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Maximizing Infantry Battalion Enablers: Effective Employment of the Multi-Purpose Company Commander

Saturday, May 3rd, 2025

In 2024, as part of the Army force structure (ARSTRUC) transformation, the Army Chief of Staff identified the 2nd Brigade Combat Team, 101st Airborne Division (Air Assault) as a transformation in contact (TiC) unit. The Army tasked the brigade with testing new formations through a full training cycle, culminating in a combat training center (CTC) rotation. In response, 2/101 transformed into a mobile brigade combat team (MBCT) to evaluate the Infantry Squad Vehicle (ISV). Under the new ARSTRUC, the Army moved enabler battalions to division-level control, leaving three infantry battalions in the brigade. The TiC initiative allowed 2/101 MBCT to establish a multi-functional reconnaissance company (MFRC) and three multi-purpose companies (MPCs). The brigade designated the MFRC as its primary reconnaissance and targeting asset while the MPCs will conduct security and counter-reconnaissance operations for the infantry battalions.

The MPC replaced the heavy weapons company within the infantry battalion. In the past, the battalion’s enablers — such as the scout platoon and mortar platoon — were organized under the headquarters and headquarters company (HHC). However, the establishment of the MPC centralizes these assets under a single command, consolidating the battalion’s enablers and adding new capabilities such as the anti-tank platoon and robotics and autonomous systems (RAS) platoon. This reorganization provides a significant advantage. Historically, the HHC commander was burdened by the conflicting demands of both staff sections and specialty platoons in garrison. In the field, the HHC commander was delegated to oversee the combat trains command post (CTCP) while the battalion commander and staff managed the enablers. With the advent of the MPC, a dedicated maneuver company commander now ensures that enablers are fully integrated into the battalion’s operations, thereby giving the battalion commander greater freedom to make informed decisions and command and control (C2) the fight more effectively.

Figure 1 — MBCT Task Organization

Figure 2 — Multi-Purpose Company Task Organization

The MPC Commander as a Staff Officer

The role of the MPC commander extends beyond tactical leadership on the battlefield. In both garrison and operational environments, the MPC commander must function as a staff officer, closely collaborating with key battalion staff members. This collaboration begins in garrison, where the MPC commander develops a strong working relationship with the S-2 (intelligence), the fire support officer (FSO), and the protection officer within the S-3 (operations) shop. Together, they form a fusion cell, ensuring that all of the battalion’s enablers are integrated into the mission. This coordinated approach prevents the stove-piping of information within specific sections, guarantees that no assets are overlooked, and provides a maneuver commander with the ability to validate the feasibility of how the staff intends to integrate enablers into the battalion’s overall maneuver plan.

In preparation for Joint Readiness Training Center (JRTC) Rotation 24-10, the MPC commander of 1st Battalion, 26th Infantry Regiment worked closely with members of the fusion cell. The MPC holds most of the battalion’s short-range and medium-range unmanned aerial system (UAS) assets in addition to its scouts. Collaboration with the S-2 was critical in developing realistic collection plans and clearly defined priority intelligence requirements (PIRs) that would lead to actionable decisions by the battalion commander. The MPC and S-2 shop also played a key role in devising 2/101 MBCT’s tactical deception plan, which utilized Wi-Fi and Bluetooth decoy emitters to mislead the enemy. In coordination with the FSO, the MPC commander developed a shared understanding of key considerations such as mortar section displacement times, standard fire mission round counts, and load configurations for each mortar section. Additionally, the often-overlooked warfighting function of protection became a priority as we developed techniques on planning the integration of Stingers and counter-UAS systems prior to the rotation.

A 2/101 MBCT drone operator conducts reconnaissance.

In the field, the MPC commander contributes significantly to the military decision-making process (MDMP). Upon receiving a mission, the MPC commander should immediately move to the battalion’s main command post (MCP) to analyze the mission and advocate for the effective use of enabler platoons. By working with the fusion cell and the battalion commander, the MPC commander helps develop reconnaissance guidance, PIRs, an information collection matrix, an initial fires plan, and the scheme of protection. This collaboration ensures enablers are fully integrated into the mission.

During 1-26 IN’s preparation for JRTC 24-10, the MPC commander participated in the Leader Training Program to solidify the MDMP process. This coordination paid dividends as the MPC commander consistently moved to the MCP upon receipt of a mission, helped develop essential planning outputs, and then returned to lead the platoons in tactical operations. This system ensured that 1-26 IN maximized the effectiveness of its enablers in shaping the fight for the rifle companies.

Figure 3 — Multi-Purpose Company Commander’s Role in the Military Decision-Making Process

The MPC Commander as a Maneuverist

While the MPC commander serves a vital staff role, he/she is also a maneuverist who leads the company on the battlefield. The MPC is a modular unit that can fight in various configurations depending on the battalion commander’s vision. The platoons may operate independently as organic enablers, as a consolidated company, or as multi-functional reconnaissance teams (MFRTs) that combine reconnaissance and anti-tank capabilities. The MPC commander’s experience and leadership are best utilized forward with the enablers to deal with friction points and consolidate reports for the battalion.

At JRTC 24-10, 1-26 IN ensured that the MPC commander remained forward during operations. Upon the initial joint forcible entry, the MPC as a whole established a screen for the battalion, kept platoons organic during defensive operations, and organized MFRTs to conduct counter-reconnaissance during offensive operations. The MPC commander’s forward presence allowed him to resolve issues related to communication and sustainment quickly and make tactical decisions in alignment with the battalion commander’s intent.

Conclusion

In conclusion, having a company commander solely dedicated to the training, employment, and maneuver of a battalion’s key enablers is critical in modern warfare. As technology continues to advance, the integration of innovations in UAS, advanced software, and artificial intelligence will become increasingly essential to improving both the lethality and survivability of military forces. A dedicated maneuverist who can effectively balance the staff work and tactical maneuver will maximize the multi-purpose company’s ability to sense, kill, and protect. This will ensure infantry battalions are better equipped to face the dynamic challenges of contemporary battlefields, ultimately enhancing mission success and operational efficiency.

Notes

1 This graphic is a modified version of Figure 5-1 in Field Manual 5-0, Planning and Orders Production, November 2024.

By CPT Philip S. Tateyama – He currently serves as the commander of the Multi-Purpose Company for 1st Battalion, 26th Infantry Regiment, 2nd Mobile Brigade Combat Team, 101st Airborne Division (Air Assault), Fort Campbell, KY. He graduated from the George Washington University in 2015 with a degree in political science and environmental studies. He attended Basic Combat Training in October 2017 and commissioned as an Infantry officer from Officer Candidate School in April 2018. His previous assignments include serving as rifle platoon leader, headquarters and headquarters company executive officer, and assistant S-3 with 2nd Battalion, 27th Infantry Regiment at Schofield Barracks, HI.

This article appeared as a bonus article in the Winter 2024-2025 issue of Infantry. View this issue at www.moore.army.mil/Infantry/Magazine/issue

Posted in Army, Forces Focus | 5 Comments »

West Point’s Hypersonic Rocket Team Sets Record-Breaking Rocket Launch

Friday, May 2nd, 2025

WEST POINT, N.Y. — On Jan. 11, 2025, a team of eight cadets and their advisors prepared their equipment on a cold morning in the remote desert of Black Rock Playa, Nevada. The team was about to face a challenge that would test both their engineering skills and their resilience: to break the Karman Line, the boundary of space, 100 kilometers above Earth. But this was not just a mission to reach space; it was a journey of innovation and determination – built on the teamwork of six years of cadets designing, testing, failing, and succeeding to do something that few people have ever accomplished. It was a test of what they had been taught, their ability to adapt, and the courage to push past their limits. In alignment with the Academy’s annual intellectual theme, “The Human and the Machine: Leadership on the Emerging Battlefield”, this mission highlighted the powerful intersection of human determination and technological advancement.

That day, the SPEAR Hypersonic Rocket Team successfully launched a two-stage hypersonic rocket to an astonishing 149.556 km—surpassing the amateur rocketry altitude record by 6 km and the Karman Line (100 km), the internationally recognized boundary of space!

The day before the launch, the team huddled together, surrounded by planning documents and scattered components, making last minute decisions that would shape the outcome. At the heart of their strategy was simplicity – every decision driven by efficiency. That mindset paid off.

The next morning, as the countdown reached zero, the rocket ignited. The team watched in tense anticipation as it soared through the atmosphere. Every calculation, every design choice led to this very moment. As the vehicle soared beyond the Karman Line, the mission’s success depended on one final challenge – recovery.

Hiking through the rocky terrain, the team could hear the crunch of the desert crust beneath their boots as they trudged up the mountain in search of the rocket. The air was cold, their bodies were tired, and the uncertainty of the outcome loomed.

“We had a track on the rocket during flight, but we didn’t know the condition of the system after descent. It was unclear whether we would be able to recover anything”, Major Kevin Zander, Advisor and Instructor, Department of Civil and Mechanical Engineering recalled. The team pushed deeper into the mountains following a GPS signal, ascending 1,500 feet to reach over 6,000 feet in total altitude.

As the team surveyed the landscape, a glint of sunlight reflected off metal caught their eyes – Cadet Barrett Connor (‘25) spotted the payload amidst the rocks. The moment was surreal.

“We didn’t want this to be a case where the telemetry data says we made it, but there’s no physical evidence”, Cadet Ida McLaughlin (‘25) explained. “Now we can hold in our hands a part of the vehicle that actually touched space”.

After six years of development and perseverance, the team has set new records by crossing the Karman Line with precision and confidence.

Colonel Aaron Hill, Deputy Head, Department of Civil and Mechanical Engineering, reflected “It would be an understatement to say I’m proud of this team! This successful launch upholds the long legacy of excellence at West Point and proves that our graduates are prepared to design and implement solutions in complex environments as trusted Army professionals.”

The success of their mission was a validation of the decisions made over years of planning, testing, and refining. Every step, every choice, led them to this moment.

The team returned to Black Rock Playa in April to launch again, testing new capabilities, and laying the groundwork to guide the 2026 team to even more success. SPEAR Hypersonic Rocket Team continued to push the boundaries of what is possible, ensuring that West Point cadets remain at the forefront of innovation and leadership.

Born from a cadet-driven initiative in 2018, the Space Engineering and Applied Research program found early support from mentors within the Department of Physics and Nuclear Engineering, the United States Army Space and Missile Defense Command, and the Department of Civil and Mechanical Engineering. The SPEAR Hypersonic Rocket Team is now one of the most ambitious undergraduate rocketry programs in the Nation and a critical part of the Space Community of Practice at West Point that is developing Army officers who are capable of leading in emerging space operations, hypersonics, and cutting-edge rocket technology.

This historic launch would not have been possible without the support of many dedicated individuals and organizations. A special thank you to DEVCOM AvMC, the Office of Naval Research, Pyramid Lake Fire Department, Bureau of Land Management Black Rock Field Office, Gerlach Community, and FAA Western Service Area. Their guidance, support, and resources played a crucial role in making this mission a success!

SPEAR Hypersonic Rocket Team is administered by the Center for Applied Research in the Department of Civil and Mechanical Engineering, with contributions across West Point including the Departments of Systems Engineering, Physics and Nuclear Engineering, Chemistry and Life Sciences, and Electrical Engineering and Computer Science.

This project is part of West Point’s 26th annual Projects Day Research Symposium that showcases more than 350 cadet-led research projects. Learn more about the Department of Civil and Mechanical Engineering at bit.ly/WP_CME and check out more project features at www.westpoint.edu/werx

By Jana Scardigno Marketing Specialist, Department of Civil and Mechanical Engineering

Posted in Army, Guest Post, Research | Comments Off on West Point’s Hypersonic Rocket Team Sets Record-Breaking Rocket Launch

Letter to the Force: Army Transformation Initiative

Friday, May 2nd, 2025

Army Leaders,

Battlefields across the world are changing at a rapid pace. Autonomous systems are becoming more lethal and less expensive. Sensors and decoys are everywhere. Dual-use technologies are continuously evolving and outpacing our processes to defeat them. To maintain our edge on the battlefield, our Army will transform to a leaner, more lethal force by adapting how we fight, train, organize, and buy equipment.

Consistent with the Secretary of Defense directive dated 30 April 2025, the Army is implementing a comprehensive transformation strategy — the Army Transformation Initiative (ATI). This initiative will reexamine all requirements and eliminate unnecessary ones, ruthlessly prioritize fighting formations to directly contribute to lethality, and empower leaders at echelon to make hard calls to ensure resources align with strategic objectives. To achieve this, ATI comprises three lines of effort: deliver critical warfighting capabilities, optimize our force structure, and eliminate waste and obsolete programs.

Deliver Warfighting Capabilities. ATI builds upon our Transformation in Contact (TiC) effort, which prototypes organizational changes and integrates emerging technology into formations to innovate, learn, refine requirements, and develop solutions faster. We will introduce long-range missiles and modernized UAS into formations, field the M1E3 tank, develop the Future Long-Range Assault Aircraft, and close the C-sUAS capability gap. Command and control nodes will integrate Artificial Intelligence to accelerate decision-making and preserve the initiative. Agile funding, which shifts from program-centric to capability-based portfolios, will increase timely equipment fielding and accelerate innovation cycles. Adaptation is no longer an advantage — it’s a requirement for survival.

Optimize Force Structure. Our focus is on filling combat formations with Soldiers. Every role must sharpen the spear or be cut away. We are eliminating 1,000 staff positions at HQDA. To further optimize force structure, Army Futures Command and Training and Doctrine Command will merge into a single command that aligns force generation, force design, and force development under a single headquarters. Forces Command will transform into Western Hemisphere Command through the consolidation of Army North and Army South. Multi-Domain Task Forces will align with theater headquarters to operate under relevant authorities. We will trim general officer positions to streamline command structures and revise civilian talent management policies to prioritize performance.

We will also restructure Army Aviation by reducing one Aerial Cavalry Squadron per Combat Aviation Brigade (CAB) in the Active Component, and we will consolidate aviation sustainment requirements and increase operational readiness. We will convert all Infantry Brigade Combat Teams to Mobile Brigade Combat Teams to improve mobility and lethality in a leaner formation. We are trading weight for speed, and mass for decisive force.

Eliminate Waste and Obsolete Programs. We will cancel procurement of outdated crewed attack aircraft such as the AH-64D, excess ground vehicles like the HMMWV and JLTV, and obsolete UAVs like the Gray Eagle. We will also continue to cancel programs that deliver dated, late-to-need, overpriced, or difficult-to-maintain capabilities. Yesterday’s weapons will not win tomorrow’s wars.

This is a first step. We have already directed a second round of transformation efforts to be delivered in the coming months.

Leaders, we need you to drive change to ensure we stay lethal, ready, and continue to build cohesive teams that take care of our Soldiers and families. Our Army must transform now to a leaner, more lethal force by infusing technology, cutting obsolete systems, and reducing overhead to defeat any adversary on an ever-changing battlefield. Our continuous transformation is underpinned by strong, agile leaders who act on their initiative.

This We’ll Defend.

Dan Driscoll, Secretary of the Army

Randy A. George, General, United States Army, Chief of Staff

Letter to the Force

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What is a Sapper? 250 Years of ‘Badass’ Engineers

Tuesday, April 29th, 2025

WASHINGTON — In the U.S. Army Corps of Engineers, the term sapper carries weight. For 250 years, sappers have served as elite combat engineers, supporting frontline infantry in every war throughout American history.

“A sapper, in a historic sense, goes back to the 17th century. It’s a French term,” said USACE Command Sgt. Maj. Douglas Galick.

Back then, military engineers would dig trenches to breach enemy defenses without direct exposure to enemy fire.

“Those trenches were called saps. The Soldiers that dug them were sappers,” adds Brig. Gen. Joseph Goetz, USACE Pacific Ocean Division commanding general.

The tradition of sappers dates to the American Revolution, where military engineers built critical infrastructure like roads and fortifications. “It really has its roots in trench warfare that started very early, earlier than the American Army,” says Col. Francis Pera, USACE Baltimore District commander.

Today, sappers are still combat engineers, trained to execute the most demanding and vital battlefield roles: “An engineer leader that is an expert in mobility, countermobility and survivability,” Galick adds.

That means clearing paths for friendly forces to maneuver, creating obstacles to slow or stop enemy advances, and building fortifications that protect Soldiers during battle. “That’s really about how we create pathways for maneuver,” explains Pera. “How we stop enemy movement, and then how we buy time and space for our team while we’re in the middle of a battle.”

“They’re advisors to maneuver commanders that put engineer effects into place on a battlefield so that we can win,” adds Goetz.

Sappers also operate as infantry when needed, fully engaged in modern offensive, defensive and peacekeeping operations. “A sapper is really the cutting edge of the nation’s sword,” says Col. Christopher Klein, commander of the USACE Middle East District. “They are the best of the best in the engineer corps, who lead the infantry when the infantry even gets in trouble.”

The Sapper Leader Course is a grueling 28-day program that spans the terrain of Fort Leonard Wood, Missouri, and the Mark Twain National Forest. It teaches mobility, countermobility, survivability, demolitions, engineer reconnaissance and other technical skills at the small unit level. The course provides maneuver commanders with a force multiplier to succeed in both competition and conflict.

The course includes two phases: general skills and patrolling. “Techniques, from advanced demolitions into land navigation, and the basics in waterborne (and) airborne operations (are part of phase one),” says Maj. Blake Jones from USACE New England District.

In the patrolling phase, leadership is tested under extreme stress. “The course is very, very intense,” says Maj. Charles Martin, USACE Baltimore District Real Estate Field Office realty specialist. “It will push you to your limits.”

That intensity is intentional. “Set a good baseline, so when you have to do it in real life, you do the right things,” says Lt. Col. Nicholas Lorusso, USACE New England District deputy commander.

“Sapper School showed me that I can be hungry, I can be tired, I can push my body to the margins and still make sound decisions; sound technical decisions and sound tactical decisions, in a stressful environment,” said Lt. Col. Lamar Cantelou, USACE aide de camp. “And that’s why you need to do it.”

In 2024, the Sapper School had a graduation rate of just under 50%.

“As an engineer, you learn to become almost a Swiss Army knife,” says Capt. Walter Dezir, USACE Honolulu District project engineer. “And the Sapper Leader Course is all about teaching you to be able to function in a variety of different weather conditions and situations.”

Earning the Sapper Tab is a mark of distinction that signals mastery in combat engineering and leadership. “There’s a credibility to other engineer leaders that wear the tab,” said Galick. “When you interact with our maneuver counterparts, they truly believe that an engineer leader that wears a Sapper Tab is a master of their craft and they are the expert engineer on the battlefield.”

The U.S. Army Engineer School (USAES), established in 1866, formalized the training and development of combat engineers, ensuring sappers remain a crucial component of U.S. military strategy. The course started in 1985 and became fully accredited as a United States Army Training and Doctrine Command course in 2004. That same year, on June 28, the Army officially authorized the wearing of the Sapper Tab, an initiative approved by then-Chief of Engineers Lt. Gen. Robert B. Flowers.

Since 2005, USAES has hosted the Lt. Gen. Robert B. Flowers Best Sapper Competition at Fort Leonard Wood, challenging the physical prowess, mental fortitude and technical skills of sappers. Competitors cover 50 miles in 50 hours while executing a myriad of tactical and technical tasks. This year’s competition, taking place April 25–29, celebrates both the 40th anniversary of the Sapper Leader Course and the 250th anniversary of the Engineer Regiment.

Retired Lt. Gen. Flowers is quoted: “When our nation needs a tough job done, they call the Army. When our Army needs a tough job done, they call on the sappers.”

After 250 years, the role of the sapper continues to evolve, but remains essential to military operations worldwide. Their expertise in breaching obstacles, laying and clearing mines, and constructing field defenses makes them indispensable to military operations and a force multiplier on the battlefield.

Klein arguably captures the unique duality of sappers best, saying, “Sapper combines the nerdiness of being an engineer with the badass of being in the Army.”

By Kathryne Gest

Posted in Army, Forces Focus, Guest Post | 3 Comments »

KOPIN Awarded Soldier Color MicroLED Contract by US Army Aimed at Extended Reality Applications

Monday, April 28th, 2025

Initiative aims to define ideal ultra-bright, full-color MicroLED display performance and requirements for Extended Reality

WESTBOROUGH, Mass. – Kopin Corporation (NASDAQ: KOPN), a leading provider of application-specific optical systems and high-performance microdisplays for defense, training, enterprise, industrial, consumer and medical products, proudly announces a significant U.S. Army contract that underscores its pivotal role in advancing warfighter vision.

The contract involves a Soldier Display Trade Study to define the optimal MicroLED characteristics for Extended Reality (XR) heads-up displays (HUDs) for warfighter XR solutions. The initiative reaffirms Kopin’s commitment to revolutionizing military operations through cutting-edge display technology.

The Soldier Display Trade Study focuses on identifying ultrabright MicroLED tradeoffs to optimize see-through XR applications, prioritizing daytime-readable displays that are brighter, more energy-efficient, and capable of delivering clear visibility across diverse lighting conditions-from intense daylight to overcast starlight. The trade study will culminate in a comprehensive “Microdisplay Requirements and Performance Matrix,” setting the standard for next-generation soldier vision systems.

MicroLED technology offers distinct advantages over traditional solutions including superior brightness, enhanced power efficiency, and long operating lifetimes and eliminates the temporal artifacts associated with Laser Based Scanning (LBS). These attributes ensure daytime readability and reliable operation while minimizing nausea and discomfort often associated with earlier XR systems-a critical advancement for soldiers relying on extended use of HUDs in high-stakes missions.

This new contract will illustrate what microdisplay will be needed for next-generation soldier vision systems, including head-mounted see-through displays, handheld devices, platform-mounted systems, and advanced weapon sights like the Next Gen Squad Weapon Fire Control (NGSW-FC).

“With over 40 years of expertise and more than 400,000 defense vision products delivered, Kopin is a trusted partner in advancing microdisplay technology for the warfighter,” said Michael Murray, CEO, President, Chairman of Kopin. “This contract marks a transformative moment in defining the potential of MicroLED technology and establishing a clear blueprint for production that meets rigorous standards for performance, reliability, and cost in high-volume applications.”

By defining benchmarks and delivering cutting-edge hardware, Kopin is paving the way for MicroLED-based augmented reality (AR) systems, equipping soldiers with unparalleled visual capabilities for a wide range of critical applications.

For more information, please visit Kopin’s website at www.kopin.com.

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Alaska-Based Explosive Ordnance Disposal Team Earns All-Army EOD Team of the Year

Saturday, April 26th, 2025

FORT WALKER, Va. — U.S. Army Explosive Ordnance Disposal techs from the Fort Wainwright, Alaska-based 65th Ordnance Company (EOD) “Far North EOD” took top honors in the all-Army EOD Team of the Year competition on Fort Walker, Virginia, April 7-11, 2025.

Staff Sgt. Seth Harper, Sgt. Brandon Grimes and Pfc. Landon Lowrance from the 65th EOD Company, 8th Theater Sustainment Command, U.S. Army Pacific, came in first place during the all-Army EOD competition.

Staff Sgt. Isaac Klein, Sgt. Michael Trevino and Sgt. Michael Lavely from the Fort Stewart, Georgia-based 38th EOD Company, 184th EOD Battalion, 52nd EOD Group, took second place.

Staff Sgt. Kyle McLaughlin, Sgt. Justin Hansen and Sgt. Camden Resinger from the Joint Base Lewis-McChord, Washington-based 707th EOD Company, 3rd EOD Battalion, 71st EOD Group, came in third place.

The other top EOD teams in the all-Army competition were Staff Sgt. Ronald Helsel, Pfc. Caelan Stanley and 1st Lt. Joseph Hunter from the Baumholder, Germany-based 720th Ordnance Company (EOD) and 702nd Ordnance Company (EOD) in U.S. Army Europe and Africa.

The Massachusetts National Guard was represented by Staff Sgt. Christopher Liberty, Staff Sgt. Raphael Riordan and Sgt. Gerald Harris from the 387th EOD Company, 48th EOD Group.

During the five-day competition, the five Army EOD teams took on challenging training lanes that were built from real-world EOD missions in large-scale combat operations that included joint forcible entry, expanding the lodgment and night operations.

The teams were tested on their ability to both enable lethality and safeguard U.S. forces on battlefields around the world and to support domestic response missions across the nation.

Coming from the much colder climes of the 49th state, Lowrance said the 65th EOD Company team had to overcome many obstacles to prevail in the competition.

“The biggest challenge of this competition was falling in on equipment that was not our own in an environment that we were unfamiliar with,” said Lowrance, who is originally from Valliant, Oklahoma. “It required adaption and overcoming the gaps that we faced with equipment that we may or may not have and try to do our job as best as possible utilizing the tools and equipment we had.”

Grimes said his team fully leveraged the expertise of the 65th EOD Company’s more seasoned EOD techs to hone their lifesaving and mission-enabling skills prior to the competition.

“We prepared for this competition through a structured training program facilitated by the NCOs in our company who have a vast array of experience to include 1st Sgt. Forrest Hull and Sgt. 1st Class Matthew Carr who brought a multitude of real world and training experiences to enhance our ability,” said Grimes, a former Army Combat Engineer and Iraq War veteran from Hemet, California.

“The training received at the U.S. Army Pacific Team of the Year allowed us to enhance our training and skills and prepare for the all-Army Team of the Year competition,” said Grimes.

From Fort Wainwright and Fort Greely, Alaska, the 65th EOD Company supports the 11th Airborne Division and other organizations requiring EOD support while using the 870,000 acres of training land available in Alaska.

The 65th EOD Company also supports civilian and federal law enforcement across the northern half of Alaska.

Harper, the EOD team leader, said the lessons learned from the all-Army competition will make the 65th EOD Company even stronger.

“We will use what we learned here at this Team of the Year to bring a wide variety of problem sets to our home station and utilize the scenarios we’ve done here to bring experience to the other EOD techs in our unit. This will ensure our unit can prepare and train for a large-scale combat operations environment, said Harper, a native of Wildomar, California.

A former infantry Soldier who deployed to Cameroon in Africa, Harper was inspired to serve as an Explosive Ordnance Disposal technician by his brother who served as an EOD tech.

The all-Army EOD Team of the Year competition was hosted by the 52nd EOD Group and 20th Chemical, Biological, Radiological, Nuclear, Explosives (CBRNE) Command. The 52nd EOD Group and 71st EOD Group are part of the 20th CBRNE Command, the U.S. military’s premier multifunctional and deployable CBRNE formation.

Headquartered on Aberdeen Proving Ground, Maryland, in Northeast Maryland’s science, technology and security corridor, the 20th CBRNE Command is home to 75 percent of the active-duty U.S. Army EOD techs and Chemical, Biological, Radiological, Nuclear (CBRN) specialists, as well as the 1st Area Medical Laboratory, CBRNE Analytical and Remediation Activity, Weapons of Mass Destruction Coordination Teams and Nuclear Disablement Teams.

Soldiers and Army civilians from the 20th CBRNE Command deploy from 19 bases in 16 states to confront and defeat the world’s most dangerous hazards in support of joint, interagency and multinational operations.

Brig. Gen. W Bochat, the commanding general of the 20th CBRNE Command, and Command Sgt. Maj. Dave Silva, the senior enlisted leader of the 20th CBRNE Command, attended the award ceremony.

Lt. Gen. Heidi J. Hoyle, the U.S. Army deputy chief of staff (G4) and the senior EOD officer in the U.S. Army, spoke at the awards ceremony.

Hoyle previously commanded the 71st EOD Group, and she served as the 41st U.S. Army Chief of Ordnance and commandant for the Army Ordnance School. She also previously served as the executive officer of the 242nd EOD Battalion in support of Joint Task Force Paladin. The combined task force had the critical mission of locating and defeating improvised explosive devices in Afghanistan.

Command Sgt. Maj. Dave Silva, the senior enlisted leader for 20th CBRNE Command and the senior U.S. Army EOD technician, said the competition strengthened the entire EOD profession.

“The 2025 all-Army EOD Team of the Year Competition was more than just a battle of skill. It was a proving ground for the indomitable spirit of the U.S. Army’s Explosive Ordnance Disposal warriors. In the face of adversity, these Soldiers displayed unmatched intelligence under pressure, relentless determination and the teamwork that defines our force,” said Silva.

A native of Long Beach, California, Silva has deployed seven times and served in Iraq and Afghanistan. He has served on protection missions for presidents and the Pope. He has also been to all 50 states and five of the seven continents.

Silva said the all-Army EOD Team of the Year competition showcased the strength, ingenuity and adaptability of the U.S. Army EOD techs who confront and defeat explosive threats.

“Every competitor in this year’s event showed what it means to be an EOD Soldier: the ability to rise, adapt and lead under pressure,” said Silva. “The winning team has earned their place at the top, but every Soldier who stepped into this competition has proven their worth, reinforcing that our Army is built on a foundation of excellence.”

As the U.S. Army’s explosives experts, EOD Soldiers take on dangerous and complex explosive devices that harm people and hinder missions.

Silva said EOD techs operate in a world where precision is essential, and the competition demonstrated the absolute commitment of the EOD techs to their profession.

“It requires a level of composure and frankly, sheer grit that few could comprehend. The focus is not on winning, but on executing flawlessly,” said Silva. “To hone those fundamentals, they lean on their teammates and trust the rigorous training they received.”

Silva said he was inspired by the EOD techs who participated in the competition.

“Your commitment strengthens our Army and safeguards our nation. Let this competition serve as a reminder that greatness is not achieved alone but forged through teamwork, discipline and a shared dedication to the mission. Keep pushing forward. Keep leading. And never stop striving for excellence,” said Silva.

“This wasn’t just another competition,” said Silva. “It was a demonstration of everything we embody as EOD technicians — the courage to face the unthinkable, the technical mastery to neutralize the threat and the unwavering commitment to protecting those who serve.”

Silva said Army Explosive Ordnance Disposal technicians save lives, protect property and enable operational success every day.

“EOD is not just a job — it’s a mission, a calling. It demands precision, resilience and the ability to act decisively when lives hang in the balance,” said Silva, adding that the Army EOD teams had lived up to the highest standards of the profession.

“I had absolute faith in their capabilities. I told them to go out there, be bold, be disciplined, and show the Army — and the world — what it means to be an Army EOD technician – to leave everything on the range, and that they did,” said Silva. “I couldn’t possibly be prouder. Liberty, We Defend!”

By Walter T. Ham IV

Posted in Army, EOD, Guest Post | Comments Off on Alaska-Based Explosive Ordnance Disposal Team Earns All-Army EOD Team of the Year

Forging the Future of Combat: Inside CALFEX with the Next Generation Squad Weapon

Thursday, April 24th, 2025

FORT CAMPBELL, Ky. — In Fort Campbell, Soldiers from 1st Mobile Brigade Combat Team, 101st Airborne Division (Air Assault), recently conducted a Combined Arms Live-Fire Exercise, utilizing the M7 rifle and M250 automatic rifle — marking a critical step in validating the Next Generation Squad Weapon platform.

Designed to replace the long-serving M4 and M249, NGSW brings new assurance to reshape small-unit tactics with enhanced range, improved lethality and advanced optics. The CALFEX set a high-tempo environment to assess the system’s performance under realistic conditions with combined arms elements, including dismounted infantry, aviation and indirect fire support.

“My first impression was how reliable the M7 was — we didn’t experience any malfunctions throughout the entire CALFEX,” said Staff Sgt. Caleb Harris, serving as a Platoon Sergeant from 2nd Battalion, 327th Infantry Regiment.

“That level of performance gave us the confidence to push the weapon to its limits,” he added.

This reliability allowed teams to maintain tempo throughout training, adjusting fire and maneuver without the disruptions commonly associated with older platforms. Additionally, fire teams explored new bounding techniques and sectors of fire, ensuring the improved stopping power of the M7 and M250 was effectively applied in both offense and defense. These tactical evolutions highlight the importance of early and continuous integration of emerging capabilities into mission planning at the lowest echelons.

The enhanced range and improved ergonomics of the M7 allowed for greater flexibility in small-unit leadership and fire team control. “As team leader, I was able to direct my guys to engage targets at extended distances while taking a brief tactical pause myself — not off the line completely, but just enough to reposition and get more accurate shots from better cover,” said Spc. Brandon Horvath, 1st Battalion 506th Infantry Regiment.

He emphasized the rifle’s design contributed directly to improved combat flow, especially in high-pressure scenarios. “I really like the side-charging handle. Internally, with the buffer system, it’s a lot easier for me to charge the weapon from the side when repositioning — it just makes transitions smoother,” said Horvath.

The NGSW’s integration into team-level tactics reinforced the need for adaptable employment strategies, particularly in open terrain or against fortified positions by giving Soldiers the ability to shape the battlefield from a distance.

Spc. Tristan Mann, 2nd Battalion, 327th Infantry Regiment, observed the practical benefits of increased range during tactical movements. “Being able to engage from farther out gave us more control over the fight. It changed how we moved, when we closed in, and how we set our fields of fire,” he said.

Cpt. Evan Myers from 1st Battalion, 327th Infantry Regiment, highlighted a new level of control and effectiveness with the M250 during the exercise. “The 250 has semi, which makes it easier to control a single shot or two rounds instead of doing 6-8 rounds,” he noted. “The suppressor reduces the muzzle flash, which is a huge advantage for maintaining concealment in low-light engagements.” His observations further emphasize how the system enhances both precision and survivability on the modern battlefield.

While the NGSW’s firepower and ergonomics were widely praised, Soldiers also noted the importance of evaluating how the system integrates with current loadouts and sustainment practices.

The M7’s slightly increased weight compared to the M4 — particularly when paired with the larger 6.8mm magazines. “It definitely feels a bit heavier on the kit, especially once you’re carrying a full combat load,” said Mann. “But the extra weight didn’t slow us down — if anything, it made every shot count more.”

Despite the strong initial impressions, leaders recognize time and sustained training are essential to fully validate the weapon system’s long-term value. “The more time we get to train with it, the more we will get to see how it really works,” said 1st Sgt. William Melko from 1st Battalion, 327th Infantry Regiment.

His comments reflect a balanced perspective shared by many senior leaders: while the NGSW shows great promise, true validation will only come with sustained exposure, data and experience across formations.

The integration of the NGSW into the CALFEX marked a significant milestone in the Army’s ongoing modernization efforts. Across planning, employment, execution, and sustainment, the M7 and M250 proved to be reliable, lethal and tactically transformative. Looking ahead, 1MBCT is preparing for its upcoming rotation at the Joint Readiness Training Center, where the NGSW will be further implemented and evaluated in a simulated operational environment. This continued use will provide valuable forward feedback. Exercises like this ensure the system is not only technologically sound but also operationally effective under realistic combat conditions

By SGT Marisol Romo Franco

Posted in Army, Guest Post, weapons | 34 Comments »

JFK’s Legacy Endures with Induction as Distinguished Member of the Special Forces Regiment

Wednesday, April 23rd, 2025

In an honorable and dignified ceremony marked by historical significance, former President John F. Kennedy was officially inducted as a Distinguished Member of the Special Forces Regiment in Pinehurst, North Carolina, April 11.

The U.S. Army Regimental Honors program recognizes individuals who have significantly contributed to the welfare, strength, and legacy of a regiment. The ceremony honored Kennedy posthumously, recognizing his visionary support for Special Forces and his enduring influence on modern warfare.

Jack B. Kennedy Schlossberg, Kennedy’s grandson, accepted the official acknowledgement of Kennedy’s induction into the regiment from Maj. Gen. Jason C. Slider, commanding general of the U.S. Army John F. Kennedy Special Warfare Center and School, the Special Operations Center of Excellence (SOCoE).

“Today, I’ll never forget it,” Schlossberg said, who accepted the distinction on his family’s behalf. “I can’t think of a better way to honor President Kennedy by teaching new generation to live by the values that he did and to hold them to the same high standard that history holds them to. The Special Warfare School is a living tribute to all that my grandfather stood for.”

In addition to Kennedy’s contribution to Special Forces history stood the former schoolhouse commander at the time, Lt. Gen. William P. Yarborough, whose determination parallelled the vision in establishing what would become the next generation of lethal warfighters, the Special Forces Soldier.

“Yarborough was a warfighter,” Slider said. “He fought and commanded in World War II with the 82nd Airborne Division. He was a leader of men, and he cared for them. He created the silver wings many of us are wearing tonight. He also designed the paratrooper jump boots. He was an infantryman, but his legacy is “the father of the modern Green Berets.”

Michael Yarborough, Lt. Gen. Yarborough’s grandson, attended the ceremony on his family’s behalf.

“This letter marked the milestone in the transformation to the Army as it responded to a wide variety of new and emerging threats that included unconventional warfare in faraway places like Vietnam,” said Yarborough, during his remarks at the induction ceremony. “Six months before he penned that letter, Kennedy visited Fort Bragg and my grandfather at the Special Warfare School […] I’m confident that President Kennedy, if he visited Bragg today, would look to Special Forces to bring any capabilities and moral character the Army needs as it continues to defend our country.”

The significance of the ceremony reflected a milestone in Special Forces history, the 63rd anniversary of Kennedy signing the memo that authorized the wearing of the Green Beret on April 11, 1962.

Because of Kennedy and Yarborough’s deep-rooted legacy in paving the path for Army special operations forces, the U.S. Army John F. Kennedy Special Warfare Center and School stands as a living legacy of their contributions and a pillar of excellence in the world of special operations military training and force generation.

Kennedy’s military history traces back during his time as a lieutenant in the U.S. Navy during World War II. Kennedy’s actions spoke to his character when he commanded a PT boat in the Pacific. In 1943, his boat, PT-109, was rammed and sunk by a Japanese destroyer. Despite his own injuries, Kennedy led his crew to safety. After World War II, Kennedy would go on to be elected as a democratic congressman for Massachusetts, serving three terms, and eventually becoming the 35th President of the United States of America in 1960.

During his presidency, in October 1961, after watching a demonstration of Special Forces capabilities at McKellar’s Lodge, Kennedy approved the Green Beret as the official headgear of Army Special Forces during his visit to Fort Bragg.

Following his visit on April 11, 1962, Kennedy penned an official White House Memorandum stating, “The Green Beret is again becoming a symbol of excellence, a badge of courage, a mark of distinction in the fight for freedom.”

Shortly after Kennedy’s assassination, as a tribute to his support, Yarborough added Kennedy’s name to the U.S. Army Center for Special Warfare, the previous name of the SOCoE. Named in his honor, the institution reflects Kennedy’s unwavering belief and executive sponsorship of unconventional warfare. His contribution to the fabric of Special Forces history was filled with many accomplishments and honorable service in the military, leading to his induction into the regiment.

While the induction falls on the anniversary of the signing of the memo, the induction references an action taken when Kennedy was first interred into Arlington.

At that time, moments after the assassinated president’s casket descended into the ground, boughs of pines were laid on the mound, and his 47-man Special Forces contingent that supported his internment was leaving, former Command Sgt. Maj. Francis Ruddy, the U.S. Army Center for Special Warfare command sergeant major, overcome by emotion, laid his beret down on the grave site.

“It was pretty much a reflex,” Ruddy said 14 months later with a New York Times reporter. “I stood there with a feeling of complete helplessness. I felt we lost a truly great person.”

When Robert F. Kennedy and Jackie returned to Arlington at midnight, they found Ruddy’s beret among the pine boughs that laid on top of the piled dirt. Ruddy explained to the Associated Press days after the funeral that “we considered it appropriate that it be given back to him.”

“President Kennedy’s confidence in our formation, his investment in our force, and his understanding of unconventional warfare leads us to stand as ready to respond to our nation today as we did 60 years ag,” said Lt. Gen. Jonathan P. Braga, commanding general of the U.S. Army Special Operations Command, during the induction ceremony. “As past Green Berets were able to stand guard over President Kennedy and honor his leadership in his family’s time of need; today, we Green Berets codify his legacy as one strongly intertwined with our own.”

During the ceremony, Schlossberg presented Gen. Bryan P. Fenton, commanding general of the U.S. Special Operations Command, with a page of Kennedy’s famous West Point speech in 1962 that included President Kennedy’s notes and edits from over six decades ago.

“On behalf of all of us, we formally welcome you to the Special Forces family,” Fenton said, during closing remarks.

Kennedy remains the only American president officially inducted into the Special Forces Regimental Hall of Fame as a Distinguished Member of the Regiment. His image, depicted in Special Forces halls and classrooms, continues to inspire generations of warriors. The ceremony not only honored his past contributions but also reaffirmed that his ideals remain firmly embedded in the heart of special operations.

To read President John F. Kennedy’s biography from the ceremony, visit www.swcs.mil/Portals/111/DMOR_2025_SF_JFK

By Elvia Kelly, U.S. Army John F. Kennedy Special Warfare Center and School

Posted in Army, Guest Post, History, SOF | Comments Off on JFK’s Legacy Endures with Induction as Distinguished Member of the Special Forces Regiment