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Archive for the ‘Army’ Category

75th Innovation Command Brings Unique Skills to EDGE 23

Friday, June 2nd, 2023

The 75th Innovation Command (IC), based in Houston, Texas, employs reservist Soldiers who have been recruited from the civilian world because of their sought-after technical skills and expertise.

The 75th IC team also bring decades of combined military experience with countless deployments under their belts.

“We are here because we are engineers, we are scientists, we all have STEM degrees and backgrounds, so it’s easy for us to talk the talk with these developers and innovators,” explained Chief Warrant Officer 3 Steven Dixon, an innovation technician with the 75th IC.

“I can see where these technologies could be applied on the battlefield, because we have been there. All of us,” added Dixon, who has been deployed six times.

Lt. Col. Martin Plumlee, officer in charge for 75th IC from the Huntsville Innovation Detachment said, “That’s sort of the beauty and secret sauce of the 75th. We are looking for those people who have those unique skills and abilities who can help the Army when they are wearing this suit [Army uniform] and still help the Army when they are wearing a different suit.”

So, who better to provide Soldier feedback during the aviation-centric Experimentation Demonstration Gateway Event, better known as EDGE, that took place at Yuma Proving Ground (YPG) in late April through mid-May than the 75th IC?

The three-week event brought Army Futures Command’s Future Vertical Lift (FVL) Cross-Functional Team and industry and international partners to the Yuma desert to work through network connectivity, frequency communication and flying maneuvers. The event culminated with a live capabilities demonstration for senior leaders and members of Congress.

“Our job here is to integrate and to be embedded with FVL to support all levels of their mission,” Plumlee explained.

That meant boots on the ground at YPG for the duration of the exercise to assess the technology and provide feedback. The 75th IC Soldier feedback in some instances provided the missing link to get a system just right.

Capt. Eric McClure, an Innovation Officer with the 75th and UH-60 Blackhawk pilot by trade, said there were several moments with technology creators where the collaboration led them to think, “Oh, I never really thought about this” or “The feedback you just provided will help us go back and fix a software error or bug we saw, or potentially help improve a system to make it more user friendly.”

EDGE provided the unique ability to gather creators, engineers and software developers with Soldiers for their instant assessment and recommendations.

“Failure is a gift” is a term McClure said someone coined during EDGE. He went on to explain, “It’s a great learning moment, so they can take that back and improve their system. You can see there is care in the eyes of these industry partners to fix those problems, and some have been doing that rapidly on the fly. They have their engineers and their software coders on site. They experience a problem one day, they immediately go back and try to fix it.”

EDGE’s location in the hot Arizona desert made for a perfect training ground. Yuma Test Center at YPG provides unrestricted airspace to allow for air and ground testing.

“You can design something, but if you don’t know how it’s integrated, if the person who is putting in the equipment, or the crew members landing, don’t interact on true missions, or mock missions where they are actually flying the aircraft in the dust with sweaty hands using the equipment, it makes a huge difference,” explained Chief Warrant Officer 4 Gerrit Jenniskens, a tech scout with the 75th IC.

“You see where the failure points are here in a test experimental environment. So, when they get out in the desert or mountain or wherever they are going to be operational, those variable points are reduced. Let’s get it right in the experimental phase,” Jenniskens added.

And that’s ultimately the goal of EDGE — looking to see if the presented systems will be effective solutions and useful for the Army of the future.

“We want to win and bring all our men and women home,” remarked Plumlee.

By Ana Henderson

How Agile is Changing the Way PEO EIS Develops Software

Saturday, May 27th, 2023

Combining 28 disparate Soldier and civilian training systems into one cohesive system requires more than extensive planning. It demands collaboration, prioritizing people over processes, and a willingness to respond to change in increments over time — otherwise known as an iterative approach.

PEO EIS’ Army Training Information System (ATIS), managed by Army Data and Analytics Platforms (ARDAP), is being developed with two priorities in mind: getting all the Army’s training data in compliance with the Army Data Plan; and building a system around the user’s experience through human-centered design. For ATIS, the users are Soldiers and civilians seeking training and educational opportunities, anywhere they are in the world. For Army leaders, ATIS’ biggest return on investment is time. ATIS will consolidate multiple cumbersome and outdated legacy systems, and will automate all training management, development, scheduling and resourcing. This will allow leaders to focus on training execution and readiness assessment throughout the Army.

The ATIS team has implemented a Scaled Agile Framework® (SAFe) workflow across all aspects of the development process by leaning into SAFe’s 10 Agile principles. As part of the process, the ATIS team incorporates Soldier, civilian and Army leaders’ feedback at every step along the way.

“Agile allows programs to pivot,” said Capt. James Oliver, ATIS’ assistant project manager. “Agile programs emphasize collaboration and communication between team members, customers and all stakeholders.”

With this Agile framework in place, the ATIS team has worked in program increments (PI) by breaking up the development work into smaller, manageable chunks, each 10 weeks long. Within each PI are a set of two-week sprints, which serve as short-term goals where the team plans, develops, tests and delivers a working set of features. Each sprint builds on the next, and each PI does the same — with iterations along the way as needed, when goals and objectives change. This process allows for flexibility, which is key to adapting to changes in priorities and user needs during the development process.

“The sprints are synchronized across all the teams working on the PI, and they are designed to ensure that the teams are aligned and working toward a common goal,” Oliver said.

Working in increments makes it easier and more efficient to change plans. For example, if the ATIS team spent 10 weeks working toward an objective — an entire PI — only then to find out a feature needed modification, it would require a significant effort to undo the last 10 weeks of development work. With shorter, two-week sprints, making feature or program modifications is significantly quicker and more efficient.

Unlike in a waterfall approach, where all requirements are established up front, Agile goes about software development differently by using a process called progressive elaboration. In progressive elaboration, each sprint and PI serve as building blocks for the next phase of development by further refining project requirements during the process — progressively.

“The hard part about this process when you’re dealing with software is that everything changes so fast,” said Melissa Lee, ATIS’ release train engineer. “That’s one of the reasons why Agile is really good for software.”

Tim Hale, ATIS’ product manager, echoed Lee’s thoughts. “When you’re building software, you need flexibility,” he said. “You also need to create an environment that allows for incremental deployments while iteratively getting finished software into capability support and a Continuous Improvement/Continuous Development pipeline. This [Agile] process allows that.”

Staying on track in an ever-changing environment is a challenge for the ATIS team — which is where a 15-minute daily stand-up meeting helps. The purpose of the stand-up is to ensure each team member is moving forward with their objectives and to work out any issues that may arise. It is one of the ways the ATIS team continues to improve as PEO EIS progresses toward becoming a fully Agile organization.

“It’s a very big deal in the Army in this digital transformation,” said Aric Sherwood of PEO EIS’ journey to becoming an Agile organization. Sherwood is the director of PEO EIS’ Acquisition Innovation Directorate. “Specifically for PEO EIS, which does a lot of the Army’s heavy lifting when it comes to software development.”

Adopting Agile across the Defense Acquisition System in its entirety poses its own challenges, which makes PEO EIS’ efforts especially innovative.

“I find that the Defense Acquisition System and Agile aren’t always compatible,” Hale said to this point. “Further regulatory changes would help with future digital adaption.”

As of May 2023, the ATIS team has entered the fourth PI in the development process. It is still early, but the team is thriving in its adoption of Agile.

“We’re doing great,” Lee said of the ATIS team’s progress. “People are starting to understand Agile and how it works. We’re building momentum.”

For PEO EIS, the success on ATIS is just the beginning in the organization’s Agile transformation journey.

By Dan Lawton

AirLand Battle Emerges: Field Manual 100—5 Operations, 1982 and 1986 Editions: TRADOC 50th Anniversary Series

Thursday, May 25th, 2023

U.S. Army Training and Doctrine Command’s 50th anniversary is July 1, 2023. In celebration, the TRADOC Communication Directorate in collaboration with the TRADOC Military History and Heritage Office, is sharing an article series highlighting key moments in TRADOC’s history to include the evolution of training, AirLand Battle, and gender integration.

JOINT BASE LANGLEY-EUSTIS, Va. – In 1976, TRADOC distributed 176,000 copies of the new Field Manual 100—5 Operations. This massive publication and dissemination effort marked but one of Gen. William E. DePuy’s, TRADOC’s first commanding general, purposes for the manual—to drive rapid change throughout an Army confronting an upgraded Soviet threat in Europe and contending with the aftermath of the long Vietnam War. Fresh doctrine, Depuy reasoned, would serve as a guidon for the Army, shaping everything it did, from training and education, to developing leaders and new equipment. Another no less significant purpose was to provide Soldiers with clear and practical guidance on how to fight and win on the modern battlefield against a peer opponent.

However, significant criticisms of Depuy’s brainchild emerged almost as soon as the last manual left the presses. First, many assessed that it prioritized defensive operations; the chapter on defense was indeed more robust than the one tackling the offense. Consequently, the term Active Defense quickly emerged as a shorthand reference for the manual. Second, the manual stressed the science of the application of modern firepower and force ratios, ignoring, some argued, the fundamental human element in warfare. Third, others contended the doctrine focused too narrowly on the Western European battlefield to the detriment of other forms of conflict across the spectrum of war. Finally, operational commanders worried that, in concentrating on tactical combat at the forward edge of the battle area, the manual neglected a key element of Soviet doctrine—that of echeloning forces in depth to maintain the momentum of any attack. This emphasis might commit U.S. Army ground forces to an attritional fight they could not win. Whatever their specific objections, all critics agreed with Depuy that future success started with 100—5, the Army’s capstone field manual, and that 100—5 should direct the force in all that it did.

A series of TRADOC commanders—Gen. Donn A. Starry (1977-1981), Gen. Glenn K. Otis (1981-1983), and Gen. William R. Richardson (1983-1986)—took up the challenge and led the effort to revise the 1976 document, culminating in two new Operations manuals that appeared in 1982 and 1986 respectively. Their sustained, consistent, and collective efforts saw not just revised doctrine, but the development of training and the fielding of equipment to make the doctrine work in practice.

Taken together, the 1982 and 1986 editions of FM 100—5 addressed the perceived weaknesses of the earlier manual. For example, they introduced a concept, dubbed AirLand Battle, that dealt with the problem of Soviet offensive doctrine by emphasizing attacking throughout the depth of the battlespace through synchronized effort across the joint force. While the Army primarily managed the frontline fight, the Air Force (mainly) as well as Army attack aviation and long-range fires would attrite and disrupt second echelon Soviet forces. Furthermore, the new doctrine highlighted the value of maneuver and aggressive action with both local and deep counterattacks serving to shock adversaries and enhance the morale of Soldiers, who would now hit back as well as defend.

Although thankfully never tested in Western Europe, the TRADOC-led effort to transform Army doctrine and the force in tandem with it contributed directly to success in the Gulf War of 1990-1991. Echoes may also be heard today in the Army’s current multidomain operations concept.

By Courtesy, TRADOC Military History and Heritage Office

New Rotary Wing Advanced Tactical Helmet for Nightstalkers

Tuesday, May 23rd, 2023

The Nightstalkers of the famed 160th Special Operations Aviation Regiment (Airborne) have adopted a new lightweight flight helmet called the Rotary Wing Advanced Tactical Helmet or RATH (pronounced Wrath).

Recently on display at the AAAA Summit in Nashville, the new helmet will replace HGU-56/P Rotary Wing Aircrew Ballistic Helmet (ABH) Systems which have been in service for decades. In fact, the 160th was one of the first adopters of the HGU-56/P in the 1990s.

The quest for a lightweight flight helmet which would reduce aircrew neck strain began five years ago and has taken the combined efforts of the US Army Aeromedical Research Lab, Air Force Research Lab, SOFWERX, USSOCOM and the 160th. The effort has culminated with this fielding.

Features:

• Meets / exceeds all US Army FNS / PD 96-18 Safety Requirements & Specifications

• 6 unique helmet shell sizes – does not put extra liner padding in larger sizes to create smaller sizes

• 24% average weight reduction across all sizes when compared to legacy HGU-56P helmet

• 9% increase in side-to-side field of view when compared to legacy HGU-56P helmet

• Optional ballistic applique to provide protection from small arms fire & fragments

• Ventilated carbon fiber shell with “penetration proof” Dyneema™ ballistic liner

• Koroyd™ damage control honeycomb liner with up to 18% more compression than EPS foam

• Lightweight adjustable dial suspension and retention liner assembly

• Hot swap ballistic visor can be changed in less than 30 seconds without tools

• Clear & tinted ballistic Class 1 visor

• Side mounting rails for lights & accessories

• Easy snap / release chinstrap buckle

• Quick-release ANVIS NVG shroud

• Headset can be worn independently from helmet

• Hearing pass-thru with dynamic sound suppression and volume control

• UmeCobra™ boom microphone offers an average of 10 dB improvement of legacy M-87 mic

• Gel earseals and adjustable nape pad for custom sizing and compression adjustment

Next Generation Family of Army Medium-Size Vehicles Tested at Ft Bliss

Tuesday, May 23rd, 2023

FORT BLISS, Texas — Under the heat of the desert sun, a convoy of military vehicles roll down a dirt trail, kicking up dust and sand as they reach speeds of 45 miles per hour.

The vehicles look familiar but are a little different from what Soldiers are used to seeing.

The vehicle driving down the dirt trails is the Family of Medium Tactical Vehicles, or FMTVA2. The FMTVA2 is being tested here with hopes it will replace its predecessor, the Light Medium Tactical Vehicle, or LMTV, allowing Soldiers across the Army to have access to a modernized vehicle.

“Driving the FMTV has been a complete game changer from the old LMTV,” said Spc. Salvador Castillo, a horizontal engineer with Alpha Company, 16th Brigade Engineer Battalion, 1st Armored Brigade Combat Team, 1st Armored Division.

Castillo and his unit tested the FMTVA2 for about 4 weeks and praised the improvements from the previous model.

Castillo expressed appreciation of the user-friendly enhancements, such as improved suspension, and the Drive Display Unit — a digital vehicle monitoring system that informs the driver of vehicle faults in real time.

Feedback from the Soldiers are integral to the equipment testing process. Input from Soldiers testing the equipment is collected and used to inform the U.S. Army Operational Test Command how the FMTVA2 performs.

David Rogers, a civilian employee of OTC and assistant test officer for the FMTVA2 follow-on operational test, said all the data requirements are captured, and testing criteria are met to ensure that they can coordinate with their sister unit, the U.S. Army Evaluation Center, to produce an evaluation report to inform Army senior leaders of the FMTVA2’s suitability and reliability.

“Our mission is to collect the data,” Rogers said. “We provide the data to the evaluators so they can inform decision makers within the Army.”

Rogers explained the evaluator’s role as vital to ensuring the test exercise conducted over the course of the follow-on operational test meets data requirements and gives an overall scope of the FMTVA2’s capabilities and its readiness to roll out to the Army and its Soldiers.

As training wrapped up, the Soldiers testing the FMTVA2 are confident in the vehicle’s performance and their ability to operate them.

“It’s a lot easier for our unit to use, and we’re already comfortable using it. It will make it easier for all of us across the board,” said Castillo.

Three Fort Bliss 1st Armored Division units took part in the operational test: Companies A and B, 501st Brigade Support Battalion, 1st Armored Combat Brigade Team; the 16th Brigade Engineer Battalion; with the 528th Hospital Center, 1st Medical Brigade also joining in.

Story by SSG Jacob Lang, 24th Theater Public Affairs Support Element, Fort Bliss, Texas

Photos by Mr. Tad Browning, OTC Lead Audiovisual Production Specialist

US Army Selects Blue Force Gear Sling as Authorized M4A1 Component

Monday, May 22nd, 2023

Pooler, GA – Blue Force Gear, the industry leader in modern combat slings, is pleased to announce that the US Army has chosen the patented Blue Force Gear Push Button Sling in both Black and Tan as an authorized attachment to the M4A1.

This modification can be done at the soldier level and both slings can be ordered through the Army’s Global Combat Support System (GCSS-A) using the following information: Vickers Push Button quick-adjustable sling from Blue Force Gear (Tan: NSN 1005-01-707-1744, Black: NSN 1005-01-625-4470).

After years of supporting the United States Marine Corps with their standard issue rifle sling, Blue Force Gear stands ready to fully support the US Army with the Push Button Sling and New Equipment Training and Education.

“The modern combat sling is probably the most overlooked and underutilized tool that—when properly sized, mounted, and employed—is the cheapest and most effective component for immediately enhancing a soldier’s lethality and safety,” said Chris Sizelove, Blue Force Gear Director of Education and Training. “I am proud of the Army for providing authorized options for the M4 besides the issued parade sling.”

Along with the sling options, the Army has also authorized additional modern buttstock options, most notably the B5 Systems Bravo (Black: NSN 1005-01-706-2373, Tan: NSN 1005-01-706-2510), which, when used in conjunction with the modern combat sling adds many additional capabilities to the combat rifle system.

“By authorizing our proven sling, the Army has made it easier than ever for Soldiers to improve marksmanship and weapon handling,” said Ashley Burnsed, CEO at Blue Force Gear. “This is a huge win for the US Army.”

Arctic Angels Put Freeze-Dried Plasma to the Test

Friday, May 19th, 2023

FORT WAINWRIGHT, Alaska — Team members with U.S. Army Medical Materiel Development Activity participated in an arctic conditions assessment of its freeze-dried plasma, or FDP, program recently, partnering with the 11th Airborne Division at Fort Wainwright, Alaska to assess performance of its plasma kits as part of the Joint Pacific Multinational Readiness Center exercise last month.

During the assessment in Alaska, 11th Airborne Division medical providers, conducted scenario-based training for casualty treatment in real-world conditions. These scenarios included mass-casualty training, frontline field treatments and airborne operations to test the FDP kits in conditions paratroopers may face during combat operations.

Assessments of treatments, products and devices, including FDP, are critical to the development process of the lifesaving technologies designed for the rigors of U.S. combat operations. Exposure to extreme elements, like the blistering cold found at Fort Wainwright, help serve as proof-of-concept for products like FDP, according to Andy Atkinson, FDP product manager with USAMMDA’s Warfighter Protection and Acute Care Project Management Office, known as WPAC PMO.

“We really value the input from individual Soldiers on FDP’s performance during an airborne operation in the Arctic,” said Atkinson. “Freezing temperatures create unique challenges for medical products which can degrade with repeated freeze-thaw cycles. The Soldiers didn’t see that with FDP and the overall resounding feedback from the field was positive, with Soldiers eager to get their hands on this product. That’s really valuable feedback for the program office.”

USAMMDA’s WPAC PMO has been developing both human and canine FDP since 2010 as part of its modernization efforts in support of medical providers in the U.S. military joint forces — plasma and other blood products are a key focus of the U.S. Army and the Department of Defense’s medical development efforts to help prepare warfighters for tomorrow’s wars.

A distinct advantage of FDP over similar blood products designed in previous years is its durability and suitability for use as close to the point-of-injury as possible — placing expeditionary FDP in the hands of medics, corpsmen and medical officers to begin blood replacement in the critical minutes and hours after injury, according to Lindsey Garver, Ph.D., deputy project manager with WPAC.

“FDP provides a shelf-life and storage conditions that allow it to be used as far forward as Role 1,” said Garver, referring to medical care provided by first responders at the unit level. “It could be stockpiled offering a significant logistical advantage over whole blood for hemorrhage control. It is one of several blood components USAMMDA has in development to supplement the blood supply on the battlefield.”

The WPAC team is leading the development efforts for both human and canine FDP, partnering with stakeholders across the Department of Defense and non-DOD medical development partners. A critical component of the FDP development process is the feedback gained through touchpoints to assess both the current needs of the frontline medical providers and the utility of FDP in its current state of development. Responses from potential end-users like the medical providers with 11th Airborne Division help the WPAC team refine their approach during all phases of development, according to Garver.

“FDP is one component of blood that can be used for transfusion; it can also be used to maintain a service member at or near the point-of-injury as a bridge to transfusion,” said Garver. “In the case of the 11th Airborne Division partnership, it allowed us to understand how FDP would be used in an Arctic environment, how the product and packaging held up during airborne operations with combat medics, ease of use and if it performed to standard at both the point-of-injury and battalion aid station level of care. There is significant interest in ensuring a safe and substantial blood supply is available to our warfighters in environments with contested logistics and evolving battlefield scenarios. FDP is a critical part of that.”

Blood plasma, the liquid part of blood, “contains important proteins and other substances crucial to one’s overall health,” according to the American Red Cross. U.S. military medical providers have used plasma since at least WWII due to its lifesaving properties when no or limited supply of whole transfusable blood is available.

Given the wide range of possible future battlefields, it is important to develop, test and field blood products, including FDP, that are approved by the Food and Drug Administration; user-friendly; and expeditionary, according to Kendra Lawrence, Ph.D., the WPAC program manager with USAMMDA. Near real-time feedback from intended end users, including the evaluation of FDP in partnership with 11th Airborne Division during JPMRC, gives the WPAC development team insight into current progress of FDP and to cater the product with the end-user in mind.

“The JPMRC exercise and collaboration with 11th Airborne Division was a unique opportunity for the program office to gain real-world user feedback on the performance of a life-saving blood product in an artic environment,” said Lawrence, herself an Army and Iraq War Veteran. “Importantly, they showed that freeze-dried plasma is resilient, transportable, and easy to use under austere freezing conditions.”

By T. T. Parish

Exercise in Philippines Assesses Progress of 1st Multi-Domain Task Force

Thursday, May 18th, 2023

CAMP MAGSAYSAY, Philippines — As one of Army Futures Command’s first forays into in-theater persistent experimentation, a team of observers/assessors were in the Philippines looking at the 1st Multi-Domain Task Force’s capabilities in the Pacific.

This Joint Warfighting Assessment, or JWA, team observed the 1st MDTF’s concepts and capabilities during Balikatan 23, a Marine-led exercise. The JWA23 team is led by the U.S. Army Joint Modernization Command and includes experts from various capability development integration divisions. The assessment is meant to build on the lessons learned during past Joint Warfighting Assessments and Project Convergence capstone events. With persistent experimentation, regular assessments like this throughout each year will allow Army modernization and transformation efforts to maintain momentum and speed.

Brig. Gen. Bernard Harrington, commander of the 1st MDTF, underscored the significance of initiatives like JWA23 in shaping the future of the Army in the Indo-Pacific.

“JWA23 is an opportunity to get multiple teams together to figure out how we get the Joint force into position in the Indo-Pacific” Harrington said. “Over the last two years, [U.S. Army Pacific] has steadily increased investments in the first island chain, placing combat-credible forces on key terrain to build interoperability with key partners. JWA23 is one feedback mechanism to evaluate how we prevent conflict and prevail in competition.”

The MDTF is the newest formation in the Army and is at the forefront of Army experimentation. Many of the new capabilities the Army is looking to in the future would come from the MDTF. During JWA 23, the JMC-led team assessed the 1st MDTF’s ability to integrate with joint partners and allies, joint sensor-to-shooter efforts, joint networking and joint force protection. As part of preparing for future conflict, the MDTF is being asked to do things the Army has never done before.

Balikatan is the largest annual bilateral exercise conducted between the Philippines and the United States. This year’s exercise, which took place in late April, was the largest to date, with more than 17,600 participants. Balikatan advances combined military modernization and capability development efforts by providing realistic rehearsals of concept, as well as numerous subject matter expertise exchanges.

From the beginning, the build of the MDTF was designed to be a joint force enabler. Looking specifically at the Pacific, adversaries have spent the past 20 years designing a network to keep out the Army’s joint force partners, focusing on high-flying aircraft and large maritime vessels, said Lt. Col. Ben Blane of the 1st MDTF.

“When we talk about the Balikatan exercise, we do have this relationship with the partners here in the Philippines,” Blane said. “But we’re also bringing in our partners from the U.S. Air Force and the U.S. Marines. We’re connected with our partners afloat in the Pacific and also in our main operations center at Joint Base Lewis-McChord who are helping us with some of these concepts. It’s that partnership, and then together, really building those capabilities forward in the Pacific. So, if we do rise to the point of conflict, we have some survivable positions here that can support the joint force.”

The Joint Modernization Command and its Joint Warfighting Assessments have been important to the MDTF’s experimentation and development from the start, Blane said. And as part of AFC’s persistent experimentation efforts, JWAs continue to be an integral part of developing the right capabilities with the right people for the future of competition and warfare.

“To take you all the way back to JWA19, the assessors saw the value in filling some of these gaps that we were talking about,” he said. “There was a quote in the final document that said the Army needs to immediately prioritize this formation and get into both PACOM and EUCOM as fast as possible. You saw the activation of the MDTF soon after.

“Bringing in this team here during JWA23, we refine these ideas, talk about these concepts, talk about the things we’re learning, and then get it through that other lens where we’re bringing in experts with the JMC team and all of the Army Modernization Enterprise,” Blane said. “We’re really honing in on what we’re doing here, why it’s important and then taking that refined message and then being able to push that back out to the rest of the force. That’s huge. And I’ll tell you what, the Soldiers are super excited about what they’re doing.”

MDTF experimentation is critical to getting the formations and capabilities of future warfare correct. Joint and Combined multidomain operations are key to the future, and the MDTF is at the cutting edge of that concept.

By Jonathan Koester