soldiers that have lost 60 or more pounds well because a good sleep better sleep in some respects had some that told me this is the first time in four years I've had three good meals a day I'm not exaggerating I believe that up yeah just knowing how to exercise and makes has made a big difference and then some through some superb teaching and coaching who are our education instructors on how to take a test yeah that's made a difference I think we're finally getting beyond some of the lagging impacts of COVID school doors were closed one of the recruiting aspect yeah and some so young men and women who admittedly didn't learn well at home yeah over the laptop yeah so this is a combo one two and three questions so your experience in first Army have provided insights for both recruiting and retention so keeping our professional soldiers in our ranks is just as important how we're sharing our lessons learned in collaboration with Jody Daniels and John Jensen well I feel very fortunate that I have an active National Guard and a reserve general officer liaison attached to the command and across many of the centers of excellence also have corresponding liaisons attached to their respective centers as well some on our full-time some are but sharing all that with their commands who assist in recruiting space and of course different goals and procedures for one I know you direct as a superb job at that more importantly less I mentioned that re-enlistment is off the charts in a very good way it was last year hopefully will continue this year as well so what we're seeing when you give when you focus on the quality of life focus on the enterprise as a whole and show that young so any soldier leader is really good in a basic blocking and tackling and train well it just builds into the profession okay profession of arms and ownership of it and they know I'm part of a great organization to stay in okay those types of lessons are shared what kind of tied to that you know we talked about the Center for Army profession in our prep call yeah and then a castle survey what reflections are you seeing about the survey explain to everybody what what that survey is and then sure what are you seeing about that sir yeah through our combined arm center well we send it out to the field and get some feedback from leaders on what they're seeing in a variety of demographics and get an assessment on leadership development leadership performance soldier performance in the field what I'll go into too many details I want to hook this back to an earlier question asking well how are we innovating enterprise as well so when we send out the survey this year and we're in the midst of setting it up as all that are there too many questions are the questions focused are they answering what we want what we need for the army to make it better just like the castle survey is already done so that process is being innovated as well and what testing that and beta testing it and sampling it so that what we get out of it feeds back into something that allows for some level of improvement either for the senior leaders could be PMA or gee this we're not doing this the right way so that's what this professional survey are through capital and the leadership survey is doing for us and I realized there were a lot of surveys out there so why not make it innovative and something that we're going to get out something will come out of it to make our army better and it may highlight some things that aren't going well as well which we can focus on so using that study to as one of the many tools in the kit bag for the army profession will help us for sure okay so as a as a trade-out commander and the army leave for strengthening the profession tell us some of the areas that you want to focus on as as the top leader in that field one that has not as the age list being really good at the basic blocking tackling at the respective echelon that you ran I cannot underscore that enough and maybe it's a little bit of an old-school focus so that we have a war fighting readiness that's where it starts and when you have that coupled with just being a good person which it could be defined as a great character of values and norms a high level of competence in your respective skill set at your respective pay grade and then committed so that's that's that's that's the focus that we take also in support of a priority of the other chief of staffs which are 100% on support to the Harding project is essentially a venue to generate professional discourse and you and I may recall from our from our young days at glossy magazines that were out there yes they still do exist why not have the same thing available on the cell phone right doing that as well to generate professional discourse and dialogue it doesn't need to be from my rank or the sergeant major's rank if you dynamite when captain Smith pay this is what I'm one of my last NTC rotation on my deployment to Poland right generates dialogue discussion and you might find something innovative out of it like how I employed UAS in such a part of the world yeah so professional dialogue for one okay and then I'm sorry I'm sorry I tied to this and you asked this question earlier is do not take our eye off of standards and discipline through the blue book common task training you name it again it's just more mortar and that first layer of bricks which is what's clearly underpins our army profession in all aspects okay okay so recruitment of soldiers is often focused on exciting jobs of rows of duty as any thought be made to promote the education military training provides of the utility of military experience on the job market once you leave yes and we happen to have owners lead on the soldier for life program and work on the HRC as well okay this is a proper systems program we talked about the umbrella of innovation that's one of them so in the command I can't quote an exact number but we're looking at all of our training to see where it can provide validated certification to soldiers I'll give you an example in a moment something they could use in service yes we'll continue to develop it and then out of service we continue to develop it I matter of fact I talked earlier about if you want to come in and be a cook culinary artist sure we're going to send you to professional schools you go to more professional schools and certifications and get certified in that we teach you how to drive a hit you can get certified on that and use it for John deal when you get out of the CDL that's right so that is getting better and then within uniform and this is part of an innovative approach on how we develop troops and leaders this is new on given a user where constructed credit but validating education and training that you may have had even if you came from another service sure or transformed to another specialty to feed into the professional bonds and developing you if you switch from say infantry to whatever another branch do I need to send you back to 22 we go sit probably not maybe you can get credit for what you've learned as an E5 or E6 already and then we give you some of the upper level education so sure that's a way to do it and most importantly that supports our families and then being a true soldier for life when you change your ID card sure and that's big yeah that's big as we've a lot of us have figured out about changing that so as we as we close out if you were to tell your young self you know of all the stuff we talked about about the profession what would you tell your young self to tell our young people about what this service is done for you what this is done for you becoming an army professional well really just simply love being part of a really good team yeah it just keeps you in that's an interesting question less but if I had to go back now talk to a group of whatever it's realized that you are continuing to grow learn self-study and get better every day and guess what Captain Smith you don't have all the solutions but it's okay you have someone in your organization that can help us get from there to here right and continue to get better and it's all right that's what this is all about the true profession just making this army engine run that's good lesson general please join me in a round of applause for general Gary Brito sir that command thank you that's appreciate it thank you sir good morning welcome to a USA's panel on synchronizing modernization to realize future capabilities I'm Dan roper a USA's director of national security studies I'd like to thank each and every one of you for your support to a USA this week but more importantly for your support to the army its soldiers its families its army civilians it is all that's what everybody here is here for it the topics we saw this week demonstrated the need to synchronize the many modernization efforts that the US Army has got going on as explained to us is the imperative if we're gonna have to focus on the synchronization if we'll be able to continuously transform as the chief is directed we've got a great panel assembled for you today to help discuss through those issues led by Lieutenant General retired Dick Formica who served in the US Army for 36 years in a number of positions of great responsibility including three core artillery commander the joint fires and effects cell in Iraq the commander of the combined security transition command in Afghanistan and of interest to the people in this room in this community is a commander of the space and missile defense command right here in Huntsville but before we turn it over to general for Micah and his panel were privileged to have general Brito agreed to stay around with us and kick off this panel with remarks about this very important subject general Brito over to you thanks sir okay on I'll just stay outside the podium team again thank you so much I'm just gonna be a quick minute we may ask is a big leap from the strength in the army profession army profession to synchronize and modernization and I would argue it suggests is zero it's not a big leap at all and you cannot break the two of these apart we talked to some of that a bit when our general Smith and I were discussing things as well so the army profession underpinning this connection and synchronization of modernization I know we've seen that through through all much that you discussed today mr. for Mike and the panel members again thank you for opportunity to address this different this situation this command this topic they're clearly a necessary and a good and healthy we're working relationships across all the a comms and very closely with army futures command and trade off to tackle this issue when it comes to the synchronization the important synchronization across all the dot than pf and you're aware what the acronym is to keep some synergy and an important pace with the modernization and all the doctrine organization training redevelopment that supports it is what the theme of this distinguished panel will give you today so I can't underscore the importance of that and our armies working hard together of soldiers leaders civilian professionals as well to help advance our chief of staff priorities and our secretary's priorities also and then stay focused on continual transformation the speed of technology and the importance of underpinning all the doctrine pf and that firstly a bridge for combat readiness so really happy as a command and a soldier be part of that and even more happy sir mr. for Mike and turn the mic over to you and the team and thank you so much for what I know will be a rich discussion thank you general Brito thanks thank you and thanks to Dan Roper for for your introduction we appreciate your service in our army and at a USA I'd like to start off by thanking a USA for organizing this annual symposium here in Huntsville it's been a great couple days already and we look forward to finishing strong this morning I'd like to add my special thanks to a USA for all that it does every day for our army our soldiers and our civilians and their families this week we heard from senior army leaders on continuous transformation to deliver combat ready formations so as general Brito said this panel will focus on synchronizing modernization to realize future capabilities something we've heard a lot about during the course of the conference already now capability development is a critical part of the continuous transformation process you see it all begins with the strategy what do you want the army to do then importantly what capabilities does the army need to have to meet that strategy those capabilities are identified through the formulation of operational concepts and the identification of capability gaps and those gaps are not expressed solely in materiel so this panel will recognize the importance of integrating modernization materiel with dot LPF doctrine organization training leader development personnel facilities and policy to lead this conversation trade-off and a USA have assembled a distinguished lineup whose experience and current responsibilities give them unique and informed perspectives on this important topic so we look forward to sharing these perspectives with you and importantly taking your questions again thanks to general Brito the CG of US Army trade-off for kicking the panel off I'd like to introduce our distinguished panel on my right Dr. Paul Reese the director of the fielded force integration directorate at United States Army combined center combined arm center US Army trade-off then we'll hear from Colonel Jason West the director of the trade-off proponent office for synthetic training for the synthetic training environment at United States Army training and doctrine command and then finally miss Susan Hawkins the senior director of strategy and mission solutions navigation targeting and survivability division at Northrop Grumman so similar to the other panels you've heard this week the approach will take is each of the panelists will start off with some opening comments I have a question or two to kick this thing off and then we we should have close to 50 minutes to handle your questions and answers and we look forward to those coming in and then we'll finish with each panel member making their closing comments so with that turn it over to dr. Reese sir for your comments thank you sir appreciate good morning everyone how's everybody this morning oh very good as you said I'm dr. Paul Reese I'm a retired army officer armor officer and now an army civilian professional and I work with general Beagle at the combined arm center which is part of the trade-off enterprise underneath general Brito but we also work in support of general rainy and army futures command as we look to keep the current force and the fielded the current fielded force in tune and linked to the future force all part of the army so over the last couple of days you've heard a lot about material requirements where the army is heading on in those lanes there is no doubt in my mind that army futures command a salt with the peos and pms the professionals here in the room today all those in the exhibit halls down the down the way will deliver the best capability that our army can have in the future there's no doubt there's been a lot of discussion about dot mill pf and the integration of requirements and the integration of those material fieldings as they come to our force so today we're gonna expand that conversation that we've had over the last couple of days and really talk about dot mill pf integration capability solutions not necessarily requirements but the solutions that we need for the fielded force that's where trade-off the combined arm center and the centers of excellence come in to provide those solutions for our army as you heard from several senior leaders over the last couple of days and several of the center of excellence commanders that it is critical that we deliver that full solution to our force general rang yesterday talked about the criticality of the development of our leaders our training environment our organizations and our doctrine as we modernize and transfer our army so specifically that's why I'm here today and that's why I'm on the panel as we work dot mill pf integration for army 2030 as part of the army's continuous transformation the deliberate transformation phase over the fight up which is the next two to seven years as we have heard from army senior leaders the u.s. army is undergoing the most significant transformation since the end of the cold war in order to make sure we maintain our advantages over our enemies we have to transform in army 2030 is part of that transformation army 2030 builds on multi-domain operations it builds multi-domain capabilities at every echelon as part of large-scale combat operations in order to defeat appear adversary and provide decisive capabilities to the joint force it builds on the capability gaps that we identified during the large-scale combat operations study so what we've learned before we build on those capabilities and provide solutions to the army it provides a pathway for modernization and that includes landing spots for technology as it matures and army 2030 is also flexible enough to adapt to the lessons learned that we're seeing in the Russian Ukraine conflict with Israel Hamas and other places around the globe and now most recently the lessons that we're learning from the chiefs direction on continuous transformation and contact as we transform our units and experiment with capabilities that are coming to the force as part of this deliberate transformation we must make sure that the doctrine training organization leader development etc. are all synchronized and delivered at the same time so we can realize the full capability of what is being fielded to our force this holistic plan ensures that we're just don't provide new material to our soldiers many of us have had the experience of receiving a new vehicle some type of new protection device and we had no idea how to employ it we had no idea what the second and third order effects were of turning that system on we didn't know how to use it train with it protect it etc. and most of that time we got that while we're in contact with the enemy and we had to do on-the-job training and that was just unsatisfactory so what we are doing in trade-off is not only making sure that that doesn't happen again but we are making sure that we transform our army for the future across the full dot mil pf a robot is just a robot but if you have the right leaders with the right mindset with the right vision and the right training you now have an incredible capability so how do we get after that we must first know is mr. from I could just general from I could just said we need to know where we're going in the future we need to stay linked with the armor warfighting concept and trade-off stays very closely linked with futures and concept center where we're heading with the new warfighting concept we must know what we are modernizing what are we building what are we fielding what are those signature modernization efforts that are coming and being delivered to the army we must know how this comes together and impacts the way we fight and the way we design our army and we see that through experiments and exercises things like project convergence that we've been talking a lot about over the last couple of days then we execute a deliberate plan across dot mil pf to deliver that full solution that general brittle talked about and as well as general from I can his opening comments so on a micro level as army futures command and a salt delivers a capability like the new tank the m ten booker we have to make sure that we have the tactics techniques and procedures in place to fight that piece of equipment it is chance it will transform how the IBCT the infantry brigade combat team fights to have that capability inside their formations we must make sure we're ready to employ it properly we must make sure we have the right training devices in place not only for the crew to be able to shoot but the maneuver ranges in order to be able to practice in a training environment with that capability both live and in virtual we must make sure we update the programs of instructions not only for the crews but for the battalion commanders the sergeant major is a company commanders and first sergeant so they know how to employ that capability immediately and then we must make sure we have the facilities to take care of it this synchronization allows for the immediate employment and the full realization of that particular capability tonight and not three years later after we had some time to understand it at the micro level trade off and the proponents are updating our doctrine if you haven't who's who in the audience has read the new FM 30 operations that deals with multi-domain operations all right we got a few on the front not very many in the back but that's okay though if you don't want to read it you don't have to anymore right because now you can get on and you can listen to a podcast about FM 30 if you don't like podcast you can do the audio book so when you're sitting in traffic or sitting at the airport so we part of that transformation that general brittle talked about is how do we take our doctrine to the next level and make sure that our army is educated on the way we fight we've also improved our designs at every level in order to be ready for the new equipment that's being delivered we have improved our up for at our training centers to make sure they replicate our enemies and provide that best test for their forces as they go to that collective training environment we've improved our PME at all levels and at all cohorts and we've identified all those things that our facilities need for the future so we continue to work that piece of it as we go forward I want I want now and saying the integration and timing of dot mil pf is a team sport it's key to our success on the battlefield and it is key to ensure that we don't just feel to a widget to our force but we feel the true capability across dot mil pf I look forward to our questions this morning and conversation that we're about to have so thank you very much okay thank you dr. Reese Colonel West. Hey good morning Carl Jason West director of trade ox proponent office for synthetic training environment and I have to admit I had a pretty long monologue about all the great things that we wanted to talk about today but there was such a great day one and day two what I really want to cut to is what I do and how I'm going to block and tackle with the teammates up here to get after that dot mil pf integration and so first off want to thank a USA General Brown General Brito General Rainey Lieutenant General vermaica for the for the invite and allowing me to come up here it is a humble honor to be a part of this group in this team for those wondering what a TPO trade ox proponent office does if you're familiar with the trade out capability managers the name might have changed but the mission has not we continue to manage a capability or a specific capability based on our portfolio for the army you also might ask well then what's an army capability manager that army capability manager does the same thing that a TPO does we manage a capability for the army the only difference is is who we report to and so for a TPO we report to trade off and for an ACM or an ACM they report to AFC so I work for Brigadier General Scott Woodward who is the deputy commanding general the combined arm center for training I work for Lieutenant General Beagle who is the commanding general of the combined arm center and I work for General Brito the trade off CG who we just heard of and it's through the trade off CG through General Brito where TPO is granted the authority to act as trade off centralized planner manager and integrator for all capability developer user user activities associated with implementing and synchronizing the synthetic training environment and so that's where I start to plug in with my organization and adopt mil PF integration and to accomplish our charter I have a couple teammates in that you would think that just because it says synthetic training environment in the title that it is every everything under the synthetic training environment is underneath my organization and that is actually incorrect if you look back at that charter it is to manage is the planner is the integration of that training status strategy in that environment where where those authorities lie for my organization and so I work alongside a great bunch of civilians Army professional civilians military contractors in the national simulation center who have that constructive environment underneath them you might be familiar with Jolictic the joint land component collective training capability which is a mouthful I also work alongside TPO live trade off proponent office live which is out at Fort Hussis which has systems like your I miles that you're familiar with and they also provide oversight for some of our range training ranges that we have and so with them we are the team the cat what I like to call the cacti Stee Council of colonels that really look at the live virtual and constructive training environments in this dot mil pf integration and so my day job my day job is to manage what I like to call our proven capabilities but there are legacy capabilities right you might be familiar with some of them that includes the engagement skills trainer EST that includes the close combat tactical trainer the CCT T that includes the aviation combined arms tactical trainer the Avcat and a few others and those are non system training aids devices simulators and simulations and so we're really at the collective level when we talk about systems and training systems and our job is communicating those gaps and training today through dot mil pf analysis working with Dr. Reese's team to modernize the training aids and devices we have today so that we can keep up with the continuous transformation so that we can deliver ready combat forces and furthermore we not only do this with Dr. Reese's team but we do it across inside of cacti in a triad relationship and that relationship consists of the cross functional team synthetic training environment Stee who is the requirements owner and requirements manager who are in Orlando Florida and if also the other part of that triad is the program executive office synthetic training environment and instrumentation P. E. O. Stry who is the material developer and it's that team where we inform through dot mil pf analysis those gaps we get that to the requirements owner who then communicates that to the material developer and ultimately integrated with our industry partners in some of those systems you may be familiar with we are just now approaching our first ever synthetic training environment software that's going before a requirements oversight council in May and that is for the training simulation software our training management tool in one world terrain. Now that also is what we've been charged with as we talk about delivering things fast we once we're going to look at delivering next generation constructive delictive where we were projecting somewhere between twenty eight and thirty we've now been charged to bring that forward to F. Y. twenty six so if you talk about delivering something quickly we've been charged with that and we're writing the throws of that as we speak. You're probably familiar with the reconfigurable vehicle collective trainer R. V. C. T. and also the surgical the soldier virtual trainer S. V. T. which is our E. S. T. replacement in our live training systems which will be our miles replacement. But you've heard from a lot of great leaders and so what I do want to do is we get get through the introductions and get Miss Susan Hawkins and really get into the Q. and A. but I really believe we're in a once in a generation transformational change once again. I look forward to the discussion and the integration with the panel members and with the audience. Thank you. Thanks Colonel West. Miss Hawkins. Thank you very much. So this is a kind of encouraging you guys may not realize this but we didn't share all of our notes ahead of time but to see the synchronization actually of the conversation is very encouraging because all of our different perspectives are are working toward the same imperative. So my name is Susan Hawkins. I'm with North of Grumman in the mission systems area of navigation targeting survivability. My background is about two and a half decades in the national security and defense industry spanning all the services all the different services and working both within you know the solution service side of the house as well as material and my most recent experience is in the product development area and so I'm going to focus you know my conversation today around that and bring in material and how our approach to how we we produce our solutions with you and collaboration with you help support the dot mill pf integration. So it's not unusual for future capabilities to have a target fielding date and I know we talk about the army of 2030 and 2040 for example and we recognize those of us who are producing the solutions particularly on the mission solution side that you know that's really about having that full dot mill integration not just dropping a material in the hands of the warfighter right at a particular time. So and we know that you can't leverage the capability and Dr. Reese mentioned that you can't leverage the capability without the rest of the dot mill pf being complete. So how can we do this to gather is by fielding the early known advancements today on today's platforms and getting them into your hands in the field and iterating through the dot mill pf with technology maturation because operational concepts are outpacing requirements and I don't know of a more powerful way of synchronizing modernization to future capabilities than this. So we can modernize the current fleet with the best solutions available today, de-risk the development of future capabilities and then simultaneously mature and test the training the conops the TTPs throughout the entire process. Now I recognize that we do not have the luxury of standing still to focus on modernization. There are budget challenges with maintaining readiness and modernizing simultaneously. This is the reality we all are living in together. So because of this smart modernization is you know tied to your future capabilities is even more important because you want your modernization efforts to be your stepping stone into the future and we can do this. So the army's pivot to demonstrations and experimentation is an important step in the right direction. Combining this with the OTA and MTA acquisition constructs there's a path for collaboration and speed and so I challenge you to look internally and make sure that you're leveraging all the collaboration aspects available to you with these vehicles and additionally there will always be technology advancements and standards continuously evolving but don't let that get in the way of fielding known capable solutions which do not force permanent trades and that's the second key for synchronization. Threats and corresponding solutions will continue to evolve. Synchronization is about a path to the future. A path of no longer having to make permanent trades is a powerful stepping stone when implemented correctly. So most of architecture is a prime example of this. The army has invested dearly and has very capable solutions. Fielding this across the current fleet will allow the army to rapidly integrate new capabilities and assist in the implementation of the solutions of the future including the next generation of MOSA. Once you have MOSA out there you can scale on the army success points in getting production representative prototypes into the field quickly. It's all about shortening the timeline without introducing unnecessary risk and learning how to do this in the MOSA construct now with your partners that whole ecosystem that you work with will create a machine of invention for the future. Another opportunity to fuel synchronization is leveraging cross-service investments. Shared investment in core technologies provides a more viable roadmap to the future due to multiple funding streams and use cases and we have seen on industry side a sea change in your behavior and the services that is wonderfully impactful and this is you guys are turning away from the not invented here mentality and it is notable and I am not suggesting another J-Po. I'm talking about looking beyond your requirements and investigating what your sister services are doing and asking yourself does this solve part of my problem can I start there instead of at the beginning and I have a great example for you guys that has to do with the army. The army invested in an EW capability for the rotary fleet. This capability was used as a foundation for an Air Force solution in which the Air Force further invested in both the core tech as well as their form factor and mission requirements and it became a new program of record for a fighter jet. When that was complete the army saw the Air Force fighter jet solution and now is recognizing this as a capability for their special mission fixed wing. So how can a solution grow from rotary an advanced solution grow from rotary to fixed wing to rotary to a fast jet to a fixed wing across multiple services is by leveraging your sister services and and taking what you can get from that and getting that into your domain and mission set and in industry the way we help with that is we call it product line development and its approach some of us are taking to enable the shift more rapidly. It supports cost effective advancements and core solution capabilities. It's about using an architecture and a design process around a core tech base that can be adaptive to unique mission sets and it is proving that you can rapidly leverage capabilities into new solutions to close the capability gap bringing the future closer to today and when you combine product line development with modular architecture when you design with sustainment in mind you can simplify the sustainment process potentially allowing for home station modernization on the ramp in the motor pool for many more advanced solutions than what we see today. Before I close I wish to touch at a very high level around another important area that enables the synchronization of modernization to the future. The collaboration with the army in the digital environment and this has been notable. It's using model based systems engineering we're birthing systems today that have a digital thread enabling the future much faster and the great thing is that as we move legacy systems over to the virtualized solution we are fusing data in ways we were not able to before and we are doing this today on current platforms and the secondary benefits are tremendous and include greater ease of creating a synthetic training environments as well as supporting embedded training using real mission data. In closing the army and industry collaboration is vital for the successful synchronization of modernization to your future war fighting needs as partners we need to take full advantage of the contracting approaches demonstrations and digitization to not just experiment and explore but to feel now. Thank you very much. Thank you Susan and thank you to the panel. Some of the questions have started to come in and we'll get to those here in a second but before I dive deep into those specific questions I want to stay at the higher level for a second. Yesterday when General Rainey talked he spoke about the three time horizons for transformation. Transform and contact deliberate transformation concept-based transformation next two years two to seven years and then beyond. It strikes me that the implications of bringing .mil-pf together is different or unique in each of those three time horizons and I'd like to give the panel an opportunity to reflect on what some of those differences might be and what are the challenges that they face. Paul? No thanks sir I appreciate that. So I think you're exactly right and I think when we think about deliberate transformation and by definition of deliberate we have normal army processes that allow us to keep pace and develop our doctrine our training etc as we go forward. But I do think as we get into transformation and contact and we start looking at some of the units that are getting ready to go through that and some of the prototype equipment that's being fielded to them now what TRADOC is doing is making sure that we have collection teams that are prepared to assist with that. So we start at the very beginning level with the proponent so as we look at a IBCT and infantry brigade combat team that's going through transition and contact the maneuver center as the proponent has been deeply involved with them and lock step with them as they go forward but the rest of the TRADOC enterprise them as they go through their collective training as they go through a deployment then we need to stay in touch with them to send upon them to get those lessons what worked what didn't work what technology was good how did that affect the way we fight how does it affect the way we need to train our soldiers etc so we'll have to stay in tune with them capture all that make those changes as best we can but then go back to the delivered process to make sure that we secure it long term and then can scale it for the army that's I think the key where the delivered process comes in as well. Yes sir and so the way I look at those in a word that I I normally don't use a lot I talk a lot about capability management requirements management acquisition and when we put in the light of training development and especially what we heard the leaders talk about and we look across those horizons I really see when we go through our traditional requirements processes I do see that in that deliberate transformation timeline I think where we see what General Rainey talked about yesterday directed requirements in the prototype development I do see that as that transformation in contact and if you were really to phase it and look at it the concept driven framework we do a really great job of dot mail pf analysis when we look out far what do we have now what is the technology shown us we'll have in the future where are the gaps when we look at mdo and look out and as you come into that timeline as you get into that two to seven range you get to deliver that is where your requirements I think your process your deliberate requirements processes your traditional ones come into come into play and then that prototype what are those directed requirements what are those things that we're seeing right now in the battlefield and then transition to that a physical agility to get those now while we continue some of the enduring processes that we're absolutely familiar with but also pick that speed up I think he said ten times was the pace yesterday that he talked about that's fast that's extremely fast I would say that's unprecedented for what we're used to in our traditional systems and processes and so that's what I think about with that question and what our senior leaders are talking about and the way we're looking into the future sir great thanks miss Hawkins do you have any comments in that or do you want to take a pass yeah I just think that you know back to where where the material affects this is as we digitize right it will help shorten across the entire dot mail pf and I'm talking about the you know I'm suggesting really from the full life cycle like even when it comes to training in a virtual synthetic environment how you create that how you're moving the models from what you're developing right into the training environment how quickly you can do that but I mean the future really comes down to you know the potential for embedded training so if if it's you have a capability you end up having in wartime engaging and seeing something new right because the platforms digitize the systems of digitize that data how you maneuvered through that when you get back it is immediately accessible transmittable you can learn from it I mean that's the future that we see as one of the powers of the digitization of the mission solutions so go ahead sir if we could we could try to talk about an example maybe it's related in that it and I'm going to try to compare a system that we still have today with with something we have coming on board and so we go back and look at the striker when we brought the striker on board it affected 80 courses five different school systems so we talk leader development education that's what the striker did and as we bring on the m10 booker right it's the same thing that we've got to look at and where does it fall within those horizons right you will see a different dot mill pf for a for a longer drawn out where I need to have this system today and as you go through each of those each of those acronyms and dot mill pf and you go through the charts they may change even in where they're at in completion as you look across the system our ranges will change when we look at that we have weapons systems today with that we know of with next gen squad weapons some of our sniper rifles some of our long range precision fires that we don't even have ranges that can support some of these capabilities that we have today which falls under facilities when we think about ranges and so that I do see and is also being a challenge as we look across each of those time horizons how is that development continuous development and if it does slip into another another one of those horizons how does that change what we look at and dot mill pf and where we're tracking what's complete what's not and then what continues you could almost argue that everything stays amber because we're going to be in a continuous continuous transformation and then they're and I'll talk about a book I actually listened to it on a flight coming up here called the inevitable the author I think it was in the prologue or in the first chapter talk about everyone being newbies and I couldn't help but think that the challenges that that we have with the agility we're going to have to have as trainers because of this continuous transformation that we're going to have to keep up with the threat keep up with what's there in the operational environment and we are going to be bit of newbies I think as we go through this continuous transformation and how do we also get into our schoolhouses and that foundational classrooms that we get after to keep up with a lot of that technology is coming out to our formations okay thanks the first question from the audience Jason it's to you but with the permission of the author of the question I'm going to try to broaden it the question says thanks for laying out what we have in terms of training capabilities and the need to upgrade those to new capabilities but a recurring challenge for our army's total force is to ensure emerging new and evolving capabilities like STI are available to our garden reserve formations and available to them to train so I'm going to ask Jason to answer that but then really the question is as we synchronize dot mil pf for transformation how are we looking to do that for a total force across all three compos so first to Jason because you got the question by name and then we'll broaden it broaden it up and thank you to whoever wrote that one of the greatest challenges with our with our compos is they use a lot of our synthetic training environment they proportionally use more of it in many cases depending on the system that are active component and so those challenges and as we look at the fiscal challenges that we face that's something that we look at look at extensively and it's also difficult to partner at times depending on when someone's available and so we do incorporate our compo two and compo three into various forums we have our teagasks our training goss that we bring them into we have our training support system enterprise TSE that we bring them into but I do see the challenges we hear the challenges I know that we're going through that right now with the reconfigurable collective trainers we're going through that with our engagement skills trainers as we look at the total number of sites what we're delivering who we're delivering to who needs it most as we move forward and we do it's duly noted that that challenge does exist as we move forward and we're trying to close that gap as we look at this transformation this pivotal point while we're right between an engagement skills trainer we're right between the SVT and modernizing it we're right between the CCTT and Avcat divestment and bringing on RVCT is it it's replacement and that probably didn't answer the question but just acknowledge that we know that challenge exists no sure and I think you know the chief is the chief of staff has made it very clear that as we modernize we're going to modernize the entire army it's not just a compo one thing but because of budget constraints because of the way we're modernizing not everybody is going to get modernized at the same pace and we are going to have two different modernized armies and I think it's critical and as we look at it from a trade off perspective I know the centers of excellence are no general down here in the audience and from a sustainment perspective alone there is two different things we can't stop sustaining the Bradley we can't stop with some of our enduring systems and not be able to have the POI the training and the mechanics and things like that just because some of our formations may be receiving the XM30 or may be receiving an upgraded capability so there is a dilemma and that has caused intention within the trade off enterprise because we haven't reached those traditional tipping points whether that's 33 percent 50 percent where you can stop the legacy and focus completely on the modernized system so that is something that we have to do it affects compo two and compo three but it's going to affect compo one as well one of the things that we're trying to make sure you know before we used to to do horizontal modernization so everybody of the same type of thing would get something like that but we have to look at it from vertically about how we fight and that includes all the enabling capabilities that may not be a compo one solution so it's going to be difficult I mean we're looking at that where we have a plan in place to make sure that we don't divest of legacy capabilities on any of the compos okay that kind of leads into the next there's a couple of questions I'm going to try to tie together you talked about that tipping point when you as you're training at the centers of excellence the enduring systems and then when you start doing modernization I know we went through that with the FAD system for instance what they were to have to train at home station when were we going to start to train it in the institutions and I think we're going to see several examples of that as we transform in these signature systems enter the force are our centers of excellence resourced to be able to do training on both the signature systems the new modernization and the enduring systems and just as importantly as we look at synchronizing dot mill pf we've traditionally under invested in our trade doc centers of excellence and in the institution and what steps do we need to take to ensure that the investment is made to enable this synchronization that we're talking about I'll start now tie in something that Susan said earlier is you know so a lot of these capabilities especially some of the exquisite capabilities that were bringing on when we think about hypersonics and mid range capabilities our sister services are struggling with some of those same things so how do we leverage their capabilities as well as are the armies capabilities you know so for some of the some of the things that the fire center of excellence is doing as we look at mid range capability is going to navy schools in order to learn about the capability and trade octrains a lot of our sister services on on compatible equipment so I think that is something that we have to leverage as we go forward from a from a material piece of it I think this is where the key is about training devices and systems devices that have to be developed simultaneously along with the capability there is not there's not very many times that the the captain in charge of the long-range hypersonic batteries going to get the fire off a live round you know in training so what is his or hers capability to do that from a training device where are the training devices for the mechanics to be able to work on that so that we can pull all that together I think that's incredibly important going forward and and the schools are doing what what they can to do that sir so I think sometimes we'll have to induce it into the schoolhouse when we know we're going to have it in sufficient quantity and then I think there's other times where we'll leverage capabilities from our sister services but I think that's an important point as we go forward anybody else okay on that topic though as we do transform you know we've talked about for a total army you have talked about how we can leverage the our sister services how what mechanisms do we have in place is we're modernizing to plug into the our sister services to the joint and to our allies and partners to ensure that as we're synchronizing dot mill pf we're creating interoperability opportunities as well absolutely so I'm going to talk a little bit about what we're doing with next generation constructive and so for that system but we're actually leveraging the joint staff to develop it we believe that next generation constructive will be the first truly joint constructive training environment that we're moving forward with and we just started about 18 months ago two it six ago if you will in Orlando, Florida and held a working group where every service was represented in the room the joint staff led it and was able to bring all of those all of those key players and to also understand the different requirements that each of the services wanted within that constructive environment because as everybody knows every services is kind of in a way working on their own training aids devices systems and to get a little bit after what Susan was talking about is we're trying to find where are those places that we can find out what the other services are doing and so we started leveraging the joint staff that's where we really started plugging in and using really our simulations community our 57 alpha 57 community to get after that and so we're going to go another round we're developing what we believe now is considered low overhead what's going to be that minimal viable product as we move forward with that but we we have involvement from each of the services at this time is and also to get their authoritative data in it's not just whether or not they're going to use it but we also got a collaborative of how do we get that data from each of those services although we we may be we're just the army but when we go to the Pacific and we fight in the Pacific we're definitely going to have to have some of that data and Air Force Navy Marines were and incorporate all of that so that's a little bit of a plug of what we're doing with next gen constructive and how we've been moving forward just through the joint staff great miss Hawkins yeah so all really good points so one of one of the ways you can leverage your social services is first to find out what they're doing and and frankly your industry partners can really help with that and like I said we've really seen a sea change before it was like we want to see your army people and this is our you know what are your army programs but ask us you know how are how are you helping solve this problem for other services because I have to tell you over the years you know the two and a half decades I've been doing this it's been a it was you know an issue where it's like okay we're resolving you know a similar problem again using a different funding line and it would be great not to do that and now we're not so from the material side I you know I talked about our product line development but also some of the ways industry is organized can help with that and for example within within our mission systems we have an emerging capabilities branch and that that is basically our you know research and development house and that is that is a division agnostic basically within our within mission systems so it's there to kind of find the core tech base that transcends you know the different use case mission sets that then we can mature you know through our through our different programs so I would say you know reach out to your industry partners asked to get in the right room you know find out what they're doing in the rd teeny area where their iraq sits and just look a little bit more broadly and I can't I can't overemphasize Jason the comment that you made regarding getting the data out there because if we them the synchronization for modernization the the emphasis I was making earlier about you know get the products out there and scale it outside the experimentation level which I know we're doing really well but we got to scale it beyond experimentation field it because the interoperability requires that that extension of the data sets we got to get the data across services that's where the connection between the systems you know any sensor any shooter process would really happen from and so you you know you got to start fielding this and putting it in the soldiers hands and then sharing that data and that will just illuminate the areas that are needed for the future modernization if I could pull the pull the opposite thread of that a little bit sure so the multinational aspect of it right so I mean there is a lot that we need to do and a lot we can learn from our partners and to see a lot of them in the audience today so we do a very good job of making sure that we communicate with where we're heading as an army with our partners but things like the C2 fix how do we make sure that we're sharing our communications capabilities how do we make sure we share data with our with our multinational partners we have an incorporating units into our training and our warfighter exercises we have you know different nations contributed a division to fight in our war fighters together so it's very important that as we do this transformation in contact that we do this deliberate transformation that we include our multinational partners as we go forward with them okay this next question really comes at the opening question that I pose to you but from a different angle so at the risk of maybe having some repetition I want to ask it because I like the different angle and this question says as we focus on transformation in contact that in and of itself could generate desynchronization so what is it that we need to do to bring these solutions and to avoid being desynchronized specifically while we're transforming in contact so I'll start and I think part of it is not and I don't have the right words but so how do we how do we take a transformation in contact unit and kind of put it in a bubble so to speak so that we can understand what it's doing because there's going to be things that we're going to see are we're going to put in practice that we're going to say that's just not ready we're that didn't work the technology is not quite there and it only affects that individual unit per se or perhaps you know some of its adjacent units but when I when trade off things of things and looks at things I mean we have to look at it from a scale perspective so how do we how do we then make sure that we don't go down the wrong road at scale across the army from something that came in in transition in contact but make sure that we kind of keep it centralized in those units that are doing the contact and then take the good we do the same thing with concepts we say you know not every concept turns into doctrine we take the validated principles out of a concept and then apply that at scale same thing's going to have to happen with the transformation in contact we're going to have to take things that are validated and then look at how we scale and replicate that across the rest of the army and then send the send the things that fail back to the drawing board and continue to work and anybody else so so from a cacti perspective a cacti perspective is one thing I think that we've got to do is is in contact is when we do experimentation we've definitely got a lot of people a lot of systems collecting and analyzing data but when we go forward and we're in contact and we're in the fight you lose a lot of that whether it's an observer controller trainer whether it's a vendor whether it's an instrumentated system you lose that and I only figured this out on my own here in the last couple couple years and I wish I would have figured it out sooner is when you're at the tip of the spear with that the center of army lessons learned right having a lessons learned system and using using organizations like the security assistance group you crank which we're seeing forward in Europe which call is partnered with to get those lessons learned where else are we going to get lessons right now on HMI the human machine integration and robotics and AI because we're such at the tip of the spear on it I think also as we move forward in development of training age devices and other material we've got to look at an embedded data a capability as well we're also looking at how you can do that in training where I can turn a switch on it I'm in a training environment which I think is a wicked problem right we talked about giving wicked problems and talking to industry as Susan talked about that I think the embedded training environment is a wicked problem to try to solve depending on which systems that we're looking at and then how do we get that authoritative data across that live virtual constructive totality of the training environments and so really I think it's it's we got to look at our lessons learned and our data how do we how do we suck all that out while we're in contact because I don't I don't think it necessarily exists today except for center of army lessons learn and and miss Hawkins this is on the material side and from industry as a follow-on to that question about being desynced synchronizations of path are there changes to the acquisition system that are warranted that will help industry deliver modernization and are there unintended risks of going too fast in other words what are the challenges to transforming in contact from your perspective so you know we've seen some really good progress in acquisition approach and I mentioned the OTAs and material acquisitions as well I think one of the things that we need to look at you know that industry sees is that sometimes the mindset doesn't change even though the acquisition structure does and you know I'll just give an example right now we're in an OTA doesn't matter which one but the customer is treating it you know there's no conversation because we're in an OTA we're not supposed to talk it's like wait a minute actually we're in an OTA we're supposed to talk that's the whole construct of it but the mindset of the old acquisition approach continues to exist so I think that you know tremendous amount of work has been done on creating paths for the services to more rapidly acquire but embracing the powers that you have been given is something that we haven't seen you know universally happen across all the different you know parts of the army right now so so I'd say look internally on that one first and see if you're utilizing all the power that that you have as far as moving too fast you know there is an issue is that not every solution is a scalable or should be a scalable solution and and there may be very good reasons to have a point solution you know I mean we know there are and so and you know for example and working with SOCOM you know they they work on a different ops tempo we know that a lot of stuff the army and other services we'll we'll see through that development and pull on to their platforms those mission solutions but many many they don't because you don't have the same mission you don't have the same need so there are areas where point solutions are very purposeful and relevant and should stay point solutions right there those aren't failures those are accurate excellent processes no agree 100% and I but I think done also too to the desynchronization aspect of it is that I think we have to look individually at each one of those because sometimes we'll say well this is still just a prototype so it's a prototype so therefore it hasn't hit certain milestones it hasn't hit certain gates so we don't need to develop the training devices we don't need to think about the sustainment aspects of it we don't have to worry about the facilities just a prototype well we have a particular system already that's still in the prototype phase but we have four battalions of it fielded to our army and because we haven't hit the trigger we haven't fully synchronized dot mil pf so those are the things that can happen so you know if we if a prototype is successful and we know we're going down that road and we know we haven't hit that gate yet it's okay let's let's make the decision that says we know we're going to have this the gate will come but we need to get together we need to get the training done we need to get the facilities right we need to go forward with the doctrine so that that desynchronization is out there that's part of the reason why we're creating different ideas on how to do initial training strategies initial boip initial pois programs of instruction so that we can lean forward so that as a prototype matures and looks like it's transitioning to a program of record we're already set across that no you and I would just add in transformation in contact we're talking about prototype organizations in addition to prototype systems and what you just said will be exponentially more important as we feel a prototype organization and they really start learning lessons learn beyond just one system yes sir and we'll have to go back and look at that design yes sir exactly Jason into that absolutely want to go faster right absolutely want to get these capabilities and soldiers hands on the opposite of that I also reflect on what's what's the what was just asked the risk right or and are we are we creating risk in this and are we my concern is are we failing fast enough we know that we're going to make decisions and we know that it's a good practice if you want to create a movement you're going to burn some boats right you are going to go I need to divest of this legacy capability we know there's some fiscal agility that also goes along with that as well so that we can bring on a new modernization effort my worry is through MVPs is does that MVP is it short of the capability I had do we come up is it not there yet and I create and I and log a a training gap to the soldiers while we continue to come out iteratively general Kaufman talked about it a little bit yesterday I think you said that the goalposts keep moving do the requirements keep shifting just a little bit and so are we failing fast enough and then are we getting to that iterative process to if we did burn the boat on a system on a training system it goes back to the compo two and three point are we failing fast enough to still close that gap and not induce one and pass risk on onto our units and our soldiers great thanks the next Jason I'm going to start with you and again it's a both both of these are training related questions but they could be expanded to dot-mil-pf and I'm going to combine two of them given the velocity of change that modernization brings how much training evolve to keep pace and then the follow on question is given the tremendous increases we've seen in gaming capabilities are we leveraging the commercial capabilities that are out there to better enable individual and collective training so let me start let me start with that with that second with the commercial capabilities I saw I saw a note a couple years ago it's a where in the just in the AR VR realm where industry was putting in about 18 billion dollars a year in the department of defense that allocated for the same kind of capability about 1.8 billion I think that's tough right I think that's tough when you look at it I also when we when we leverage those capabilities you're talking about the differences between a for-profit industry right when you talk about some of that gaming industry and it's historic where it's been historically right and where we're trying to create that training capability and we're not necessarily for-profit and so I do see see those challenges there but I think we're moving in the right direction what we know is the closer you get to live the closer you get to immersive training you actually create better recall better remembrance better adaptability for our soldiers and so while we may have some of these challenges and there may be fiscal and other and systems and processes that's not necessarily so much the worry is are we getting that training capability is it immersive and am I raising the bar for kind of that proficiency and can I maintain it longer even throughout the moves PCS's schools changing units changing environments to go from Europe one organization may be in a pay come the next organization so I think we're moving in the right direction 100% in that and go back to the go back to the first one about how much training if you could real quick on that question the first part yeah well trainings evolve is evolving given that modernization is going so fast yes how does training need to evolve to keep pace wow that that is I think that goes back to a little bit of what what I what I talk about earlier is we in evolving fast enough is you just saw with project convergence right and there'll be a little bit of these units that do have it right they're going to have a capability we have priority divisions right that'll have training but then you're going to have units that won't have those capabilities and so I think we have to be really good and how broad we look at that institutional training is our foundation in that leader development in education to keep pace but also to keep it broad enough so that you can have that localized unit training when a service member soldier shows up so that so that you can be flexible and adaptable as well that way rather than getting it into staying locked in you just continually keep that keep that updated and army use a great place to do that and to keep track of that calls there we're there with cack army use across the street and then that just would continue to proliferate throughout all of our coes and all of our organizations two things just to add on about you know the health how modern training has to be in the future of it for consideration and and one is is that you know some of the some of the solutions are going to be so expensive and exquisite you can't get them out there to everybody and virtual training may be the only way to really do that but another thing really for consideration is trains a huge signature you know the adversary sees what we do when we train and the virtual training environment is an opportunity for us to explore you know con ops and techniques that frankly using the latest mission systems that we have and those capabilities we don't want to share what those capabilities are and the way that we can do that is through a virtual training environment and get the ability to really test those out in a way that doesn't disclose to the adversary what our current capabilities are I know that was a training question about you know no can I pull in a couple other letters yeah pull on them all yeah just two sure so um so when you think about training right then that parallel to that has to be leader development then how do we take that and put that into our school houses how do we make sure that our leaders are being taking full advantage of training capabilities to with the last thing we want is you know people to come back to leader development on the on their cycle and it's a step backwards in technology it's a step backwards from the way they've been training or what they've seen in the field so we have to make sure that those capabilities as we look toward the future migrate into our classrooms so that we are providing that same experience for them when they go to PME in leader development and then the other aspect of it and something that keeps me up a little bit at night is there's a lot of things that talking about a lot of capabilities embedded training and things like that well where is that all going to occur well it's going to occur in our motor pools and our facilities so now last time there's not a lot of network that's being plugged into our facilities so how do we make sure that our facilities are also adapting and getting ready for this capability and they can withstand the that and provide that environment too so again that synchronization piece that has to occur so we need to look now at our future facilities to make sure that we can support all those things that we were just talking about okay so this next question really is a part of deliberate transformation it says with the release of the new army structure right looking out for the palm force are there any dot mil pf gaps that we've already identified and what can industry do to help close those gaps I can start with I want to yeah go ahead one of my favorite topics so that yeah whoever asked a question very true on the 27th of February the new army structure memorandum was released and it did significantly change our army structure most of that was getting us towards where we had thought we were going to go for army 2030 set in those conditions for 2040 but there were some things that we were not able to close those gaps because of some of the budget constraints and some of the in strength issues one of those in particularly is reconnaissance capability so we are we are going to be forced to stand down some of our reconnaissance capability at echelon so something that technology and the material side can help us up very much so would be how do we take that and can the mission of reconnaissance and security is not going away that requirement exists no matter who we're fighting and where and when we're fighting so how do we then use technology in order to fill that gap would be an example that pops to mind immediately and there's a follow on question actually goes after that is you know what persistent ISR capabilities are needed and how can industry help with that I'm going to go to Ms. Hawkins Jason and then to you so was the question which ones exist or what ISR capabilities are needed to help fill these gaps and given the challenges that Dr. Rees just talked about with recon in our four structures this becomes even more critical question yeah and so well we already saw a shift of that right with with the Middle East right and we saw that we were taking a lot of capability into ISR technology versus having people on the ground and having that so I'm not unfortunately I'm not in the ISR side of the house I am happy if whoever asked that question is interested in in a in an answer I will go back and and then talk with them about that afterwards but I'm very interested in in hearing what you you guys have to say regarding where you see those gaps so I'll give you an example of one one it's just an example of the many things that were as soon as that came out we immediately went looked at at the force structure what is going to be the new force structure and then we through cacti we're actually also responsible for the quantities of our training age devices and where they're at coupled with where we're going in the future with the quantities of the modernization efforts and one of the hosts was we noticed that the military police brigades were being adjusted and they have a web they have some weapons systems and use of force for our new soldier virtual trainer and we're like hey if they're being reduced is the organization being reduced such that or being moved to an installation such that does it change how much we're going to develop and does it need to further more does it still need to be a part of the enduring requirements process to develop the soldier virtual trainer or is this now something that should be smaller that we should just go to the program or the pm for and get a contract because it's localized now based on where those formations are at and so that's the analysis we're going through right now and training aids and devices to look at what our struck impact has impacted with our non-system tabs I think one more area too that would be beneficial is so we've our engineering community is also going to consolidate capability at the at the division level now so how can technology how can you know we talked a lot about robotic capability yesterday but we will focus on on the the brigade combat teams how do we take that next step increment three or four I believe is what they were talking about yesterday and take that into some of the other proponents how do we use robotic capability to offset some of the structural decisions that affected our engineer community I think that's another area so the reconnaissance and engineering communities the military police that those kinds of things is where technology can help offset those personal losses okay great thanks this is a this is a great one how many times do you see a movie with advanced technology or robot and computer capabilities and ask ourselves hmm I wonder if a defense contractor can already provide that capability to our army okay Susan first then Jay so who have you grew up watching Star Trek yeah there you go lots of I mean we we've seen so much of that tech right you know from Star Trek you know today it's it's awesome I think some of it is very inspirational for us right that because the futurists are in those movies right and they and they they talk about where they see potential technology going so you know dessert mimic life is life mimicking art kind of thing is is something but yeah a lot of it's grounded and and some of the research and development that's being done today I mean some of it's very futuristic obviously but it's impressive what I see coming out of the research and development community right both with the government and an industry so what I enjoy about that in addition to reading some sci-fi in addition to doctrine to try to try to mix it up a little bit is I'm always interested specifically being in a virtual environment they always show displays there's always some sort of battle board common operational picture where there's a there's an update what I thought interesting is general Rainey said yesterday hey we're we're going to invest a little bit in wargaming right we can take that can we take that even further as what we're seeing in movies and can we have that with our mobile command posts on the move where I can have either a rehearsal a meeting a wargame and I can drop a headset down that also is cross domain compliant at the right classification levels and I can quickly go through that and be in a complete different room and have that update distributedly across a multiple nodes and that's what I always I'm always interested in watching the movies and I always interested in what how they're talking or you'll see a hologram come in of an individual where they're where they're having a meeting that is definitely something I'm interested in in moving forward with and looking at and especially now that General Rainey had talked about hey we're going to we're going to improve some of our wargaming let's you know maybe we get rid of the arts and crafts in the yarn and going out to in the middle of the Geronimo DZ at JRTC and developing and consolidating of these rehearsals and wargaming through co-development in our military decision-making processes and how about we do that in a virtual environment and those are those are some of the things that I'm definitely interested in in our portfolio anybody else Sir General Beagle doesn't let me watch movies anymore I don't have anything I just want to add one thing I think out of all the latest sci-fi movies that I've seen I think the Dune one that's recently come out just does reiterate one thing no matter how fancy the tech is it still comes down to a ground war it does it's just the side and we heard that loud and clear yesterday right from General Rainey okay this is a point question so probably Jason maybe to you and then they're probably not much more than that but because they asked it I want to give them an answer this one's talks about virtual shooting realism and it says what are the current plans within budget to assist training for shooting accuracy and kickback royal our recoil effects for smaller organizations like recruiting ROTC and I would say probably for our reserve components but anything on that absolutely so just finish up our latest soldier touch point where we're looking at the weapon systems the M17-18 M4 some of our crew-served weapons we're looking at the recoil I think it's very interesting in the recoil technology I'll just a little antidote is we're using it's modern modern technology but it's really electric and magnets that are actually given that recoil it's pretty cool and how we're getting the recoil and no longer isn't there a need for an air canister we have found the technology in the real estate of a real weapon to develop a drop-in kit to get to the realism remember the days when we used to remove the bolt out of the M16 and we'd put a 22 bolt in so that you could shoot indoor in the ranges well now we're doing that in a synthetic environment inside the same real estate that we have and no longer do we need the air canister that we have where some of the challenges exist is it's still the integration of the weapon system with a with a screen or paint on the wall or that interaction that you'll have whether you're on a range or with friend or foe that we're we're still getting through and whether or not you still have to have a tether or if that's some sort of Bluetooth or radio frequency to what we call a compute kit but we are definitely moving in the right direction that's kind of where we're going with that but what I'm amazed by is how technology is advanced and some of it's just it's still simple but at the same time we've been able to reduce that technology get it smaller and get it side of weapons kit so I can still use my life system still go to the arms room still draw my weapon still go through all the same troop leading procedures PCC's and PCI's but now I can just go to the range and do a drop-in kit and I can do it in a virtual environment as if I'm at a live range and so I'm really excited about where some of that's going on the last soldier touch point hope that answers the question okay yesterday a lot about some of the observations coming out of Ukraine and made the comment that some might be anomalies and we need to be able to understand those and some might be true lessons that we need to think about how we're going to integrate those into our force are there any specific lessons either that have been observed or learned that we're already drawing on and that will help us as we develop future capabilities across dotmail pf I think I'll I'll start with the I think the obvious one is counter UAS capability right so I think that is something that regardless of the terrain regardless of the stagnation of the front counter UAS capability is something that we have to do the our adversaries can see us and reach out and touch to us anywhere so how do we how do we deny that from a sensor capability so how do we do how do we deny their eyes but then also at the very simple level how do we now teach our soldiers something that we haven't had to worry about for 20 years or so is to look back up in the sky and we've always had complete supremacy in the sky before and now we don't so how do we do that and just this week as a matter of fact you know down at the fire center there's a symposium going on to get after that exact kind of question is how do we take the real things that we're seeing in the Ukraine conflict and apply that to our army and then how do we scale that across all our formations to make sure it's not just a 14 series air defense problem it's an army problem to get after counter US capability so that's one one thing for sure that the army is already taking on we're already moving out on that to help fix that from a not only material side of the house but from a training and doctrine side of the house okay anybody else you talked about in your remarks Paul concepts and how some not all concepts become doctrine but some do general Rainey talked about that third time horizon with concept base transformation can you just take us through a little bit how concepts become doctrine give us some examples of that for instance with MDO and then I'd be curious to see how for the other two panelists as concepts are developed and come out of the future center how will you use those to anticipate future needs whether it's training needs or technology that you might want to develop in industry no yes sir I think and it goes back to and in both general Bruno general Rainey talked about this is this relationship between trade occupant and army futures command that has to be start at the four star level has to work its way all the way down so I think that is that is the key as we look at the transformation of concepts and the doctrine the conceptual way we're going to fight in the future how we done change the force designs of our army from a material requirements perspective as the technology matures how that becomes embedded in our formation so I think all along the way we have to make sure that we stay synchronized and there are efforts that the futures and concepts center general Hodney is moving on and we are all part of that he we sit in the same meetings he participates in our meetings we have to know where we want to be if we want to backwards walk to where we're at today so to the question about what has transformed you know the concept on multi-domain battle it started as and I went to multi-domain operations is now all captured in FM3O which is why I brought that up so we looked at the the concept that was developed that was experimented on it was war game against this idea of convergence that has fallen out of that concept is now captured in our doctrine and that is how we're going to fight towards the future whether we're in the European theater or in the pacific theater so it's it's that translation of when things are validated experiment on it says yes this is going to work it's adaptable for the entire army then we can do that into our doctrine or if we're looking at an organizational design of the future some of the things that we have done for army 2030 from an organizational perspective came from the concepts the futures and concepts did whether that's a fires command to assist with non-lethal and lethal fires that came from purely from concept into what we were doing this idea of information advantage conceptual a couple years ago now we have information advantage attachments being fielded to our force so the transition phase is where the supported supporting relationship between army futures command and trade our switches over and allows us to develop those solutions anybody else so for us where we're at we're right in the middle of what Dr. Reese was just talking about we're in that a little bit of a transition with our legacy to our present systems that we're looking at and what I'm interested in definitely is what is the next set of that concept driven because we've applied some of the factors knowing what the staffing process was for MDO knowing how conceptually how our formations we're going to fight with it within MDO and so that's why we're looking at hey CCTT and Avcat right legacy systems great systems but it's time for the next generational event but then what's after that and I think where we're going is we're already anticipating it and we mentioned it already is this this embedded training concept and what we're really looking at it's not something that you walk up to a vehicle and you plug it in we're really looking at what sometimes we call on board it's developed as a system tabs not as a non-system tabs it actually comes with if we're talking material it will come with that system and then what we do is we plug in just like oh drives but you know it will drive then how do we got to adjust training policy lessons a leader development education around that new system with its training that's already on board with with conceptually flipping a switch and I'm now in training mode yeah so that that was a that was an interesting question so what where we're interfacing on that is the mission modeling right so the con ops is being developed working the mission modeling industry is very involved in that I know we're extremely involved in that and mission modeling actually has multiple levels so you can start with force structure and support and we're we're involved with that and then the campaigns and what's really needed to to have a successful mission and the campaign around that and it can go all the way down to a specific trade-off of a solution through a kill chain thread right and we do that and so the and that really ties into the the models and the digitization that we have even on the development side it can pull through the whole pulling from concepts into con ops down into into the trades that are made for solutions and technologies so we'll get these last two questions and then I'm going to give you a chance to do closing comments I started off with it all begins with the strategy what do you want the army to do this question recognizes that the current national security strategy national defense strategy reinforces the priority to our pacing threat and therefore focuses as a main effort at Indo paycom are there specific modernization requirements in training or cross dot no pf that would bring us to deliver deliver capabilities for the joint force and then I would ask and how do we balance that with the other priorities that you heard about yesterday because Europe hasn't gone away and every time we focus on Indo paycom in Europe the mid-east reminds us that it's still here so comments on that please go ahead Jason any specific training unique training challenges associated with that nothing nothing nothing too specific in balancing the priorities I think we're just really in it's great that where we're at in the transition my worry is is in continuous transformation and mentioned it as I sit here now I've got the legacies my day job I've got the modernization and now I've got this new I've got this all this new information coming in and it was really part of the closing comments I was going to get after but it's do we have the right training aid systems and simulators right now based on all the continuous transformation based on the horizon how we're going to balance that and move forward and in that part of that pivotal once in a generation right transition I think there's some tough decisions that we have to make and we've got to be honest with ourselves as well as do we have and that's what I'm going through right now asking my team do we have the right systems based on this new information we have a new PBE reform that's out right we have a new R-struct that's out we have the new army directive for software acquisition that's out and you start looking at all what I'll call executive level information and orders and we try to balance all those requirements as we look at it right today are there things that we need to go ahead and go we absolutely just need to stop and I I now need to pivot and move forward and so those are some of the challenges I call it getting the right tads on the bus kind of goes after getting the right people on the bus from gym college good good to great but that was part of where I was going to go and I think one of the greatest challenges we're going to have and moving forward in the synthetic training environment in the training environment and training development right let's talk to yeah so I'd like to probably expand that question a little bit more particularly because it's how to do with the pacing threat right so it's more than the joint force I think it's the international force yeah right and I mean that's we know that that campaign approaches is the approach that we're taking and um you know synchronizing across that with dot mill pf really is a bigger problem because if you under you know you use fms as the policy arm right of dod to get us tech and our closest allies and partners hands so that we can fight together and communicate together we also have to look at how that dot mill pf extends to those partners as well and how we're going to share the training and share the con ops and the practices across and so you know taking a look I would say taking a look at where the fms programs are for those capabilities and then kind of pulling that thread as to which of the allies and partners we need to have that further conversation with around dot mill pf and I'm sure that's happening but really kind of looking I can tell you the industry partners we're leaning forward very hard on trying to make sure that that we can export and so we have a you know kind of an export roadmap and that export roadmap is actually the roadmap for dot mill pf across the international community okay I have a little fun with this last one we get about a minute or two to answer it in his fireside chat uh general Brito talked about how do we communicate with the soldiers of today and tomorrow the young young soldiers young sergeants lieutenants and captains we've talked about star wars you talked about podcasts and webinars and other ways to get information out this question says as we modernize not everything's going to go I'm I'm going to use my own words here a little bit not everything's going to go well and soldiers are going to post things maybe even on social media some things are going to say this is the greatest thing since sliced bread some things are going to criticize it how do we respond to that kind of communication from our soldiers I just ask if you guys solve that let me know so I can encroach my children and I don't know if I got your question exactly right but no I I think that's exactly right and that's you know the point of the I mean some of the conversation yesterday these soldier touch points that we're going to do I mean obviously we don't necessarily want to go on tiktok and talk about what went wrong with some of our modernization activities but I do think there is the feedback that we need and we're not we're not accustomed to that but we have to get better and we have to accept that negative criticism is just as important as positive criticism I mean we General Brito talked this morning about strengthening the profession I mean one of the other ways you as a leader develop is sometimes from the negative as well right and know not what to do so the same thing is going to apply with as we as we get a design right you know it you know as a planner right how many of us were planners before you developed this perfect plan and it goes it goes away and you're like well no that's not my plan and you get you get frustrated but that's okay same thing with this we have to take the negative criticism there's obviously the right channels to do that but you have to be prepared for something that that may pop up unexpectedly and then you you have a battle drill to get after that but you can't just ignored so I would offer to that too is also starting off educating our soldiers with you're seeing a prototype right a lot of the stuff we're trying to build faster is in that prototype phase it is new it is going to have some problems but their importance right getting their buy-in and their importance is I think where we also got to shape that conversation and rather than have them show up at a soldier touch point and go okay have them to understand the totality of the process in the development I think will also help so that you can you can kind of keep away from hey look at this thing and whether it's good or whether it's bad and so that's that's one of the things I found as I went around it and talked to soldiers is I don't know necessarily know where we're at in the movie when we're developing a capability so you know from the innovation side you know what we call crowdsourcing right can be invaluable right we can so you know I would just suggest providing the means for them to provide that feedback without it being you know open source but perhaps a technology way to be able to get that I know from the industry perspective we you know are just hungry for end user feedback on the solutions on a regular basis and so finding a way to get that broad view that we can then take and use actually as you know intelligence to do better design and make it easier to use product or a more effective product as is something we would welcome okay thanks and this has been a very instructive panel and you all have been terrific I don't know if the lights are going to start flashing or and that's going to come down when I know we're getting ready to get closed out if we could just I'll give you a few seconds to make some closing comments starting with you Ms. Hawkins and we'll work our way here just very quickly thank you to AUSA and of course you know the my fellow panelists for this opportunity greatly appreciate it yeah thanks your contributions were great Jason no I really appreciate it again can't say it enough once in a generational transformation change a lot of what we have is in the 70s and 80s with the technology that we deal with today and it's very much about getting the right equipment the new equipment as fast as we can while reducing risk so that we can deliver combat ready forces all the way from the classroom to the synthetic train environment to field training to the battlefield and so I just really appreciate today's discussion thanks too sir for you and for the for the panel and for AUSA for allowing me to be up and part of this I think there used to be while there still is a saying is who else needs to know so when you think about dot mil pf integration what other letter is impacted that would be my last call what impact does it have on the organizational leader development the training doctrine inside of the house so that we can lean forward with developing those solutions so I'd like to close with thanking our panel for their preparation their thoughtful comments they're pretty good on the fly answers to questions and and really appreciate the interaction between the three of you not only in prep but even in you saw that in your responses so thank you for that thank you to AUSA for the opportunity to have this discussion of integrating dot mil pf as we bring capabilities to the army and more importantly I just want to close with this thought while we're talking about dot mil pf and synchronizing the delivery of capabilities this is all about improving the capabilities and saving the lives of soldiers on the battlefield and it's to them that we dedicate the opportunity to have this panel so thank you and thank you to AUSA yeah well done panel we'll now take a short break before our last speaker of the day Lieutenant General Christopher Mohan Deputy Commanding General Army Materia Command which will commence at 1110 please enjoy refreshments in the exhibit halls sponsored by Xi Attica all right well welcome back I want to thank everybody I know it's the last morning and you know folks are running around and some people departing a little bit early so those of you are here I wish I could you know do like to do on TV sometimes you look under your seat and somebody wins a new car or something like that for being here but being yeah maybe an iPad or something I don't know being a non-profit we can't afford that but it's but thanks for joining us I will tell you 4,000 people were streaming just the last the last panel and I'm sure still on here which is is pretty awesome and then we'll also we record all the sessions and and put them out afterwards and they'll be well over 5,000 folks in a few months that will will watch the presentations and all the panels so that's that's great news but thanks for joining us those of you are here I'm really proud to introduce our last keynote speaker who's going to bring it home batting clean up and baseball season is just starting so he's going to start off the baseball season here hitting a home run hitting one out of the park for us and the Lieutenant General Christopher Mohan and you'll really appreciate him being here the Deputy Command General of U.S. Army Materiel Command in his role he's responsible managing the day-to-day operations of the Army's logistics and sustainment enterprise no small task there only smokes the delivering precision sustainment and material readiness to the global force while ensuring soldiers civilian and family readiness AMC ensures the Army remains the best equipped and best sustained fighting force in the world and what a magnificent job they do with that Lieutenant General Mohan has held several notable assignments I'm not going to go through his entire bio we'd be here too long but he commanded the Army sustainment command he commanded the 21st theater sustainment command the third sustainment command expeditionary and in his current position he also serves as a senior commander of redstone arsenal overseeing base operation and redstone strategic growth supporting more than 70 different organizations which make global contributions so please join me in welcoming Lieutenant General Chris Mohan well I guess it is good to be the cleanup batter right and so I'm not sure if that's the the number four position or the number nine position so we can wait until after I'm done and you can you can be the judge of that well I want to say hey good morning and thanks for being here and General Brown thank you for the kind introduction and and thanks to AOC for just another fantastic conference and the global symposium global force symposium is a something that has been around for quite a bit and I think this is the biggest one ever with the most attendance and we can't do it without AUSA both at the national level but I got to give a shout out to our local AUSA chapter the the redstone Huntsville chapter I mean they're just so it's on a role in senior commander I get to interface with a lot of leaders and a lot of local leaders in particular and I tell people unabashedly this is the fourth time I've been in a senior commander role and this local community is the is the gold bar standard and so I want to say thanks to to all our folks that are out there from the local community so I hope that without a doubt this week demonstrated that the army sustainment community is focused on delivering ready combat formations it's been a truly phenomenal week of discussions exploration of and collaboration between our army and our and our great industrial base and I got asked by a senior leader yesterday hey are these things are they really worth it and and I said absolutely because it's not because of the the point-to-point interface that we have it's because I have the opportunity like for me on the floor this morning I grabbed three other people and we had a conversation with a an industry partner about a critical capability as we're all working together and all pulling on the same end of the road so these things are powerful and together I think we're working really hard to gain shared understanding about some of the complex challenges that that we face as we as we go forward together and confront security realities that are around the globe and security challenges that are around the globe and let me tell you what at AMC I hope it is we are clearly demonstrated demonstrating that we are totally focused on achieving the chief's focus area number two delivering ready combat formations and we're doing that through several areas we got multiple lines of effort but but just I want to highlight just a couple of them transforming army installations advancing equipment modernization and readiness rapidly just redistributing excess equipment and divesting obsolete equipment and in conjunction with our army service component commanders setting and preparing our theaters around the globe and so I'm going to highlight a few of these but let me just tell you what we are laser focused you know you heard the saying right if he likes it we love it if he's interested we're infatuated so you're going to hear how we're infatuated on a bunch of these things as we drive on them for for our chief so let me pull the thread on just a few of these topics so let me start on the outside let me start with the theaters so I recently had the opportunity to visit both Europe and the Pacific and I can say unequivocally that the sustainment community the global enterprise is engaged around the globe and we are employing the might of the organic and the industrial the organic industrial base and the United States industrial base to accomplish what our co-com commanders are asking us to do around the globe let me give you some some highlights Ukraine support overall I will tell you that the war in Ukraine was a national wake-up call not only to the fact that we still have enemies who are who are are trying to defeat our way of life but also to the importance of sustainment the importance of logistics forces and we've seen the results of not having invested in that capability but also the results of when you invest in that capability like our set the theater and prepare the theater operations with the 21st TSC Team 21 kind of proud of that unit but since the war began we have supplied our partners with over 13 billion dollars worth of equipment and that's hard iron that's ammunition that is clothing anything and everything we have supplied that but let's talk about the might of the organic industrial base and the industrial base we used we have used over 8,000 trucks 236 trains trainloads and over 115 vessels to move this equipment around the world and I'm talking about not just from Konos to Europe but from from other places Indo-Pacom Centcom as we have rapidly marshaled and moved equipment around the globe in order to focus it in preparing our partners the Ukrainians and if you think about that who else can do that nobody nobody else can do that because the to combine capability between the uniform service our great department of army civilians and our artisans in the organic industrial base and then the might of the industrial base of the United States of America and we don't do it alone we have global partners and some of you I see represented here today and I will tell you we do not do it alone and if you go to some of our facilities far forward it is the Star Wars bar scene of countries and that's exactly how we're going to fight this war that's how we're supporting this war and that's how we're going to fight the next war as well but we've learned a lot of lessons look remote maintenance or tele maintenance it's an absolute game changer it is it is the combination of communication in some cases additive or additive manufacturing artificial intelligence to help with to help with translations interpreters and then our technicians both wrench turners and also our technical experts globally so you can go to one of those sessions and there'll be people in the room I've seen people wearing virtual reality headsets I've seen video chat from conus and also from other places around the globe as we're trying to solve complex problems for our partners who are learning basically in combat how to operate some of our systems and that that technology or that process started very early with with our greatest weapon which is a handful of young soldiers a young war officer and four soldiers started what is now a new way of thinking about how we do business and but we're not done yet so we've reformed and changed the way we think about the front end of it but the back end of it is where we could use some help from industry because at the end of the day we still go to a warehouse we still pull a part off of off a wire shelf put in a cardboard box and put it on the back of the truck and it goes off into never never land we've got to reform the back part of that and the distribution part of that and that's where we can use your help now look I will tell you for our industry partners the Ukrainians absolutely love our equipment and we are gathering critical sustainment data so we can better build our models so we can prepare for our next our next combat operation our next war and and we're learning from them but they love our equipment you know why they love our equipment because it's not only the combat effectiveness of it it's because of the survivability that's baked into our systems they do not have that from the older Soviet block or Russian equipment ours is designed that the crew walks away still a very lethal battlefield and you know why I know that because they've told me that because I've looked them in the eye and seen the systems that have taken a tremendous shot and and and talked to the soldiers that walked away so so we got to continue doing that another thing we're learning is how to leverage data analytics and be so we can become more predictive and precise so for many for several years now AMC has been working on the AMC Predictive Analytics Suite or APAS and early in the conflict in Ukraine we deployed that system and supported this AGU to help them better see themselves help them better understand how material was going to flow how combat power was going to be built and it is an absolute game changer but the key is this is a decision support tool you know as General Rainey said yesterday AI is not going to we're still going to have a human in the middle of that but but these tools allow you get to the X faster do some of the the analysis to get us to the X faster so that a human a leader can make the necessary decision APAS holistic picture of readiness it can give you maintenance data it can give you ammunition positioning data so we can make the right kind of transportation to systems or decisions hey do we fly it or do we put it on a boat and and that is in use daily and there's some other uses that has been or other utilization things that are being worked that be on the scope of this conversation but it is a dynamic capability that that we are committed to continuing to develop and for our theater sustainment commands we're going to work to get you a a common suite of tools so that you can then plug in because the more we can see what you're doing the better we can support you so pivoting to end of pacific look every we acknowledge every theater is unique every theater has unique challenges unique capabilities but there's some commonality there talisman saver 23 demonstrated our ability to push large portions of equipment and supplies around the world in a look everything is eight hour everything in the pacific is an eight hour flight and so talisman saver demonstrated our ability to move equipment around it also demonstrated our ability not only to move manned equipment around but to to project army preposition stocks both from the sea and also pulling from stocks in korea all focused to the country of australia our great partners the australians where we issued that equipment and where some of it still still resides right now and so those are that's a just another another great a demonstration of the capabilities that we have as an army in the end of pacific we're also looking at the future of army watercraft look there's a we're all collaborating on a a watercraft modernization strategy as we learn and see how we're going to use watercraft in in future conflicts particularly in the in the end of pacific we're also pushing the limits of thought when we think about what the future of watercraft looks like so imagine an autonomous watercraft that is just going from one island to another or one spot to another that future is here in the gulf of mexico right now there's there's autonomous watercraft that are servicing oil rigs why can't we do that so then think about if you can if you can couple an autonomous watercraft with a with a uas capability that can do heavy lift and lift two thousand pounds a thousand pounds you know an mlrs pod a gemmler's pod water ammunition deliver it to a a place in the middle of a small island so it can execute a fire mission and then reverse the process if you do that couple those two systems those capabilities together then you have the ability to to sidestep one of the most complex and expensive things on army watercraft which is the ramp so if you don't need a ramp you can get a faster boat you can get a cheaper boat and you can get one that's more capable so we're pushing the limits on all that army preposition stocks important to all theaters it's got to be modernized sized strategically located and when it does and when we have all those elements it is a true strategic deterrent that we've seen that the projection of army preposition stocks in times of crisis like when we when we issued one of the heavy brigade combat sets in in in Germany during the initial stages of the Russian invasion of Ukraine was a true strategic deterrent and so we know that we have to continue to invest in in APS look it's not a one size fits all approach and we're doing it different to meet the needs of the combatant commanders in the requisite theaters in Indo-Pacific we're exploring options to do more ground basing of APS and in smaller piles if you will reduce the the signature of the of the storage locations more dilemmas for our potential adversaries and in Europe we're transitioning our thought process from brigade level sets to what the division level capability looks like and all those things are one they're very resource intensive and and also but they're also there's a great utility and using APS during training exercises one is good for us to project that APS out to utilize it and this is a clear demonstration when we're able to rapidly lift a heavy brigade combat team and move it to the to the tactical assembly area and so again that strategic deterrence area is is absolutely critical we acknowledge that in a resource constrained environment tough decisions are going to have to be made and and we're working very hard with the army who manages the we manage the APS program for the army and we're working very hard so that we make the right kind of risk-informed decisions coming back to the homeland the joint strategic support area so we're focused on look we know that in the next conflict the JSSA as we call it the homeland is going to be contested via via kinetic means kinetic cyber or just disruptive cyber capability or disruptive means of other of other types we know we're going to be contested and so what we need and what we're driving on is to lean our formations as much as possible and one key thing that I will tell you that that we're working extremely hard again if he likes it we love it is the removal the rapid removal of excess effort that we're doing we call it R2E just like a lot of Americans our units have become heavy and heavy with 20 years of equipment and supplies that we have left over from multiple wars and multiple conflicts we've executed four locations so far around the around center at centered in primarily the 18th airborne course footprint we're going to move west as the year goes on and the R2E because we're taking it as is we're just saying hey bring it to us bring it to us and we'll dispose of it that process has yielded incredible results so what do you mean by incredible four sites 65,000 pieces of excess for Campbell right now we had a goal set and we've exceeded it by 100% of the goal and we're still going some locations we're going to go back and do another touch because it's so valuable to get this equipment out so what does that do when we get this excess equipment out one units aren't spending money on maintaining it they're not spending time doing inventories and then it's freeze up space in motor pools and storage locations so that we can the unit is in prepared to receive modernized equipment now what are we going to do with the equipment some of it will go back to depot some of it will be disposed of in place but there's also huge opportunities we see for foreign military sales and building partner capacity as we continue to work through this process but again it's something that it ain't sexy but it is making a difference in units so the chief when he came in he said look when I go out and talk to company commanders one of the biggest things they talked to me about is the amount of property they have and the fact that they're not using it and so we're getting after that so let's talk about modernization make no mistake the sustainment community is future focused modernization is not just about weapons systems but it's about training it's about everything we need to generate, protect, sustain the weapons systems and the people that operate them we AMC we are completely synchronized with TRADOC and Army Futures Command and the contested logistic CFT simply put because we have to be it is to our benefit to be deep in to that process as we work to modernize and the sustainment enterprise we have a term that we use in AMC it's called precision sustainment we acknowledge that future conflicts we're going to be contested in the home place and the homeland we're going to be deploying at rates think about a bench clearing event and so we have to be precise and not only what we bring but also how we do sustainment moving forward we're going to work we're working very hard to better link the warfighter at the tactical edge the defense industrial base or ecosystem if you will this will enable us to make those right kind of decisions it'll enable us look we used to say from the factory to the foxhole now we're saying from the foxhole to the factory and then back to the foxhole at speed at the speed of war and we got to get better at that demand reduction we've got to get after demand reduction this is where we really can use industry help less fuel requirements less battery requirements less water spot power look we should not buy a system that does not produce more power than it consumes additive manufacturing look additive manufacturing it can be an absolute game changer and we are working very hard on that with with our great partners around the you know around the organic industrial base particularly centered right now on taekom and at the jmtc at rock island arsenal we i'm proud to say after many many many efforts and many many years to be totally honest two weeks ago we ship we shipped our first additively manufactured part to the 278 bct it was a i'd say it's a relatively simple part a bradley a bradley fan fan shroud but as soon as that unit got that part they put it on a vehicle and brought a vehicle off the deadline report right now there's at least a dozen more parts in production and i think michael lehler told me that just a couple of days ago he signed off on the next the next tranche which is m88 parts is that going to be the overall panacea absolutely not but will it generate get vehicles off the deadline so commanders can train with it or in a combat scenario will it generate additional combat power to meet mission requirements absolutely and as we get better at this as we get access to more tech data what we're going to see is the miniaturization of some of that capability and we want to push that capability as far forward as possible all that's in the realm of the possible and it is absolutely doable but look we will never replace the industrial base and the organic industrial base so we have to update and modernize the organic industrial base 23 depots arsenal ammunition plants about 300 billion dollars worth of infrastructure we've gotten great support from congress and they have authorized a 15 year we have a 15 year 18 billion dollar plan to modernize our organic industrial base and it's being executed right now so when you think about the OIB you know a lot of people think that it's you know it's Rosie the Riveter people with hammers beaten on things but think about a modernized facility with robotics with advanced manufacturing very flexible building manufacturing capability there's still people with hammers beaten on things because that's what blue collar folks like me do but it's but it's really important and and think about being able to rapidly push that capability to the war fighter to integrate the OIB with the tactical edge we're working that I will tell you that that in 23 we're we're well on the way 23 2.5 billion dollars worth of projects were executed 24 and 25 125 projects are planned worth three billion dollars and so we cannot do this without being informed with our industry partners because we don't need to build and modernize at the same rate and they're built by the same machines we have to understand where your gaps and seams are and we have a responsibility to fill some of those gaps and seams sustainment modernization will absolutely not happen with our without our industry partners and look moving forward we can't rest on all laurels of all the stuff we did in Ukraine because remember as we cross that ocean with all those ships that I talked about over 120 ships we're doing that at will we cannot think that that's going to be the way it is when we go to war with a a peer or near peer competitor so that means we cannot rest on our laurels and we cannot protect the status quo and while we need industry to help us innovate we also need to go back to the basis on basics on managing our supply chain you know the chief talks about excess property and class nine and we need industry's help we need you to give us the parts that we've ordered do the necessary things to manufacture those parts and if you're not going to do that give us the tech data and if you're not going to do that don't be surprised when we reverse engineer it because it's that critical that we get the right kind of parts and to our war fighters so that our kids who are out there on those combat vehicles don't look at a broken vehicle for a fan shroud so we need industry's help in that now look there's a lot of space in between the two and we're working really hard to understand where we have gaps and seams and then speed the process that we track you know we can transmit tech data because it's one thing to have it but how do you get it from the from the from the computer to the machine we're working on that but we got to have your help on that look I know that that we've covered a great deal of ground this week but we still got a long ways to go and we are absolutely committed to shoulder to shoulder work with our industry partners we do it all the time log cap can't do without you OEMs can't do without you so we've got to talk to each other we've got to sit down across the table and walk to floor at our facilities together so that we can do this together and continue to sustain the the greatest army in the world look we've got the best sustainers and logisticians in the world and they are all laser focused on doing what is right for our army and we've got to help them because that's our responsibility so I want to say thanks to to all of you for for your participation I want to say thanks to AUSA again for hosting this great conference and ladies and gentlemen God bless our army now look I would ask that you stay stay seated because we are going to recognize three great sustainers with a with an award this named after a gentleman that is truly remarkable and I think he's actually monitoring and that's Lieutenant General retired Greg and so so thanks so much for your time God bless everybody God bless America be all you can be this will defend ladies and gentlemen the presentation will begin momentarily please silence or turn off all cell phones or electronic devices welcome to the ninth presentation of the Lieutenant General Arthur J. Gregg Sustainment Leadership Award we extend a warm welcome to all our industry partners military members both active and retired and friends of the community thank you for joining us as we present this prestigious Sustainment Leadership Award we also want to add a special welcome to the Lieutenant General retired Arthur J. Gregg who could not be here today but is currently attending virtually that the Department of the Army Deputy Chief of Staff G4 established the Lieutenant General Arthur J. Gregg Sustainment Leadership Award in 2015 and first awarded it in 2016 to recognize individuals who have made significant and measurable contributions to army sustainment operations these individuals are influential logistics leaders who have made unparalleled contributions to enhance operating efficiencies and improve resource management in support of army sustainment and readiness as voted on by a Board of Senior Military and Department of Army civilian representatives ladies and gentlemen please join me in welcoming the official party for today's ceremony they are Lieutenant General Christopher O. Mohan Deputy Commanding General of the United States Army Materiel Command Lieutenant General Heidi J. Hoyle the Deputy Chief of Staff of the Army G4 Command Sergeant Major Jimmy J. Sellers Command Sergeant Major of Army Materiel Command and Sergeant Major in Patriot M. Casares the Army G4 Sergeant Major ladies and gentlemen please remain seated as we read the citation the Lieutenant General Arthur J. Gregg Sustainment Leadership Award is awarded to Sergeant Major Maximon Nunez the G3 Sergeant Major for 8th Theater Sustainment Command for exemplary service for significant and measurable contributions to Army sustainment operations and for serving as a role model whose success can be emulated by all Sergeant Major Nunez epitomizes what a senior logistician NCO is in today's Army he supported over 100,000 Joint Warfighter executing operations across the Indo-Pacific Theater Sergeant Major Nunez also provided oversight for the distribution of all classes of supply mortuary of fair support and aviation ground maintenance for more than 40 exercises as part of operations pathways Sergeant Major Nunez could not be here today but he will be presented the award at a later date Mr. Jeffrey A. Martin please join the official party on stage the Lieutenant General Arthur J. Gregg Sustainment Leadership Award is presented to Mr. Jeffrey A. Martin Deputy Director for the Fielded Forest Integration Directorate Combined Arms Support Command for exemplary service for significant and measurable contributions to Army sustainment operations and for serving as a role model whose success can be emulated by all Mr. Martin demonstrated an exceptional level of service fulfilling a career in the Army as a warrant officer and now provides unbiased and sound advice on logistics and strategic decisions for the Combined Arms Support Command Mr. Martin has been pivotal in guiding requirements for key military operations his foresight and influence in the development of future logistics systems are shaping the future of sustainment for the Army of 2030 and beyond Thank you Mr. Martin you may take your seat Mr. Robert Pat Sullivan-Colonel United States Army Retired please join the official party on stage the Lieutenant General Arthur J. Gregg Sustainment Leadership Award is awarded to General Ann Dunwoody United States Army Retired for exemplary service for significant and measurable contributions to Army sustainment operations and for serving as a role model whose success can be emulated by all General Retired Dunwoody holds the honor of paving the way for women in the Army She was the first woman to achieve the rank of four star general in the United States military and served as the commanding general of Army Materiel Command She was the first woman to hold the Deputy Chief of Staff G-4 position the first commanding general of Combined Arms Support Command and the first woman to command a battalion in the 82nd Airborne Division Not only do these milestones highlight her personal achievements but also her impact on increasing opportunities for women in the armed forces Mr. Sullivan is receiving the award on behalf of General Dunwoody who could not be here for the presentation today Thank you Mr. Sullivan Thank you to Lieutenant General Mohan Lieutenant General Hoyle Command Sergeant Major Sellers and Sergeant Major Casares for presenting these awards in this forum Ladies and gentlemen this concludes today's presentations Thank you for attending This will defend be all you can be Well thanks clearly Chris Mohan is a great baseball player batting clean up knocked one out of the park did a great job thanks so much and what an honor General Greg if you're watching there we're just all so proud had the opportunity he did a podcast at a USA headquarters a few months ago and I'm telling you he could beat me in the fitness test without any question tomorrow he's an amazing, amazing leader and person we're so proud and so great to see the recipients in his honor so thanks for watching sir and thanks for your incredible inspirational leadership well a great event and I want to thank of course AMC and AFC and so many folks really you can't have a successful event like this about a lot of teamwork and we recognized earlier the AUSA award-winning AUSA Huntsville Redstone Huntsville chapter and thanks so much for all they did they're out there volunteering every single day early in the morning late unbelievable so thanks for pulling it together I don't know about you but I just learned a ton and feel really good about the future and where we're going and the hard work being done just unbelievable both at AMC and at Futures Command and then also thanking TRADOC for their involvement here as well just some great panels and discussion today so make sure that on your way out the floor is still open and you know you can hit that on your way out and we really appreciate the tremendous support there's also a great ROTC lunch and where I understand we've got a record number of cadets which really makes you feel good you know we we hear about recruiting challenges but I'll tell you what when you when you interact with these young men and women you're going to feel really good about the future and that's a record number that we'll go to right after this so thanks very much thanks for hanging with us the folks here really appreciate it and have a great army day