 I'm Major Jeremiah Weaver. I'm the Chief of Staff of the Department of the Air Force's Chief Architect Office. So ADE 5.2 is the second in a series of architecture demonstration and evaluation events conducted by the Department of the Air Force's Chief Architects Office. It's designed to demonstrate and evaluate various technologies and various capabilities that fit into the underlying architecture behind Air Force missions and systems. So ADE 5.2 is the Chief Architect's look at PACAF's implementation of Agile Combat Employment by looking at an operational implementation of Agile Combat Employment that enables the Chief Architect to define and really refine the baseline architecture of how Agile Combat Employment works. The baseline architecture includes all of the things that make Agile Combat Employment a reality. So there's technologies, there's people, there's systems, there's operational concepts and all of those are designed to fit together to create an operational whole. So various parts of that whole include runway repair, maintenance operations, munitions movements, training of operational personnel. If we can really get a good solid definition of each of those systems, each of those personnel systems and how they are supposed to fit together to make Agile Combat Employment work, then we can have an established baseline that we can deliver to industry, to senior Air Force leaders, to our creative partners and allies to say this is how holistically everything is supposed to work together and that allows our creative partners to develop solutions, whether that's technology or new operational solutions that allow Air Force programs to work together as a holistic integrated whole to achieve capabilities rather than focusing on one particular platform's capability or one particular system's contribution, you're able to look at how everything works together and maximize operational capability in that way. Pacific Iron 21, I see as part of a broader acknowledgement by the Air Force and Space Force that competitors, our adversaries, have really started to credibly threaten the Air Force's traditional dominance in military operations. It's easy to make the mistake of taking for granted air and space superiority. It's easy to forget that without air dominance, without the ability to control the air and provide operations from the air, the joint force loses if we can't defend our own domain from adversary. We as a department absolutely have to seize opportunities like Pacific Iron 21 to assess and evaluate how all of the components that go into our mission systems can work together as an integrated whole and work into a system of system architectures so that we can stay not just one step ahead of our adversaries but really increase the pace at which we are able to make our decisions to increase our decision superiority, to stay ahead of them, not just now but also into the future by ensuring that we have a really solid underlying definition of what exactly it is that we're trying to get after holistically so that industry and our creative partners can develop software or techniques or procedures that help the joint force as a whole achieve its mission. So really we want to walk away from ADE-5 and from Pack Iron 21 with a solid, well-defined, refined architecture of how the pieces and systems that work as a whole, that work together for agile combat employment can be standardized across the entire department of the Air Force so across the Air Force and the Space Force, how do we take the capabilities that we have and how can we best integrate those into a whole system of systems architecture that accelerates the pace of our change and enables us in the future to continue providing technologies to stay ahead of the OODA loop of the adversaries. So ABMS is part of a broader concept of joint all-domain command and control as part of the joint warfighting concept that enables us to act with decision superiority, enable us to respond with speed to adversary actions, adversary maneuvers but also to stay ahead of our adversary and surprise them with our own actions and maneuvers. ABMS recently moved to a program level effort and simultaneously with that program level effort, the Chief Architects Office is working as part of the broader system of ABMS and other like platforms to move the Department of the Air Force forward so that its programs can be integrated horizontally across the entire department as opposed to vertically where traditionally platforms integrated vertically saying that there was a need that the Air Force had and that need can be filled by a certain capability. What we need to get after is a horizontal architecture that allows us to integrate all of those systems and platforms and what we really care about is the effects they can achieve by operating as a whole not the effects that each individual part of that whole can achieve. So if we can walk away from Pacific Iron with a very well-defined idea of what it is that we're getting after it then we can take that architecture back to industry, to the commercial sector and we can leverage that to let the entire creative and innovative commercial base the entire creative base in the United States and within our allies as well to design and present solutions to the Department of the Air Force that enable us to achieve those effects faster to attain those capabilities faster and to stay ahead of the enemy to increase the gap between us and the enemy to ensure that we do continue to maintain our dominance in the air and in space. So this is important because we as a department we don't have time to rely on traditional monolithic acquisition and employment structures that have served us fairly well in the past we need a way to accelerate that capability to be able to deliver new capabilities and new tactics, new procedures faster than the adversary can respond we need the ability to update existing systems existing modes of operating existing ways of training our airmen so that we can maintain our tactical edge and the way that we get ahead and the way that we stay ahead is to make sure that we have all of our senior leaders industry, commercial sector, Department of Defense all of our creative partners and allies operating on the same fundamental understanding the same fundamental architecture of what it is that we're trying to achieve with agile combat employment and other functional mission architectures the DOD has done a lot of great work our creative partners have done a lot of great work but what the Department of the Air Force needs is assurance that the system of systems architectures that are in place deliver a capability rather than just a specific platform delivering a capability and we do that by having a horizontal architecture in place that everybody can work off of to deliver those effects