While the Army Combat Fitness Test will be the largest overhaul in assessing a soldier’s physical fitness in nearly 40 years, it is just one part of the Army’s new health push, says the service’s top holistic health officer.
This month, the entire Army will begin taking the diagnostic ACFT — with all active-duty soldiers taking two tests, six months apart, and Reserve and National Guard soldiers taking it once. Then, a year later, the six-event, gender- and age-neutral test is slated to become the Army’s official physical fitness test of record.
To best prepare for the test, Army leaders encourage soldiers to take an integrated health approach to their training regimen.
Sgt. Steven J. Clough, battalion medical liaison with the 223rd Military Intelligence Battalion, performs a deadlift during an Army Combat Fitness Test in San Francisco, Calif., July 21, 2019. Clough, who serves as a master fitness trainer for the battalion and is a level three certified grader for the ACFT, has been helping prepare the battalion for the new test.
(Photo by Spc. Amy Carle)
Holistic health and fitness
The integrated approach, Holistic Health and Fitness — known as H2F — is a multifaceted strategy to not only ace the ACFT, but improve soldier individual wellness, said Col. Kevin Bigelman, director of Holistic Health and Fitness at the U.S. Army Center for Initial Military Training.
The well-rounded components of H2F include: physical training, proper sleep and nutrition, and mental and spiritual readiness.
These pillars are “similar to a house,” Bigelman said. Meaning that, each element of a house — the roof, walls, floor, etc. — are equally essential for its prosperity, like how each aspect of H2F is critical to combat readiness, and having success on the ACFT.
However, the gravity of H2F transcends the ACFT, which falls into the physical aspect, and has become “a culture change within the Army,” Bigelman said.
“H2F is changing the way soldiers view themselves,” he added. “It is made up of both physical and nonphysical domains, wrapping them into a single governance structure.”
The initiative, originally announced in 2017, was designed to enhance soldier lethality by rolling up various domains of health to complement each other and prepare soldiers for future warfare, he said.
(U.S. Army National Guard photo by Spc. Amy Carle)
The Army’s most important weapon system is its soldiers, he said. So, to overmatch the enemy in multi-domain operations, Soldiers must demonstrate the superior physical fitness required for combat by training properly in all aspects of holistic fitness, including the ACFT.
The ACFT will provide “a snapshot of the strength, power, agility, coordination, balance, anaerobic capacity, and aerobic capacity of a soldier,” Bigelman said. Limited in scope, “the current APFT doesn’t fully measure the total lethality of a soldier how the ACFT does.”
Due to this, soldiers should train the way they’ll be tested, Bigelman said.
“The ACFT measures all the domains of physical fitness,” said Dr. Whitfield East, a research physiologist at CIMT. “Soldiers should train based on those standards.”
California National Guard Soldiers with the 223rd Military Intelligence Battalion complete the Sprint Drag Carry event during an Army Combat Physical Fitness test
Be well rested
The best training plan is ineffective without adequate sleep, Bigelman said, adding, “You’re not going to perform as best you can, physically, on the ACFT if your sleep is incorrect.”
Neglecting sleep can take a negative toll on the body. Sleeplessness can affect performance during high-intensity workouts, like the ACFT, he said. In addition, it can affect a soldier’s mood, their hormone and stress levels, and it doesn’t let the body fully recover or repair its muscles.
Adequate sleep can improve productivity, emotional balance, brain and heart health, the immune system, and vitality, according to the National Institutes of Health.
For maximum optimization, officials encourage soldiers to get at least eight hours of sleep.
Spc. Melisa G. Flores, a paralegal specialist with the 223rd Military Intelligence Battalion, performs a leg-tuck during an Army Combat Physical Fitness test hosted at Abraham Lincoln High School in San Francisco, California, July 21, 2019. Flores, who has competed in the Best Warrior competition and won recognition for fitness, said the ACFT has challenged her in new ways.
(U.S. Army National Guard photo by Spc. Amy Carle)
Nutrition is a vital component of training, said Maj. Brenda Bustillos, a dietician at the U.S. Army Training and Doctrine Command. “How we get up and feel in the morning, how we recover from exercise, how we utilize energy throughout the day” is all optimized through understanding, and implementing, proper nutrition.
Proper nutritional habits will “enhance a soldier’s ability to perform at their fullest potential,” she added.
Regarding the ACFT, soldiers “should always train to fight,” Bustillos said, and they should do more than “Eat properly the night before an ACFT.” Proper nutrition should not be viewed as a diet, but as a lifestyle choice.
That said, nourishment immediately before an ACFT is also important. “Soldiers should never start the day on an empty tank,” she said.
Spc. Melisa G. Flores, a paralegal specialist with the 223rd Military Intelligence Battalion, receives coaching from a grader about the proper form for hand-release push-ups during an Army Combat Physical Fitness test hosted at Abraham Lincoln High School in San Francisco, California, July 21, 2019.
(U.S. Army National Guard photo by Spc. Amy Carle)
Clear your mind
When you toe the line on test day, it’s natural to feel anxiety, East said. Before the stopwatch starts, soldiers should clear their minds, take a deep breath, and try thinking positively.
As common as anxiety is, he said, confidence is built by properly preparing for the ACFT. For example, soldiers should not start training a week before their test or else their mental fitness can be as affected as any other component of holistic health.
In addition, during the months leading up to a test date, soldiers should do mock tests to know where they stand. These small steps can be giant leaps for an individual’s mental fitness, he said.
Soldiers cannot perform “as best as they can physically” on the ACFT without implementing a holistic approach, Bigelman said.
With soldiers expected to train harder to meet readiness goals, experts are available to them, he said, noting that physical therapists, athletic trainers, and other professionals can now be found at most brigade and battalion levels to take their training to the next level.
While the saga of Private First Class Jessica Lynch, a soldier assigned to the 507th Maintenance Company who was captured by Saddam’s forces during Operation Iraqi Freedom, is well known, the incredibly heroic story of the attempt to rescue that unit isn’t. Now, the brave Marine behind that rescue attempt is retiring.
According to a report by the Marine Corps Times, Sergeant Major Justin LeHew is set to retire after 30 years of service in the Marine Corps. His most recent assignment has been with the Wounded Warrior Battalion — East, based out of Walter Reed National Military Medical Center in Bethesda, Maryland.
LeHew became a legend while serving as a platoon sergeant with Company A, 1st Battalion, 2nd Marines, Task Force Tarawa during the initial stages of Operation Iraqi Freedom. When the chain of command learned about the dire situation the 507th Maintenance Company was in, they sent LeHew’s unit to try to rescue the soldiers.
According to his Navy Cross citation, when they arrived on the scene, LeHew helped his Marines evacuate four soldiers from the beleaguered maintenance unit. Then, an intense, three-hour-long firefight broke out. When an AAV-7 was destroyed, LeHew sprang into action.
One of the AAV-7s destroyed in the Battle of Nasiriyah. Justin LeHew earned the Navy Cross for heroism in retrieving dead and wounded Marines from a similar vehicle.
(USMC photo by Master Sergeant Edward D. Kniery)
According to a release by the 11th Marine Expeditionary Unit, he made multiple 70-yard sprints to the destroyed vehicle, retrieving nine dead and wounded Marines, picking body parts out from the wreckage — all while under fire from the enemy.
He received the Navy Cross for his actions while on another deployment to Iraq with C Company, 1st Battalion, 4th Marine Regiment. Around the time he was awarded the Navy Cross, he would again distinguish himself in combat — this time in Najaf. During a battle against insurgents, he repeatedly exposed himself to enemy fire, helping, once again, to evacuate the wounded, including taking one Marine with a sucking chest wound straight to a forward operating base. For his actions, he received the Bronze Star with the Combat Distinguishing Device in 2005.
After his second tour in Iraq, LeHew held a number of senior leadership positions.
It must be so tempting, staring down an awesome piece of military hardware… just sitting there, waiting for someone to take it for a spin. The maintainers know everything about their plane, tank, or other vehicles, right down to the last detail.
Imagine anyone’s surprise when one of these vehicles just up and leaves when its not supposed to. Sounds unlikely, but it’s happened a lot more than one might think.
1. Sergeant Paul Meyer gets sick of his wife, steals a C-130
On May 23, 1969, Meyer, a U.S. Air Force crew chief stationed at RAF Mildenhall, England, took off in a C-130E, and very quickly crashed into the English Channel. His body was not found, but he was assumed to have died on impact.
The USAF investigation showed Sgt. Meyer was “under a considerable amount of stress” in the days leading up to the theft. He was married just eight weeks before his deployment to England and his wife constantly badgered him to come home – because she was being sued by her ex-husband.
On top of his marriage difficulties, he failed to pass for promotion despite allegedly being better qualified than his peers who did get promoted. Meyer was grounded and restricted to barracks for being arrested in an alcohol-related incident.
The same night he was arrested, he called the fuels unit on the base to fuel up his C-130. He then took an officer’s flight clothes and GOV, then drove to the flightline.
He did not crash on takeoff. He climbed, turned north, and made his way over the Channel. He called his wife over the radio until he lost control and crashed.
2. An Army PFC takes a Huey to the White House
Army Pfc. Robert K. Preston washed out of Army flight school in 1973. The 20-year-old was apparently determined to get under the rotors of an Army aircraft – by any means necessary. On Feb. 17, 1974, Preston stole a Bell UH-1 Huey Helicopter from Fort Meade, Maryland, and flew it down the Baltimore-Washington Parkway, stopping at a trailer park along the way.
Preston, who held a civilian pilot’s license for fixed wing aircraft, completed 24 weeks of Army aviation training before washing out for “deficiency in the instrument phase.” Yet, Maryland State Police pilots who chased Preston called him “one hell of a pilot.”
The helicopter buzzed the Washington Monument and the White House itself before touching down amid a hail of Secret Service buckshot. Preston was injured in the gunfire, sentenced to one year in prison, and fined $2,400.
3. A USAF Mechanic steals an F-86 Sabre, regrets nothing
When the F-86 Sabre appeared in the Air Force fleet in the 1950s, pilots needed a year of training to fly it. Airman 1st Class George Johnson, however, took the initiative. On Sept. 20, 1956, he hopped in the cockpit of a Sabre and went for a ride.
Johnson was a mechanic with dreams of flying. Unfortunately, a burned retina from staring at an eclipse meant a plane like the F-86 was forever out of reach. As part of a routine functional check one day, he asked the tower to clear the runway for a high-speed taxi test, which was actually a thing.
Except when it reached the right speed, Johnson took off with the plane – literally. But he had no way down. No chute. No experience. The officers of the day had to talk Johnson down. Johnson was court-martialed and fined almost $200, sentenced to six months confinement and loss of rank to Airman Basic.
4. A Marine becomes a mechanic – then steals an A-4M Skyhawk
Lance Cpl. Howard Foote couldn’t become a Marine Corps pilot because he got the bends during a glider test. He had to settle for becoming a mechanic.
But the dream of flying a USMC fighter never left him. One day in 198 he gassed up a Skyhawk and took it for a joyride.
Foote landed his plane much easier than anyone else – he was an accomplished pilot already. But he still served time in the brig for his chicanery.
BONUS: U.S. Army soldier steals a tank, goes on a rampage
In 1990, a California veteran named Shawn Nelson lost a medical malpractice suit to a local hospital, who counter-sued for thousands. His wife filed for divorce in 1991. Both parents died of cancer in 1992. His brother became hooked on meth.
By 1995, his business went defunct and he lost everything and was facing homelessness. In April of that year, his live-in girlfriend died of a drug overdose.
On May 17, 1995, Nelson calmly drove to a California National Guard armory in San Diego and forced his way into a 57-ton M60A3 Patton tank. Though unarmed, Nelson still drove the tank off the base.
For 23 minutes, he led police on a slow-speed chase through local residential neighborhoods as he rampaged over utility poles, hydrants, and at least 25 cars. Eventually, the tank got caught on the median of State Route 163, where police ordered Nelson to leave the vehicle. When he instead tried to free the tank, the police shot him. Nelson died from his wounds, the only fatality.
The Russian Army will soon receive the new Chukavin SVCh sniper rifle, according to Popular Mechanics.
The Chukavin fires 7.62x54mmR, .308 Winchester and .338 Lapua Magnum rounds, Popular Mechanics reported. The rifle also has a maximum range of more 4,200 feet, depending on the round, according to armyrecognition.com, a magazine that covers military technology.
Designed by Kalashnikov Concern, the maker of the AK-47, the Chukavin will replace the Dragunov SVD, which has been in Russian military service since the 1960s.
Russian President Vladimir Putin himself fired the Chukavin five times in September 2018, hitting a target nearly 2,000 feet away with three of those shots, according to Russian state-owned media.
Unveiled at Russia’s Army 2017 forum, the Chukavin is shorter and lighter than the Dragunov without compromising durability, according to Kalashnikov.
Alexey Krivoruchko, the CEO of Kalashnikov, told Russian state-owned media outlet TASS in 2017 that the Russian Defense Ministry as a whole and the Russian National Guard were interested in the rifle, according to thefirearmblog.com.
A U.S. Army veteran and green card holder with a felony drug conviction could be deported as soon as this week, his attorney said Jan. 29 after a federal court denied his appeal to remain in the U.S.
Miguel Perez Jr., 39, a Chicago resident who served two tours of duty in Afghanistan and recently finished a prison term on a drug conviction, had sought to remain in the U.S., arguing his life would be in danger if he were deported to Mexico, where he has not lived since age 8. A three-judge panel for the 7th U.S. Circuit Court of Appeals rejected that argument last week.
Perez’s attorney, Chris Bergin, said the case highlights hypocrisy in how the country treats some American military service members.
“If you’re going to put your hand on your hearts every time at a game, you’re going to say thank you for your service and wear American flag lapel pins, and you’re going to criticize football players for taking a knee during the national anthem, it seems that’s all superficial and false patriotism if you’re not caring about an actual military veteran,” Bergin said.
In a statement, Perez’s supporters said Jan. 29 the ruling has left his family “distraught.”
“From the beginning, Miguel has fought his deportation, not only for himself, but in solidarity with other green-card veterans who have been or who are now facing deportation after having served their country in combat,” they said.
Perez, who has two children who are U.S. citizens, is one of many legal permanent residents who served in the U.S. military then confronted the possibility of deportation to their native countries after committing a crime.
Perez said he mistakenly thought he became a U.S. citizen when he took an oath to protect the nation. His military superiors never offered to help him expedite his citizenship, Bergin reiterated in court Jan. 31.
After his military service, Perez sought treatment at the Veterans Affairs hospital in Maywood, where doctors diagnosed him with post-traumatic stress disorder. He was supposed to return for more tests to determine whether he also had a traumatic brain injury.
In the meantime, he reconnected with a childhood friend who provided free drugs and alcohol. On Nov. 26, 2008, while with that friend, Perez handed a laptop case containing cocaine to an undercover officer. Perez pleaded guilty to the drug charge and served half of a 15-year prison sentence.
While Perez was convicted of delivering less than 100 grams of cocaine, prosecutors have said he was arrested for delivering much more and received a reduced sentence after a plea deal. Prosecutors also pointed out that Perez was given a general discharge from the military after a drug infraction.
Perez said he discovered the citizenship oversight when he was summoned to immigration court shortly before his September 2016 release from Hill Correctional Center in Galesburg. Instead of heading home to Chicago from prison, Perez was placed in the custody of Immigration and Customs Enforcement and transferred to a Wisconsin detention center for immigrants awaiting deportation.
When legal residents or people who are here illegally commit crimes, ICE’s standard protocol is to let them serve most of their sentence for the crime in the U.S., then deport them.
Roughly 18,700 legal permanent residents are in the U.S. armed forces, and about 5,000 join every year, according to the Department of Defense.
After oral arguments to the appeals court panel this month, Perez’s mother, Esperanza, fought back tears. In Spanish, she said she could not bear hearing her son’s fate discussed in such callous terms.
“He defended this country, and the same system wants to throw him away like garbage,” she said through a translator. “It’s so sad for me to think if they send him back to Mexico he’d be just another statistic.”
In court, Perez cited the United Nations Convention against Torture, a protection that resembles asylum. Under that international provision, the U.S. agrees not to deport people who are not American citizens or nationals to another country where they could face imminent danger.
Prosecutors rejected the argument that the danger allegedly facing Perez qualifies under the torture provision and asked the judges to affirm the immigration court’s order for removal.
Bergin said he has filed a stay on two grounds. One is based on a medical evaluation finding that Perez needs immediate attention for PTSD and his brain injury. The other seeks retroactive citizenship for Perez to when he joined the military in 2001.
Perez and his supporters are also preparing, if necessary, to file an appeal to the full panel of the 7th U.S. Circuit and have asked Gov. Bruce Rauner to grant a pardon to Perez for his criminal conviction, supporters said. If Rauner grants the pardon, it’s not clear how that might affect the deportation case.
Congress should also address the problem facing green card veterans, supporters said.
Bergin hopes somebody at ICE “has a sense of decency and says, ‘Look, we’ve got to credit the service this guy did.’ ”
“Every step of the way, we’ve tried to get somebody to be sympathetic and reasonable,” Bergin said.
Victor Medina has an actual video of the moment that changed his life forever. One day, his unit in Iraq was forced to take a detour around its planned patrol route. It was June 29, 2009, and Sgt. 1st Class Medina was the convoy commander that day. After winding through alleyways and small villages around Nasiriyah, his convoy came to a long stretch of open road. That’s when an explosive foreign projectile struck the side of his Humvee.
He was evacuated from the scene and diagnosed with moderate traumatic brain injury, along with the other physical injuries he sustained in the attack. It took him three years of rehabilitation, and his wife Roxana became a caregiver – a role that is only now receiving the attention it deserves.
The footage of the attack in the first 30 seconds of the above video is the moment Sgt. 1st Class Medina was hit by the EFP, a rocket-propelled grenade. There just happened to be a camera rolling on his Humvee in that moment. The TBI that hit Medina affected his balance, his speech, and his ability to walk, among other things.
“It’s referred to as an invisible wound,” Victor says, referring to his traumatic brain injury. “In my case, you can’t see it, but I feel it every day.”
Since 2000, the Department of Defense estimates more than 383,000 service members have suffered from some form of traumatic brain injury. These injuries range in severity from ones caused by day-to-day training activities to more severe injuries like the one suffered by Sgt. 1st Class Medina. An overwhelming number of those come from Army personnel. Of the 225,144 traumatic brain injuries suffered by soldiers, most are mild. But even a moderate injury like Victor’s can require a caregiver for the veteran.
This video is part of a series created by AARP Studios and the Elizabeth Dole Foundation, highlighting veteran caregivers and the vets they care for. AARP wants to let families of wounded veterans know there are resources and support available through AARP’s Military Caregiving Guide, an incredible work designed to start your family off on the right foot. Some of you reading may not even realize you’re a veteran’s caregiver. Like Victor Medina’s wife Roxana, you may think you’re just doing your part, taking care of a sick loved one.
But like Roxana Delgado, the constant care and support for a veteran suffering from a debilitating injury while caring for the rest of a household, supporting the household through work and school, and potentially caring for children, can cause a caregiver to burn out before they even recognize it’s happening. It took Roxana eight months to realize she was Victor’s full-time caregiver – on top of everything else she does. It began to wear on her emotionally and strain their relationship.
But it doesn’t have to be that way.
Roxana Delgado and Victor Medina before his deployment to Iraq in 2009.
With AARP’s Prepare to Care guide, veteran caregivers don’t have to figure out their new lives on their own. The guide has vital checklists, charts, a database of federal resources, including the VA’s Caregiver Program. The rest is up to the caregiver. Roxana Delgado challenged her husband at every turn, and he soon rose to the challenge. He wanted to get his wife’s love back.
Before long, Victor was able to clean the house, make coffee in the morning, and generally alleviate some of the burdens of running their home. After 10 years in recovery, Victor Medina has achieved a remarkable level of independence, and together they started the TBI Warrior Foundation to help others with traumatic brain injuries. Roxana is now a health scientist and an Elizabeth Dole Foundation fellow. AARP Studios and the Elizabeth Dole Foundation are teaming up to tell these deeply personal stories of caregivers like Roxana because veteran caregivers need support and need to know they aren’t alone.
Army Pvt. Jacob Parrott was only 19 when a civilian spy and contraband smuggler proposed a daring plan, asking for volunteers: A small group of men was to sneak across Confederate lines, steal a train, and then use it as a mobile base to destroy Confederate supply and communications lines while the Union Army advanced on Chattanooga.
It was for this raid that the Army would first award a newly authorized medal, the Medal of Honor. Jacob Parrott received the very first one.
The military and political situation in April, 1862, was bad for the Union. European capitals were considering recognizing the Confederacy as its own state, and the Democrats were putting together a campaign platform for the 1862 mid-terms that would turn them into a referendum on the war.
Meanwhile, many in the country thought that the Army was losing too many troops for too little ground.
It was against this backdrop that Union Gen. Ormsby Mitchel heard James J. Andrews’ proposal to ease Mitchel’s campaign against Chattanooga with a train raid. Mitchel approved the mission and Andrews slipped through Confederate lines with his volunteers on April 7, 1862.
An illustration for The Penn publishing company depicting the theft of the “General” locomotive by Andrews’ Raiders.
(Illustration by William Pittenger, Library of Congress)
The men made their way to the rail station at Chattanooga and rode from there to Marietta, Georgia, a city in the northern part of the state. En route, two men were arrested. Another two overslept on the morning of April 12 and missed the move from Marietta to Big Shanty, a small depot.
Big Shanty was chosen for the site of the train hijacking because it lacked a telegraph station with which to relay news of the theft. The theory was that, as long as the raiders stayed ahead of anyone from Big Shanty, they could continue cutting wires and destroying track all the way to Chattanooga without being caught.
This led to “The General” running out of steam just a little later. The Raiders had achieved some success, but had failed to properly destroy any bridges, and the damage to the telegraph wires and tracks proved relatively quick to repair.
Mitchel, meanwhile, had decided to move only on Huntsville that day and delayed his advance on Chattanooga. All damage from the raid would be repaired before it could make a strategic difference.
An illustration for The Penn publishing company depicting the Ohio tribute to Andrews’ Raiders.
(Illustration by William Pittenger, Library of Congress)
The Raiders, though, attempted to flee the stopped train but were quickly rounded up. Eight of them, including Andrews, were executed as spies in Atlanta. Many of the others, including Parrott, were subjected to some level of physical mistreatment, but were left alive.
“The General” went on an odd tour after the war, serving as a rallying symbol for both Union and Confederate sympathizers. “The General” was displayed at the Ohio Monument to the Andrews’ Raiders in 1891. The following year, it was sent to Chattanooga for the reunion of the Army of the Cumberland.
In 1962, it reprised its most famous moments in a reenactment of the raid to commemorate the centennial of the Medal of Honor. It now sits in the Southern Museum of Civil War Locomotive History in Kennesaw, Georgia, the same spot from which it was stolen and the chase began.
Lt. Gen. Brian T. Kelly is the deputy chief of staff for manpower, personnel and services, Headquarters U.S. Air Force, the Pentagon, Arlington, Virginia. He serves as the senior Air Force officer responsible for comprehensive plans and policies covering all life cycles of military and civilian personnel management, which includes military and civilian end strength management, education and training, compensation, resource allocation and the worldwide U.S. Air Force services program.
During an interview with Airman Magazine, Kelly discussed his mission and the Air Force’s responsibilities of managing talent, identifying toxic leadership and the role of emotional intelligence in readiness and lethality.
Airman Magazine: As the AF/A1 (manpower and personnel), what are your priorities for 2020?
Maj. Gen. Kelly: There are lots of things going on, but there are three big priorities. Number one, it’s exciting times and we’ve got to help and make sure we have a successful stand up of the United States Space Force and our resource allocation team will have a big role to help and make sure we get that on track.
Number two for us, we’ve got to ensure that we continue to make sure the right number of the right types and the right skill sets of Airman exists in our Air Force. So, the size and shape of the force has to be what it needs to be in order for us to meet our requirements in the National Defense Strategy.
Number three for us is we want to continue to transform and work on our talent management system so we can make sure we’re attracting, recruiting, developing and retaining the Airmen we need to do what the country needs to do. So those will be our three big priorities for 2020
Airman Magazine: Can you talk about the Air Force’s philosophy on managing talent and why it’s important?
Maj. Gen. Kelly: First and foremost, we’ve got to recognize that we’ve got some incredible talent in the United States Air Force and in our Space Force that we are standing up as well. But, it’s an all-volunteer force and so the talent management system we have has to be able to recognize that we’ve got to have a system that is attractive for people to be in. It also has to be agile to meet our requirements as requirements and threats change. It’s got to know what’s going on with those requirements that are out there. The talent management system has to understand – what does the talent market look like? What does the market for talent in the United States look like? And if you have an all-volunteer force, how do you become an attractive employer? How do you make sure that you are an employer of choice? If people have a way to choose between going to work for Google or coming to work for the United States Air Force or United States Space Force? The talent management system has a role to play in that and so that’s what we’re trying to do.
The Ground-Based Electro-Optical Deep Space Surveillance System is responsible for tracking thousands of objects in space. The telescopes fall under the 21st Space Wing and is positioned at White Sands Missile Range, New Mexico. Here, 216 photos captured over a 90 minute period are layered over one another, making the star trails come to life.
Airman Magazine: Have there been any changes to your talent management philosophy, and what drove those changes?
Maj. Gen. Kelly: I’d say a talent management system always has to evolve as requirements change, as threats change, as the talent market pool of eligible people changes and as skill sets change. And then there’s technology. You know, when I first came into the Air Force in 1989, the technology then was not what it is in 2020, right? And so, whether it’s artificial intelligence, machine learning, all these different things have changed the way we look at our talent management system. It’s also changed how we communicate with our Airman and how we’re able to get information out and how we’re able to get feedback. All these things have led to and sort of influence the changes in the talent management system from when I first came in to where we are now.
I would say to you the system today is driving to be more agile than it was before. It was a one size fits all discussion before, but now it’s trying to be more agile and it’s certainly more collaborative. I hope the system is becoming more transparent so that all of our Airmen understand what’s going on and that they have a say in what happens to them in the talent management system and they have an insight to what happens.
Airman Magazine: What has changed throughout your career pertaining to talent management and your leadership development?
Maj. Gen. Kelly: We (Air Force leadership) always talk about situational leadership and being able to adjust your leadership styles and that has to continually happen. We’ve seen the advent of different leadership styles needed for the population of the all-volunteer force we have today and one of the key things I think we need to touch on is our leaders need to have the right balance of emotional intelligence to be successful. So, what does that mean? I would start by saying, emotional intelligence is first and foremost the skill set to know yourself, to understand your own behaviors and to control your own emotions so that you then can have good interpersonal relationships and be able to lead others. And that’s the important part for us and I think we’ve become more cognizant and we’re trying to understand and teach that in ways that will make our leaders more effective.
As we move into the modern discussions of the national defense strategy, we’re in wars of cognition and wars of thinking, wars of understanding and wars of information and so we have to be able to develop and lead our skills in that same direction.
Capt. Taiwan Veney, cyber warfare operations officer, watches members of the 175th Cyberspace Operations Group, from left, Capt. Adelia McClain, Staff Sgt. Wendell Myler, Senior Airman Paul Pearson and Staff Sgt. Thacious Freeman, analyze log files and provide a cyber threat update utilizing a Kibana visualization on the large data wall in the Hunter’s Den at Warfield Air National Guard Base, Middle River, Md., June 3, 2017.
Airman Magazine: You’ve previously said “We must be responsive to the Air Force’s needs, must be agile with our talent, focused on rewarding Airmen on performance and be transparent on how the system works.” What’s the plan to meet those attributes for a talent management system?
Maj. Gen. Kelly: I think those four attributes are where we’re trying to drive and trying to make sure our talent management system is so let me cover those a little bit and I’ll tell you how our strategy fits against that.
So, first and foremost the talent management system has to deliver and has to be responsive to the requirements of the organization. I mentioned for 2020 one of our priorities is to have the right size and shape of the force and that’s what it’s about, whatever the Air Force requires us to be, whatever the Space Force will require, the talent management system has to be responsive and it has to be agile for responding to new technologies, new threats, but it’s also going to be agile for individual Airman.
We are a military organization, but we have to understand agility and we want performance to shine. We want people’s performance to be the deciding factor in our meritocracy, if you will, for when we decide who gets promoted, who gets what key jobs.
Those Airmen who distinguish themselves by performance, that performance needs to be driven forward and incentivized and rewarded.
Lastly, I think it’s important to make sure with the communication within our force that we are transparent, open in what we do and simple.
All the things that we’ve been doing on the officer side, enlisted side and civilian side are sort of wrapped around those areas.
I’ll give you some examples, on our enlisted side, we made a change in our senior noncommissioned officer’s promotion selection process where we no longer use testing as part of that process. We did that to drive and empower performance, where performance becomes the driving factor for us being able to select our senior noncommissioned officers and it’s no longer test taking or some other skill set that might have been augmenting that decision. Now, it’s performance based.
On the officer side, we recently went to new developmental categories for our line of the Air Force system, the same system that we had in place since 1947 and we made some changes. Those changes were to help us with development to become more agile, to drive our agility and drive our responsiveness.
We had to recognize not all officers need to develop in the same way. The way that we develop and the opportunities we have for our pilots are different than what we have for our space operators, were different than what we have for our cyber operators, our support personnel, like my career field and so we had to develop the agility if you will, to be able to develop in different ways so that we can maximize everybody’s potential, while at the same time driving ourselves to be more responsive to requirements.
We can help ourselves develop the right size, the right shape and the right skill sets we need to meet the requirements for the Air Force. So, all the things we’ve been doing are all really designed around those four attributes to build the talent management system that we need.
Airman Magazine: How does the AF identify leadership potential?
Maj. Gen. Kelly: There are lots of ways to identify potential throughout someone’s career to recognize different traits and characteristics. I think there’s testing factors. I think there’s observation factors. Certainly, there’s evaluation factors at some point in time you are observed in different time phases, different jobs. You look at how did they do? How did they respond? We try to identify those people who have the skill sets to be leaders.
One of the important things we’re working on is, can we get better in identifying who’s going to be a good leader? Is it just the born characteristic or can you actually teach it and develop it and go forward? We (Air Force) say you can teach leadership, develop it and be better at it. So, we’re working on how to identify it more accurately early. It’s not just to screen people out, because I think people often think you’re trying to identify who’s not a good leader, so that you can screen them out. There’s part of that, but it’s even more important to identify where people have some shortcomings in their leadership capabilities so that we can help them and give them an opportunity to develop into the leaders we need, because we need a lot of leaders in our Air Force.
Airman Magazine: Revolutionary changes to how officers are developed and selected for promotion have been made, like the creation of developmental categories and transitioning from Below the Zone to merit-based timing for promotions. How will this help with officer development and getting the right people in key leadership positions?
Maj. Gen. Kelly: Sometimes the Air Force had the tendency in the past to rush some of our folks through key developmental opportunities and not fully immerse them and give them a chance to learn all the competencies and all the experiences they needed. At the same time, when we did that, we added the below the zone piece that gave us a chance to incentivize performance. What we’ve transformed that to now is with merit-based promotion, I can still incentivize performance, I can give people a chance to let their performance shine and let their performance advance them among their peers, but at the same time, I make sure I balance that with the developmental time that’s needed to truly get the skill sets that we’re going to require.
Airman Magazine: Can enlisted personnel expect similar changes to their promotion system in the near future?
Maj. Gen. Kelly: We made some adjustments and changes to our enlisted system, even prior to the work and transformation that we’re doing the officer system. I think you’ll see similar things. When we talk about, what do we value as an Air Force and how we’re going to evaluate you, for the officer corps, we talk about now four things. We talk about how do you execute your mission? Whatever mission you are assigned to do. How do you lead people? Whether that’s an informal way where you’re actually a supervisor or a squadron commander or even informal as part of a squadron or group. How do you manage the resources you’ve been put in charge of? Whether they be dollars and equipment or even Airmen’s time? You know Airmen’s time is a resource. And then how do you improve whatever unit you’ve been put in charge of? Those four factors are probably pretty familiar to a lot of people. Those are the same four factors we use to evaluate units, that’s the unit effectiveness inspection, the UEI that our inspector general uses to evaluate. So we said, look, let’s line those up. Let’s have those four factors be the same way we evaluate performance in our officers. I think we’re going to see the enlisted system transition towards those same four factors. Let’s evaluate our airmen as a whole on those four factors. How do I execute my mission? How do I lead people? How do I manage resources? And what did I do to improve whatever unit I’m assigned to? So, I think you’ll see commonalities. I think they’ll also be some differences. It won’t be exactly the same system because we look for different things from our officer enlisted corps. I don’t think we want them to be exactly the same to accomplish the things that we need, but there’s going to be a lot of overlap and I think there is already a lot of overlap and you’ll see some more.
Air Force Basic Military Training trainees work to complete an obstacle during the Basic Expeditionary Airman Skills Training, a weeklong training simulation at Air Force Basic Military Training (AFBMT). The BEAST is where trainees get to put everything they’ve learned about combat skills into practice in a simulated environment.
Airman Magazine: Toxic has been this year’s buzzword. Do you think the Air Force has a toxic leader problem or is it something different that can be fixed?
Maj. Gen. Kelly: I agree with you toxic gets used a lot and I’m not always sure everybody has a framework of what toxic leadership means, because the term gets used in a lot of different ways. Sometimes it’s really appropriate and other times I’m left wondering if people understand what they refer to as toxic.
The Air Force is working on developing a definition of toxic leadership, so we can all understand.
I would say in a working definition right now on toxic leadership for us is a series of adverse behaviors that have an adverse impact on the unit or individuals. So, it’s not a one time series of negative behaviors, but it’s a continuous series of negative behaviors, that an individual would manifest that has a negative impact on a unit or on individuals, that’s toxic leadership for us.
I think that exists in our force from time to time, and it’s sometimes it’s a result of individuals who don’t have all the leadership tool sets that they need to handle the situations that they’ve been put in.
We are working to identify early what people’s shortcomings might be and give them an insight to that. It’s not to not allow them to become commanders, although that will be part of the discussion, but if we identify them in the right ways, can we give people the ways to develop and overcome those shortcomings?
There’s a fantastic course down at the Air University called the Leadership Development Course or LDC, the course sprung out of Gen. Goldfein’s work in revitalizing squadrons. They’re working to teach emotional intelligence and to teach understanding of interpersonal relationships and understanding how to lead in a positive way and inspiring way without having to revert to any of those adverse behaviors that might be characterized or seen as toxic.
I’m excited about that work. I wish that was available when I was going to go be a squadron commander. I learned a lot of things from watching other people. And luckily, I had some really good role models, but I would have loved to have some of that training and insight, so I could have known more about myself to help myself and to lead my organization in a better way.
Airman Magazine: Can you explain how changes in the talent management system might combat toxic leadership? Do you believe these changes will benefit all officers, regardless of when they peak in their careers?
Maj. Gen. Kelly: It starts with developing people the right way. The talent management system is going to identify short shortcomings in and where you’re missing a skill set, and hopefully give people a chance to correct course going forward. If I’m evaluating you on how you execute the mission, how you lead people and I’m grading that in the in the environment that we’re talking about it will help combat toxic leadership traits.
We’re driving the talent management system to reward the right behaviors in terms of leading people so that those people who are leading people in an inspirational way, in a positive way, are going to be the right people that we reward and move forward.
As a military organization we have some tough things to do. We’re going to ask people to go in harm’s way and put themselves in harm’s way from time to time. Positive leadership doesn’t mean it’s easy; it’s demanding. There are high standards and there needs to be high standards. We need to be a high standard, high performing organization, but we can do it in a positive way so that the leadership we get out is inspiring and caring leadership and that’s what we’re looking for.
Airman Magazine: What is your definition of emotional intelligence and what role does it play in the development of our leaders and what role has it had in your career?
Maj. Gen. Kelly: I think emotional intelligence is the ability first and foremost, to know yourself, your emotions and to control your emotions. So that you can use that understanding to have better interpersonal relationships and have a better understanding of others and your interaction with others.
When I first came into the Air Force, I don’t think I ever heard this terminology. I think it was there, we just didn’t know what it was. We used to talk about your ability to communicate effectively speaking, writing, leading, different things that we would focus on as leadership attributes. The idea of being able to understand yourself and understand others was always there. I just don’t know that we were as sophisticated and understood exactly what it meant. Labeling it as emotional intelligence and consciously understanding how to train it and how to get better at it and that’s where we’re going now, which is really exciting.
We have this great strength in our Air Force. We have people from all kinds of diverse backgrounds and ways of thinking. It’s difficult for you to lead diverse groups of people to be a high performing organization if you can’t understand and recognize where people are coming from or understanding yourself.
Air Force Basic Military Training trainees walk across a completed obstacle of bridge making during the Basic Expeditionary Airman Skills Training, a weeklong training simulation at Air Force Basic Military Training (AFBMT). The BEAST is where trainees get to put everything they’ve learned about combat skills into practice in a simulated deployed environment.
Airman Magazine: Air University is developing an augmented reality exercise helping young officers shape their ability to interact effectively in social situations and to recognize and manage their emotions. How could programs like this have helped you in your career?
Maj. Gen. Kelly: I would have loved to have some of those programs and the idea of what they’re doing right now at the leadership development course at our air university is fantastic, because it’s a free training gym without any worries or any risk of failure.
You can train in a virtual training gym in what most of us learned from our actual experiences, whether it was purposeful or just un-purposeful trial and error. If I did something it didn’t work very well, if it didn’t feel so good, I learned and tried to do better. I modeled myself around the people I was lucky enough to observe and gain mentorship from. Now to have a place for us to try things, to fail and learn and learn about yourself in the process so that you have a much better opportunity to apply that in your interactions in a leadership role. Knowing what already works and doesn’t work for you, that’s a really powerful concept.
Airman Magazine: The Chief of Staff talks about the power of Failing Forward, not just with programs and ideas, but also with individuals. Can recall a specific time when you failed or took a calculated risk and failed which ultimately propelled you forward, either personally or in a specific mission?
Maj. Gen. Kelly: First, I failed a bunch of times. It wasn’t just once I failed, I failed quite often and I make mistakes a lot. I think all of us do. First and foremost, I think as an Airmen and leaders, we all have to recognize and understand that.
I can recall when I was a captain and I had a program I was in charge of, I was sort of a section chief of a program. And I had I had a three-star general stand in front of me, asking me questions. I was really excited about my program and I was really proud and convinced that everything I was saying was true. In the middle of me explaining, the general kept asking me questions and I felt like I could never get my answer out. So, I think I said, “Sir, if you’d let me finish, I’ll be able to tell you,” to which he turned and looked at me and said, “You don’t understand the questions I’m asking. You need to listen before you respond.” I felt like a big failure. It was a dressing down in front of everybody, but he was right. I was so sure that I knew what I was doing that I wasn’t listening. I was already thinking about my answer before he finished his questions.
It hurt for a couple of weeks, I had a little sore spot in my brain and my soul. But, you know, it made me understand that I needed to listen better and to know that I wasn’t going to be the only one with good ideas. It served me well as I went forward. I was lucky that particular general took it well and didn’t use it as a permanent failure experience for me.
Airman Magazine: What did that experience teach you or influence how guided other Airmen through failures?
Maj. Gen. Kelly: It made me double down on the idea that failure is not the end. You can recover from failure and that failure is probably a good thing periodically. If we never fail, we probably don’t push the envelope far enough forward to be better than what we can be.
That certainly influenced me to say, look, others around you are going to fail, how you respond to their failures and what you do with their failures is going to help shape them. So, I make sure they get the same opportunities I had to learn and grow. That’s really what became important for me out of that situation.
There’s been other times when I failed and that’s okay. I know we pushed the envelope and we got to where we needed to be and it didn’t quite work out, but we enjoyed the experience. It wasn’t very enjoyable for me when I had that first experience, but there have been other cases since then.
Airman Magazine: We have an intelligent force of high achievers who are afraid to fail and tend to try and solve problems on their own and believe failure can be a career killer. How do we move to a fail forward culture? Are the days of the one mistake Air Force behind us?
Maj. Gen. Kelly: I challenge that assertion. I don’t think we have a force of people who are afraid to fail or are risk averse. We are really blessed to have great talented Americans volunteer to come serve in our United States Air Force and in our Space Force. When we get them and they have that enthusiasm and they’re being innovative and they’re going forward and they’re failing, how we react to their failure will tell us whether they’re going to be risk averse or not.
If little mistakes are treated the same way as crimes or large mistakes, then I think you’re going to get a risk averse force. Periodically, we’ve probably had ourselves there. I don’t think we’re one mistake Air Force, I think we’re pretty mature in understanding that. But at the same token, I think we’re a force that says you have to learn from the mistakes you’ve made. Repeated failures or repeated mistakes for the same things isn’t something we can have. Because eventually, those repeated mistakes are going to translate to actual combat and an actual battlefield.
Airman Magazine: Is there anything else you’d like to add?
Maj. Gen. Kelly: It’s an exciting time for the Air Force. This idea that we have to make the force as a whole raise our acumen if you will, on what does it mean to be an Airman? What does it mean to be in the United States Air Force or United States Space Force? How do we build better leaders? How do we build a more lethal force for what is going to be required in the future? It’s an exciting time for us. I believe there’s lots of good thinking going on, there’s some great innovation and it’s a time to make a difference, so I’m excited to be part of it.
DARPA has engineered a set of wheels that can turn into tracks while in motion in under two seconds.
The Reconfigurable Wheel Track (RWT) allows vehicles to morph as the terrain changes, allowing drivers (or remote pilots) to quickly adapt to changing environments and better handle obstacles. This technology would enable greater terrain access and faster travel — both on- and off-road.
The system also comes with a Multi-mode Extreme Travel Suspension that provides shock absorbency, which anyone who has ever ridden in a Humvee will be thankful for.
“We’re looking at how to enhance survivability by buttoning up the cockpit and augmenting the crew through driver-assistance aids,” said Maj. Amber Walker, the program manager for GXV-T in DARPA’sTactical Technology Office. “For mobility, we’ve taken a radically different approach by avoiding armor and developing options to move quickly and be agile over all terrain.”
According to DARPA, the Ground X-Vehicle Technologies program “aims to improve mobility, survivability, safety, and effectiveness of future combat vehicles without piling on armor.”
Take a look at the video below to watch the wheels transform and to watch the vehicles tackle asymmetrical terrain:
The Trump administration has decided not to send the aircraft carrier USS Harry S. Truman into retirement two decades early, Vice President Mike Pence announced from the carrier’s decks April 30, 2019.
“We are keeping the best carrier in the world in the fight. We are not retiring the Truman,” Pence said, The Virginia-Pilot reported. “The USS Harry S. Truman is going to be giving ’em hell for many more years to come,” the vice president added.
President Trump asked Pence to deliver the message, he revealed.
The Navy announced in its FY 2020 budget proposal that it had decided to mothball the Truman rather than go through with its planned mid-life refueling. The move was intended to free up funds for the purchase of new systems to give the US Navy an edge against rivals China and Russia, technologies such as artificial intelligence, unmanned systems, and directed-energy weapons, among other things.
Vice President Mike Pence speaks to Sailors during an all-hands call in the hangar bay aboard the Nimitz-class aircraft carrier USS Harry S. Truman.
“Great power competition has reemerged as the central challenge to US security and prosperity, demanding prioritization and hard strategic choices,” the US Navy had explained.
US military leaders, including Acting Secretary of Defense Patrick Shanahan, have defended the move before skeptical lawmakers in recent weeks. Chief of Naval Operations Adm. John Richardson spoke in favor of the Navy’s decision April 29, 2019.
“The most mortal sin we can have right now is to stay stable or stagnant,” he said at a security forum in Washington, DC. “We’re trying to move, and that is exactly the decision dynamic with respect to what’s more relevant for the future. Is it going to be the Harry S. Truman and its air wing where there’s a lot of innovation taking place, or is it something else?”
But the Trump administration took a different view after overruled its military leaders.
This article originally appeared on Business Insider. Follow @BusinessInsider on Twitter.
A photographer took a 360-degree aerial video of Pyongyang for the first time.
The video reveals another side of North Korea, as well as many striking scenes and landmarks.
Many outsiders know North Korea only as the scary, totalitarian state where Kim Jong Un rules with an iron fist, but the Singaporean photographer Aram Pam just completed a world first: filming Pyongyang from a microlight plane with a 360-degree camera.
The aerial view of Pyongyang reveals a strange juxtaposition — brilliant high-rises line major streets like facades, but low, dull buildings hide behind them. North Korea’s tall, modern-looking buildings tower over broad streets with virtually nobody on them. Highways intersect without a traffic light. Gleaming space-age stadiums contrast sharply with other nearby massive structures that seem to rot.
In the video below, see all of North Korea’s great and mysterious structures — like the “Hotel of Doom” and the May Day stadium, one of the largest in the world — and countless waterfront skyscrapers.
Gen. Arnold W. Bunch Jr. is the commander of Air Force Materiel Command, headquartered at Wright-Patterson Air Force Base, Ohio. He handles installation and mission support, discovery and development, test and evaluation, life cycle management services and sustainment of every major Air Force weapon system. The command employs approximately 80,000 people and manages $60 billion of budget authority.
AFMC delivers war-winning expeditionary capabilities to the warfighter through development and transition of technology, professional acquisition management, exacting test and evaluation and world-class sustainment of all Air Force weapon systems.
There are eight AFMC host bases: Arnold AFB, Tennessee; Edwards AFB, California; Eglin AFB, Florida; Hanscom AFB, Massachusetts; Hill AFB, Utah; Robins AFB, Georgia; Tinker AFB, Oklahoma and Wright-Patterson AFB, Ohio. In addition, the command operates associate units on several non-AFMC bases.
During an interview with Airman magazine, Bunch discussed AFMC’s mission and responsibilities and the roles of science, technology and innovation in increasing Air Force readiness.
Airman magazine: Air Force Materiel Command is a large and diverse command which a lot of Airmen may not understand. Can you talk about the mission of the command?
Gen. Bunch: I would say we are the most diverse (major command) that there is in the Air Force. When you consider the demographics, we are very diverse. AFMC has huge mission diversity as well. What I want to tell the Airmen is, we touch everything that they touch on a day-to-day basis. When a system comes into the Air Force, we do a lot of the (science and technology) research upfront and early. That work is done through the research lab. We do a lot of the acquisition planning either through the Nuclear Weapons Center or through the Life Cycle Management Center and that starts the acquisition process. We test systems and we do all the activities to get it into the Air Force. Then we sustain the system for the long term through the sustainment center, all the way to the point that we get rid of it or retire it and put it at (Aerospace Maintenance and Regeneration Group) in some cases.
So, from the beginning all the way to the end of any system we have within the Air Force, AFMC plays a key role. Underlying all that and at the foundation is the work the Air Force Installation and Mission Support Center.
The AFIMSC takes care of all facilities modernization and restoration. They also take care of contracting, security forces, housing privatization, dormitories and military construction. They take care of these things on our installations day-to-day to make sure that our facilities are up to date so that we can project power anywhere in the world.
So our mission diversity ranges from every mission system across the Air Force that we create, develop, test and maintain from the very beginning of the program all the way to the very end of a program’s life to support for the nuclear enterprise, and installation and mission support.. AFMC is involved in all of it, so it’s a very diverse mission.
Gen. Arnold Bunch Jr., Commander, Air Force Materiel Command, talks with members of the 412th Medical Group during his visit to Edwards Air Force Base, California, Oct. 18.
(U.S. Air Force photo by Giancarlo Casem)
Airman magazine: You talk about the importance of AFMC people. What is AFMC doing to attract top talent, develop and keep the workforce?
Gen. Bunch: Our Airmen, and when I use Airmen, I’m talking about military and civilian. I don’t distinguish within this command. We, more than any other command with (more than) 60,000 civilians, we are Airmen all focused on the Air Force mission. They are our most valuable resource and they are what make this organization tick. They’re the ones that get it done every day and execute their wartime mission each day.
We are trying to speed up the process of bringing the right people in and who we can recruit. We’ve actually taken some steps to speed that process up, to make it go quicker. We’re also doing some unique things where we’re doing job fairs to try to get at the right people. We’re using acquisition workforce development funds to pay off student loans to attract high quality, high caliber people in the skill sets we need. And what I’ve asked the team to start looking at is how do we communicate this so that we can keep people?
We had a lady who worked in the Air Force Test Center in May who retired after 68 years of service. We have 21 or 22 year-old young men and women coming in and I’ve got folks that have worked in the organization for 68 years. How you communicate across that diverse spectrum and how you motivate them all to keep going forward and how do you reward and award. Those are the things that we’re asking our people to take a look at and to help us drive our retention numbers the way we need them to go.
Since October of last year, we’ve seen about an 11% drop in the time to hire civilians. We’re not where we want to be, we’ve got to get better, but it’s a step in the right direction and something that I feel comfortable saying to the workforce. We know we’ve got to do better and we’re working at it.
Congress has been very helpful by giving us some additional authorities and we’re utilizing those authorities to try to go faster.
Air Force Chief of Staff Gen. David L. Goldfein congratulates Gen. Arnold W. Bunch, Jr. after assuming command of Air Force Materiel Command commander, shake hands during an assumption of command ceremony inside the National Museum of the United States Air Force, Wright-Patterson Air Force Base, Ohio, May 31, 2019.
(U.S. Air Force photo by Wesley Farnsworth)
Airman magazine: The (Former Secretary of the Air Force Heather Wilson) and Air Force Chief of Staff Gen. David Goldfein) have called out the “Air Force We Need.” Can you please describe the “AFMC We Need” initiative? What are some focus areas and objectives?
Gen. Bunch: We have the National Defense Strategy that came out that everyone’s focused on and (the Air Force) came out with the “Air Force We Need.” When I came into the job, what I wanted to do was define what do we, as AFMC, need to be to support the National Defense Strategy and to support where the chief and secretary want to go with the “Air Force We Need.”
I didn’t have any preconceived ideas of what we wanted it to be. I wanted to tap into our most valuable resource, our Airmen. They’re the ones that are executing the mission each day. So we wanted to, as Gen. Goldfein says, “squint with our ears” and listen to our men and women about what’s impeding their ability to get the mission done and what do they think it means to speed things up, go at the speed of relevance. So, we formed a team. We sent them out. They did a lot of surveys. We got a lot of results back in and a lot of great ideas that we’re now trying to review and see how we want to implement the suggestions or what we can put in place to move forward.
One of the books I’ve read about leadership is “Primal Leadership.” In the book there is a quote about, “None of us is as smart as all of us.” So, what I wanted to do was capture the essence of what the men and women believe in the organization and then glean through those comments to figure out what we need to get after. So we’re excited about going forward.
Airman magazine: The “AFMC We Need” addressed broad areas across the command. What are some of the challenges identified?
Gen. Bunch: We did do some external interviews and I would say they’re kind of consistent. One of the things is we’ve got to do a better job of communicating our impact and what our mission is. Some of our folks didn’t understand what we do, internally and externally, so we’ve got to do a better job at communicating some of that. A couple other challenges identified were facilities, infrastructure and information technology.
We’re telling people they’re coming to work in this remarkable organization, but they’re having tremendous impacts on a day-to-day basis with how our information technology systems work and it’s causing limitations. So those will be some of the initial challenges that we are going to focus on.
Another challenge we are going to focus on and we are starting to take some actions in is leadership training. Our people want their supervisors to be better leaders.
Last month, we had a senior leader conference where we talked about that with all our center and installation commanders. One of the things we’re trying to find out is who are the “no” people. The goal is to stop some of those noes and see what we can do to get to “yes” to move forward as an organization so we’re better prepared to support the future.
One of the installation commanders gave me a sign and I’ve got it in the office. I asked everybody at the senior leader conference to sign it. It says, “Find out where no lives and kill it.”
Capt. Joshua Lee talks with Gen. Arnold Bunch, Air Force Materiel Command commander, about unmanned aerial systems Oct. 15 at Eglin Air Force Base, Fla. The commander visited Air Force Research Lab Munitions Directorate’s newest networking test and design facility during an early stop on his two-day tour of the base.
(U.S. Air Force photo by Samuel King Jr.)
Airman magazine: You have stated the AFMC has to be better at anticipating Air Force needs. How will AFMC do this?
Gen. Bunch: We have to think forward. We have to think about the future. We can’t get caught up in what is Air Combat Command or Air Mobility Command or Global Strike Command asking for today. We need to focus our science and technology to go forward. (The Air Force) put out the Science and Technology 2030 strategy. We’re building an implementation plan to get after that. How do we create a competitive environment with what we’re doing within the research laboratory so that we are pushing ourselves and we’re scanning that horizon for what’s out there for the future. That’s one way that we can do that.
We also need to capitalize on a lot of what’s going on with commercial industry to get innovative ideas from outside that we may not have thought of. So we’re supporting the pitch days that (Dr. Will Roper, assistant secretary of the Air Force for Acquisitions, Technology and Logistics) implemented in small business innovative research.
We’re supporting the stand-up of consortiums so that we can get good ideas in and see what people can do. So, there are a lot of activities we as AFMC need to work on. We need to continue to look at industry strategies for how they’re doing business and how they develop software. We need to look at how can we do those things in a more responsive manner and change how we hire the workforce and how we recruit and retain them.
We’ve got to get a more operational tie and more linkage with what we’re doing across AFMC, and with the other major commands. How are they employing some of their aircraft? How are they doing their communication? What do we need to do? What can we glean from within to find answers? We need to make our ties stronger.
Air Force Vice Chief of Staff Gen. Stephen W. Wilson, left, and Dr. William Roper, assistant secretary of the Air Force for Acquisition, Technology and Logistics, center, discuss the April 20 TechStars Autonomous Technology Accelerator for the Air Force Demo Day at the Westin Hotel in Boston with John Beatty, right, executive director of the Massachusetts Military Task Force. Ten startup companies pitched their ideas to potential investors and Air Force senior leaders during the event, which is a partnership between Techstars and AFWERX.
(U.S. Air Force photo by Linda LaBonte Britt)
Airman magazine: How is AFMC utilizing partnerships with commercial tech companies and academia to have a better understanding and mine those advanced capabilities that may be on the horizon?
Gen. Bunch: So there are a couple of different areas that I’ll focus on. We’re working right now and we’ve got some good partnerships with Delta, Tech Ops, and Georgia Tech Research Institute on what we’re doing for condition based maintenance. We’re looking at what the commercial industry is applying in managing their large fleets of aircraft. Also what can we do with machine learning or artificial intelligence so that we can be more predictive for when some of our systems may be going to fail and help us keep the supply lines primed with repair parts. To me, we have great partnerships with a lot of great ideas that we can employ and we’re working down that path together, so that’s good.
We’ve got to get rapid. That’s all part of the Rapid Sustainment Office that we stood up with Lt. Gen. Robert McMurry as the program executive officer. The RSO team is looking at condition based maintenance, additive manufacturing or 3D printing and are there technologies out there we can use and capitalize on. We’re starting to make grounds in those areas. So those are a few of the ideas that are coming from the commercial end that we can utilize.
Airman magazine: You’ve said our peer adversaries are developing new capabilities modernizing existing capabilities, eroding our tech advantage. Please describe how AFMC is responding to the need for speed?
Gen. Bunch: There are a lot of different things we can do to get at that need for speed. But what we also want to make sure of is while we’re speeding, we’re doing it with discipline. We need to go fast, but we also need to put the disciplines in place so that we’re thinking our way through some of those systems and some of the decisions we’re making so that we are looking long term as well as immediate. We’re looking at, can I get a technology to the field faster? That means a viable product that we would evolve over time versus going for the solution that would take 10 years and a lot more effort. Can I give you something that gets me on that path in two years that you would be able to utilize in the field and be able to move out with.
So that’s one area that we’re looking at. Can I turn things faster and build over time? Another one that we’re continuing to focus on is open mission systems. If we can get open mission systems architecture into our weapons systems and into our designs, we can then bring in new technologies as technology evolves or the threat changes, because those are two things that are never going to slow down. They’re going to change. But by having open mission system architecture, we can piecemeal in parts over time as the technology and the threat changes so that we can adapt more quickly. We shouldn’t have to test systems as long. We should be able to be cyber secure. Those are a couple examples of things that we can immediately get after.
A good example of that is R-EGI, our Resilient Embedded GPS/Inertial Navigation System. That’s a program that we’re running out of the Life Cycle Management Center and it’s to get after having a resilient position navigation and timing solution over time. If that becomes threatened, what we have is an enhanced GPS/INS, most folks know. We fly it in all of our aircraft. It’s common with us, the Navy, the Army; it’s in all platforms. It’s something that’s almost universal. What we’re doing in this effort is trying to build open mission system architecture design so if I needed to inject new software or I needed to add a new component, I could evolve that over time as the threat changes and we could be more resilient.
Another good example is we’re using and trying to push to digital engineering and a digital enterprise. Right now, the ground based strategic deterrent team is doing a good job with some model-based systems engineering. We want to digitize and become a more digital enterprise with what we’re doing within AFMC. In digital we can change things in a more rapid manner and do things on a computer and look at options and look into digital areas before we ever start doing some of the other advances. It should eliminate some of our trial and error.
The Air Force Research Laboratory’s AgilePod is shown mounted on the wing of the Textron Aviation Defense’s Scorpion Light Attack/ISR jet. The AgilePod is an Air Force-trademarked, multi-intelligence reconfigurable pod that enables flight-line operators to customize sensor packages based on specific mission needs. A fit check in late December 2017 provided an opportunity to demonstrate the ability of the pod to rapidly integrate onto a new platform with short notice, highlighting the benefits of Sensor Open Systems Architecture.
(U.S. Air Force photo by David Dixon)
Airman magazine: In fall of 2017, the secretary challenged us to develop a new Air Force ST Strategy for 2030. That document is now published. From your perspective, what are a few of the key takeaways?
Gen. Bunch: Really, it’s about competition and how do I create competition within what we do, within our research laboratory and our ST so that we’re continuing to push the bounds. I think that’s one of the key ingredients. How do we as an enterprise capitalize on the various basic research activities that may be out there so that we’re pushing the envelope and we’re looking at things and going, “That has great promise, I need to continue to work in that area.” Or, “That’s not making the progress I need. I need to off ramp that and I need to go another way.” So I think that one is really important.
The other one is we have science and technology dollars and how do I, over time, take those and shrink the investments so that they’re more focused in game changer technologies that I’m going to put out in the field. How do we capitalize on that knowledge base and how do we drive to where we’re transitioning game-changing technologies and we’re getting them into the field and capitalizing on that transition. I think those are two of the key things that we’re really looking at.
Airman magazine: How are AFMC and AFRL going to support the execution of the strategy?
Gen. Bunch: So there are a lot of activities already underway. Right now, we’re working with AFWIC, Air Force Warfighting Integration Capability, and we’re working with Dr. Roper’s team to come up with an implementation strategy. So that’s in the works. We are also trying to make some changes so that we can handle our money with a little more flexibility, so that we can shift and put our focus where the dollars need to be for those bigger projects.
So we’ve got a great partnership right now. The team is working with me on a regular basis. Our team’s trying to set in place processes to review where our tech focus areas are so we can make the right investments. They’re looking at what we want to do in basic research. They’re looking at what we want to do at the next level and then what we’re doing in our advanced research, where we’re getting to the prototyping and how do we focus.
A Republic of Singapore air force F-16 Fighting Falcon fighter aircraft tactical aircraft maintainer assigned to the 425th Fighter Squadron, Luke Air Force Base, Arizona, performs a launch inspection June 10, 2019, on the flightline at Tyndall Air Force Base, Florida. The 425th FS is at Tyndall to take part in a Combat Archer exercise.
(U.S. Air Force photo by Airman 1st Class Bailee A. Darbasie)
Airman magazine: Is the Tyndall AFB rebuild an opportunity to take the Base of the Future off the drawing board and make Tyndall a proof of concept for new tech?
Gen. Bunch: We are looking at new technology for Tyndall. Tyndall, as devastating as that was, thank goodness we had a great team doing a lot of great work so that the damages were material damages to things that we can replace and it wasn’t to our Airmen and their families. That’s our number one focus, their safety. But now as we recover, we do have an opportunity to look at what would we want the base to look like for the future. How would we want the information technology system set up so that it’s more efficient? How would we set in the power lines? How would we build the buildings? We are looking at Tyndall as an example of what we may be able to do for the future.
We’ve actually had AFWERX bring in some outside companies to come in and pitch their ideas. So we’re trying to move as quickly as we can to get everything moving forward, to get the mission back to normalcy. We’re also looking at what would we do different now that we can make changes and we can look at the mission from a different perspective. How would we make it better when we rebuild it? How is it more resilient? How do we have a better information technology network? How do we design everything–from are we going to put anything above ground or are we going to put it all underground now that we have the time to be able to do that so that it’s safer and more secure and less likely to be damaged in the future. Those are all things that we’re looking at as we go forward.
Airman magazine: How does AFMC support the Air Force as a hub for innovation?
Gen. Bunch: Innovation’s been a foundation of what we’ve been as an Air Force from the very beginning. And it’s interesting, we have more than 80,000 people within AFMC and you ask them all what innovation means, you’d probably get 80,000-plus different definitions. And I’m good with that. Innovation can mean some groundbreaking revolutionary thing that we’ve never done or it could mean changing a process so that we can go faster because we’ve employed what the Sustainment Center uses which is the ‘art of the possible.’
I’m good with all of it. What we have to create, and I think we are doing a better job of it, is an environment where a good idea can come in. What I want to make sure, as the commander, is that our people understand I’m willing to let them try things. And I’m not talking crazy risks, but if they want to try a new idea or process, I’m okay with that. If it works, that’s great and if it doesn’t work, then we’ll learn from it and we’ll move on. So innovation can take many, many forms. I want people to come in with their good ideas and I want to capitalize on their innovative spirit. That is what we as an Air Force were founded upon.
We also tie in with AFWERX; the Pitch Days to me are innovative. We’re going to be doing an AFMC internal pitch day where we can pitch our own good ideas, not just try to capitalize on what industry does or what venture capitalists are doing. So we’re trying to actually harness those good ideas to go forward.
Dr. Will Roper, Assistant Secretary of the Air Force for Acquisition, Technology and Logistics, welcomed event attendees during the Air Force Space Pitch Day, Nov. 5, 2019, San Francisco, Calif. Air Force Space Pitch Day is a two-day event demonstrating the department’s willingness and ability to work with non-traditional start-ups.
(U.S. Air Force photo by Van De Ha)
Airman magazine: With declining mission capable rates and an aging fleet with an average 28 years of service, what do these numbers mean and do MCRs equate to Air Force readiness rates?
Gen. Bunch: So readiness depends on where you sit as to what you believe the right metric is. The one we’re driving right now, we’re trying to increase, is aircraft availability. That’s one that we’re really focused on with our legacy fleets. And there are multiple factors that play into that. One of the things that we’re finding is, we have, in some cases, a shrinking industrial base. And that’s one that we’ve got to focus on to help grow that industrial base.
What we want to do is make sure that the people who are operating the systems have as much up time as they can so they’re as ready as possible to do their mission. That takes research. How would I go do this? It could take reverse engineering. How do I reverse engineer this component that there’s no longer a vendor for and create it? So we either build it ourselves or we put the drawings out to get it manufactured.
The fact we are flying aircraft as old as they are with the mission capable rates that we have today is because of the Airmen working in the Sustainment Center and the focus of our maintainers out on the line who can keep these legacy aircraft up and running.
At an average age of 28 years, the fact that we keep mobility aircraft taking off and landing, delivering supplies and equipment every two minutes is amazing work by a lot of different people. We’re ready, but we’ve got to continue to try to up that game and continue to try to improve.
An F-16 jet engine in max power during a test in the 576th Aircraft Maintenance Squadron’s hush house engine facility at Hill Air Force Base, Utah, June 5, 2019. The shop is responsible for performing organizational level maintenance on more than 200 engines per year. The shop’s maintenance tasks include engine inspections, external engine component removal and replacement, repairs, and troubleshooting during flight line and test cell operations.
(U.S. Air Force photo by Alex R. Lloyd)
Airman magazine: Can you identify some of the success stories throughout AFMC in new technologies like additive manufacturing, 3D printing and data analytics to improve readiness and decrease maintenance downtimes?
Gen. Bunch: We had a meeting last month where we were looking at engines. I’ll just use that as one example. We started looking at the performance of the engines over time and as we reviewed data and did the analytics, we started doing scheduled replacements of engines. So we could pull them off at the time that was of our choosing versus downtime required because the engine went too far.
What this allows us to do is control when we do maintenance. It allows us to prime the pump in the supply system so we get the right parts at the right time. That’s just one example that I can say from a data analytics perspective where we are really already seeing some great progress. We’re using condition based maintenance and algorithms right now with the C-5 Galaxy. We’re doing it in some cases in the B-1 bomber and we’re looking at growing it into the KC-135 fleet. So we’re trying to take some of those lessons learned in technologies and capabilities that others are using and apply it into our inventory and we’re starting to see some benefits.
We really want to get to the point if we’re going to send an aircraft down range and it’s going to have something fail in five days and the deployment is for 10 days, let’s fix it before we deploy it. If we can get to that point, we’ll really increase our aircraft availability and our ability to generate sorties and improve the mission dramatically.
On additive manufacturing, that one’s one that’s more challenging. A lot of people look at 3D printing as that’s really something easy to do. When you start talking about airworthiness that becomes a little more challenging. There are components we can build that are not airworthy components, and we’ve already got approval to do those parts. We have innovation centers at each of our three logistics complexes and they can do some of those. We save money and get the mission done in a timelier manner.
So we’re demonstrating some of those. It’ll take more time to get to where we can do a lot of airworthy parts. We’re working on that. We must get the engineers involved and get them the analysis.
We are seeing a lot of ground being made in additive manufacturing and in condition based maintenance. And then the other one, we’re taking technologies like cold spray, which is a repair technique, and we’re actually employing that in some of our depots so that we can minimize the downtime.
Airmen from the 90th Missile Maintenance Squadron prepare a reentry system for removal from a launch facility, Feb. 2, 2018, in the F. E. Warren Air Force Base missile complex. The 90th MMXS is the only squadron on F. E. Warren allowed to transport warheads from the missile complex back to base. Missile maintenance teams perform periodic maintenance to maintain the on-alert status for launch facilities, ensuring the success of the nuclear deterrence mission.
(U.S. Air Force photo by Airman 1st Class Braydon Williams)
Airman magazine: Would you talk about AFMC’s support to the nuclear enterprise from both a sustainment and modernization perspective?
Gen. Bunch: Maj. Gen. Shaun Morris is our Air Force Nuclear Weapons Center (AFNWC) commander and his team is doing an outstanding job making sure that our nuclear deterrent is solid and that there is never a question that if they are called are they going to be able to respond. And that goes across the full spectrum.
The Minuteman-III program was built many, many years ago with a short lifespan; well we’re still maintaining them. We’re going to be maintaining them until the 2030 timeframe. We’ve stood up depot maintenance now on our Minuteman-III system, which was never intended to have a depot capability, but we’re doing that so we can sustain it and ensure that it’s reliable if ever called upon to do its mission.
AFNWC is on the front edge of making sure that our nuclear deterrent is really a nuclear deterrent and it’s credible and it’s safe and secure and it can answer the nation’s call.
The other part of the nuclear mission is the air leg; we have to make sure that we’re doing what we need to sustain our bomber force. AFMC is key in making sure that the force is supportable, sustainable, with upgrades where needed, while making sure all the activity we’re doing in the depot is supporting the mission.
Airman magazine: Could you talk about agile software development and the way we buy and develop software and how does this relate to Agile DevOps and cyber protection for all of our weapon systems?
Gen. Bunch: Software is everywhere. We’re going to have to change our mindset about software. The way that industry does it is they’ll modify and continue to push updates on a more regular basis. I don’t ever think we’ll get to the point we’re doing what industry does with our systems, but we have to get into a more Agile mindset. That’s a challenge for a lot of the way we’ve done business. It’s not just that you have to bring in coders and create an environment where they can develop Agile methods, that’s part of it, but you also have to change the culture of the men and women that are working on this because it’s not the way they’ve historically done it.
You’re developing. You’re testing. You’re fielding. You’re correcting deficiencies and it goes on and on. That is a culture change for AFMC and the men and women that are doing the acquisition. It’s also a culture change for all of the test community and anybody involved. It’s a culture change with how you handle your dollars. One of the things that I’ve been a proponent of is the need for money that has not binned by a specific definition of sustainment, development, or production. If you’re really doing Agile or secure DevOps, those money lines are blurry. We need colorless money so that we’re not hindered by some of the rule sets on how the money gets moved around.
So it’s a big change. We’ve got to be able to change that culture. The other thing is you have to be able to attract and recruit software developers. We have to capitalize on that skill set. And a lot of what we’re doing right now, we’re actually bringing in Airmen who just have a propensity and a love for doing software development and we’re putting them to work and they love it. We also have to capitalize on our own capabilities along the way, but it’s one that we’ll have to re-look at how we bring in manpower.
Pilot Training Next instructor, U.S. Air Force Capt. Orion Kellogg, discuses a future PTN version 3 student’s virtual reality flight with members of NASA as part of a collaborative research agreement between Air Education and Training Command and NASA October 22, 2019, at Joint Base San Antonio-Randolph, TX. The goal of the agreement is to help both AETC and NASA collect physiological and cognitive data and leverage each organization’s knowledge and skills to maximize learning potential for individual students.
(U.S. Air Force photo by Sean M. Worrell)
Airman magazine: With the advancements in AI/VR, how do you see the Air Force further capitalizing on technology to equip Airmen with quality training through simulation scenarios?
Gen. Bunch: AI and VR, those are big areas that we’re going to continue to look at. The best example right now is one that our Air Education and Training Command started with Pilot Training Next. What they’re really doing is they’re capitalizing off of the gaming industry and artificial intelligence to understand and to personalize the training they’re doing for each individual student.
The way they’re building Pilot Training Next allows the student pilots to learn in a simulated immersive AI and VR environment with an individualized training methodology, which really speeds up the learning process.
I think you’re going to see more growing in that area. We’re looking at trying to apply that for maintenance. We’re also looking at other avenues to try to capitalize so we’re better able to train the workforce in a timelier manner.
Airman magazine: You have a lot of experience in your resume in the test community. How do you see the community evolving for the speed of relevancy?
Gen. Bunch: So there are a lot of initiatives here. One of the things we did in my previous job was take the test community leadership to Silicon Valley to expose them to how commercial industry tests software. The goal was to figure out what can we change within our initiatives to be able to test software more quickly to support Agile development ops, secure DevOps and to push things out into the field faster.
That’s now something we’re working on. We’re changing our philosophy. We’re working with the operational test community to set that up. Another area that we’re looking at is how do we combine more developmental tests and operational tests earlier in the process? Gen. Mike Holmes [Commander, Air Combat Command] and I have kicked off an initiative to look at that. We’re looking at how we could combine our developmental tests and our operational tests so that we’re getting more data quicker. We can streamline the amount of testing. We can save costs. We can get things into the field more readily.
There are a lot of great strides going on at the Air Force Test Center with Maj. Gen. Chris Azzano about how do we test things in a more rapid manner. He’s asking the questions: How do we not over test? How do we use digital enterprise, model-based systems engineering? How can we utilize that digital enterprise to get after some of that testing so that we don’t have to do everything in open air and repeat things?
The worst answer you can give me is, “Gen. Bunch, we got to test this much because that’s how we’ve always done it.” That is not a good answer. So anybody out there, that’s not a good answer to give me. There are certain things we’ve got to go test. We want to make sure that it’s safe for the Airmen we’re putting in harm’s way. We want to make sure that they have a good product. But we are making a lot of strides at relooking at how we do our test enterprise.
Staff Sgt. Ruth Elliot, 412th Medical Group, takes a selfie with Gen. Arnold Bunch, Commander, Air Force Materiel Command, at Edwards Air Force Base, California, Oct. 18. Elliot was a presented a commander’s coin by the AFMC commander.
(U.S. Air Force photo by Giancarlo Casem)
Airman magazine: What has been some of the most rewarding part of your career?
Gen. Bunch: From what I’ve done in the military, I go back to all I’ve ever really wanted to be was a commander and work for Airmen. I firmly believe in servant leadership and that the commander works for everybody in the organization. Right now I work for more than 80,000 men and women within AFMC, the Airmen making the mission happen every day and doing all the hard work. Getting to talk with them, getting to watch them grow and feeding off of their energy is the most rewarding thing I get to do every day.
If you listen to some of our young Airmen when they talk about the great things they’re doing or you watch them respond in a time of crisis with what they do, if that doesn’t put a smile on your face and make it great to put the uniform on every day then you probably got a problem and it may be time for you to go find something else to do.
To me, just the interactions with the our people and watching our Airmen succeed and watching them do the mission every day with the passion they do is just remarkable for me.
Airman magazine: What would you like to say directly to the Airmen of AFMC?
Gen. Bunch: So for the Airmen of AFMC, thanks for what you do each and every day, your wartime mission makes us successful. Remember that what we’re doing is critical to the war fighter and remember that we are the most important major command within the Air Force. If we’re going to achieve the National Defense Strategy and if we’re going to drive to the Air Force We Need, we’re the ones that have to succeed. If we don’t succeed then the Air Force can’t succeed. Remember, the programs and systems we’re working to sustain and test is to make sure America’s most valued treasure, our sons and daughters we send into harm’s way, have the technological advantage they need to do their mission supporting our nation’s defense and to come home safely.
This article originally appeared on Airman Magazine. Follow @AirmanMagazine on Twitter.
The Mass Effect series has had its share of ups and downs, but one thing is undeniable — the world-building was done insanely well. One such piece of world-building that is worth mentioning is the existence of the Special Tactics and Reconnaissance agents. For those who don’t know, SPECTREs are special agents, granted authority by a government council to essentially carry out special missions that standard military cannot. This authority also gives them an insane amount of freedom.
If there is any unit, fictional or otherwise, to live up to the “Own F***ing Program” mantra, it’s definitely SPECTREs. Why? Because they’re rarely even assigned tasks; often times they just find their own and occasionally check in with the council that granted them their authority in the first place.
So, here are the biggest reasons being a SPECTRE would be awesome:
Although, you may still have to answer to military and government officials when the time comes.
You can choose your missions
You can also decide which ones take the most precedence. Do you want to rescue colonists before defeating a rogue who’s threatening life in the galaxy? Have at it. For the most part, military officials won’t breathe down your neck about what you’re doing — you just do you.
This allows you to put together your own personal A-team.
You choose your crew
You don’t have to go planet-side with a team that was assigned to you. You can essentially recruit whoever you want, including mercenaries, to watch your back.
Like signing out a duty van — just make sure you fill up the tank.
You get your own ship
Who doesn’t want their own ship to travel where and when as they please at the expense of their government? That ship is basically yours to do with as you please and go where you see fit, even if there aren’t any missions tied to that distant moon you just dropped in on.
Or you can just go with what they give you.
You get the best weapons and gear
“Military grade” doesn’t apply to you. In fact, you can buy whatever you need for your missions, and no higher-up is going to yell at you for it. You want that scope for your rifle? Cool. Do you want to use that alien’s blaster that they just dropped? Go for it. Is the military issued armor not best on the market? Pick up your own.
No more relying on that government salary.
(U.S. Air Force photo)
You can get paid by whoever you want
One thing that may not have been covered is whether SPECTREs earn a salary or not. But, one thing’s for sure — if someone offers to pay you credits for a job, you’re allowed to take it. Remember how we said you can pick your own missions? One being more lucrative than another may actually be part of which ones you take.