Having a good idea is where you start, but where do you go from there?
The next step is getting buy-in and others involved, and to do that, you need a pitch.
Something that grabs the audience’s attention, conveys the value of your idea, and inspires people to action.
Not sure how to build one? Attend 82nd Innovation’s “Build the Perfect Pitch” class on 09AUG at the Airborne Innovation Lab on Fort Liberty.
RSVP: 82dinnovations@army.mil
QUANTICO, Va. —
As global tensions continue to rise, the Marine Corps once again finds itself at the forefront of a strategic transformation—shifting its focus from a decades-long, land-locked War on Terror to addressing increasing great power competition in the South China Sea.
Recognizing the rapidly shifting security environment outlined in the 2018 National Defense Strategy, General David H. Berger, the Corps’ visionary former commandant, launched Force Design 2030—a comprehensive modernization effort aimed at preparing the Corps to “serve as a naval expeditionary force-in-readiness and operate inside actively contested maritime spaces in support of joint campaigns.”
As the Corps continues its foundational shift towards the Pacific, however, one thing has become clear: if Marines are to pivot to support distributed maritime operations—operating for extended periods with limited outside support—the need for an organic air defense capability becomes imperative.
“MRIC is a middle-tier acquisition rapid prototyping effort, serving as a short-to-medium range air defense system that fills a crucial capability gap in the Indo-Pacific’s contested theater.” Lt. Col. Matthew Beck, product manager for A-MANPADS/MRIC
Moving to address this new geopolitical reality and shifting security environment, Program Executive Officer Land Systems is preparing to field the Marine Corps’ Medium-Range Intercept Capability, or MRIC. This state-of-the-art missile system detects, tracks, identifies and defeats enemy cruise missiles and other manned and unmanned aerial threats.
“MRIC is a middle-tier acquisition rapid prototyping effort, serving as a short-to-medium range air defense system that fills a crucial capability gap in the Indo-Pacific’s contested theater,” said Lt. Col. Matthew Beck, product manager for A-MANPADS/MRIC. “Although it was primarily designed for cruise missile defense, MRIC also boasts capabilities against other airborne threats and has demonstrated a high level of success in integration efforts through a series of live fire events.”
Harkening back to the days of the legacy HAWK system—the Corps’ last medium-range surface-to-air missile, which was divested in the late 90s—MRIC stands as the much-needed response to the evolving challenges of modern warfare by providing the ability to exist and persist within enemy weapon engagement zones. As highlighted in Force Design 2030, this is particularly relevant to the fleet’s operations in the Indo-Pacific, where the warfighter is often positioned squarely within enemy weapons’ reach.
“Simply put, MRIC is designed to protect near fixed and semi-fixed critical assets, primarily from the threat of cruise missiles,” said Beck. “In practical terms, MRIC offers protection for our Marines, allowing them the freedom to conduct operations within an enemy’s weapon engagement zone. In short, the warfighter can focus on executing the mission while being shielded from potential threats.”
All this is made possible by the incorporation of existing capabilities. MRIC, which counts the Corps’ Ground/Air Task-Oriented Radar and Common Aviation Command and Control System among its primary subsystems, also incorporates technology from Israel’s proven Iron Dome system.
But the Corps’ new air defense system is much more than a force multiplier; it’s a key example of a successful Force Design 2030 outcome, which calls for “the immediate implementation of an intensive program of iterative concept refinement, wargaming, analysis and simulation, and experimentation.”
“MRIC, our counter cruise missile solution, exemplifies efficient integration and smart acquisition,” said Don Kelley, program manager for GBAD. “We’ve harnessed field-tested technologies and incorporated them into our system. This comprehensive amalgamation, validated through rigorous live-fire exercises, has enabled us to meet the counter cruise missile capability needs identified in Force Design 2030.”
By using the right acquisition vehicle and striving to avoid “reinventing the wheel,” the MRIC team is on track to go from conception to prototyping in less than five years—lightspeed in acquisition terms. Furthermore, by conducting various rounds of live fire tests and rapid prototyping, Marine experimentation and feedback play a key role in the team’s efforts.
“Force Design 2030 and updates emphasize experimentation and a strong air defense for the Marine Corps,” said Beck. “Middle tier acquisition, with rapid prototyping, aligns with these goals. By integrating high technology readiness level components and seeking Marine feedback through small-scale deployments, we can refine and scale the Medium-Range Intercept Capability and get it to the fleet in a timely manner.”
Although trusting the process brings along many challenges for the team, their creative spirit and commitment to working with the fleet has allowed them to turn challenges into successes.
“The real challenge lies in introducing this unprecedented system to the Marines who have no prior analogous equipment. Our training and logistics teams are rigorously working to ensure we cultivate the right skill set among the Marines to operate this state-of-the-art system effectively, recognizing that even the best capability serves no purpose if our Marines aren’t prepared to use it,” he noted.
Here, we see another clear nod to Talent Management 2030, a personnel management pillar within Force Design 2030 which calls for the alignment of “talents of individual Marines with the needs of the service to maximize the performance of both.”
The team’s success, however, begs the question: is this kind of acquisition success story replicable? According to Kelley, the answer is a resounding yes.
“In my view, effective best practices are rooted in a clear mission, compact and dedicated teams, and unflinching transparency with all stakeholders,” he said. “Crucially, assembling the right personnel, individuals who are proficient or willing to learn, is non-negotiable. We avoid getting entangled in unnecessary bureaucracy, focusing on the essence of policies rather than their letter. By focusing on intent when interpreting requirements, we can streamline our operations to achieve our objectives swiftly, while still adhering to safety and compliance norms. Ultimately, our approach to best practices hinges on effectiveness, agility, and a refusal to ‘reinvent the wheel.’”
Things are moving quickly for the team, and their efforts are poised to pay off.
Barb Hamby, PEO Land Systems spokesperson, recently told Breaking Defense, “A series of activities will take place during fiscal 2023 and 2024, culminating with a quick reaction assessment… for the MRIC prototype, under the Middle Tier Acquisition Rapid Prototyping framework. Both the ongoing certification processes and the quick reaction assessment will inform the Milestone Decision Authority on the potential fielding of the MRIC prototype.”
Moreover, the MRIC team is preparing to hold a quick-reaction assessment in September 2024. If things continue to go to plan, the program could enter production in fiscal year 2025.
In an era characterized by escalating global tensions and the increasing importance of maritime dominance, the Marine Corps is once again demonstrating its ability to adapt, evolve, and rise to new challenges. As the Corps advances towards the transformative vision of Force Design 2030, the successful development and expected fielding of MRIC represent key milestones in this journey. More than just the acquisition of new equipment, MRIC’s successful progression exemplifies the potency of innovation, agility, and strategic international partnerships. It offers more than a solution to a tactical problem, instead symbolizing a rebirth of the Corps’ air defense capability, fitting for the complex battlefields of the 21st century.
By Johannes Schmidt | PEO Land Systems
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ROCK ISLAND ARSENAL, Ill. — If the nation requires a large-scale mobilization of troops, First Army and its enterprise partners must be ready to deliver.
With that in mind, First Army has joined with nearly a dozen of those partners for Pershing Strike 23, a deliberate command post exercise, which began July 25 and runs through August 4. The event incorporates mobilization exercises conducted at mobilization force generation installations and involves more than 3,000 personnel at several installations including: Rock Island Arsenal; Fort Riley, Kansas; Fort Stewart, Georgia; Camp Atterbury, Indiana; and Fort McCoy, Wisconsin.
Also participating are staff members from First Army Division East and First Army Division West, at Fort Knox, Kentucky and Fort Cavazos, Texas, respectively.
Bradley White, chief of the First Army Plans and Mobilization Division, said the exercise serves to “demonstrate First Army’s ability to provide the pre- and post-mobilization training and support that our Reserve component partners will require to successfully prepare for a deployment in support of a combatant commander.”
The process gives insight into the effort, coordination, and cooperation that would be required of First Army and its enterprise partners in event of a large-scale mobilization operation, or LSMO. Such operations are crucial to the nation’s defense, noted Col. Shawn Creamer, First Army director of operations.
“The Reserve component comprises 52 percent of the total Army and many of the key enabler capabilities resident within the Army — engineers, logistics units, military police, etc. — disproportionately reside within the Reserve Component,” he said. “The Army and the joint force rely on the Reserve component, our citizen Soldiers, to sustain our global operations and activities, and to advance U.S. national interests. Without the efficient and effective mobilization of a well-trained Reserve component, the Army cannot deliver land power when asked and the joint force cannot win when called.”
This statement speaks to the importance of holding the exercise. “We use training and exercises like Pershing Strike to both validate our current plans and test out new concepts,” Creamer said. “We press these plans and concepts to the breaking point, to see what works and what doesn’t. Out of this we can not only adjust our plans to correct identified shortfalls, but more importantly, articulate areas of risk to Army senior leaders.”
Being ready to fight is what the Army is all about, noted Rick Fink, First Army director of training and exercises. “LSMO is the reason there is an Army and Pershing Strike stresses our entire system,” he said.
During Pershing Strike 23, units and Soldiers are hit with an array of challenges they must respond to quickly and calmly. Injects, be they related to weather, personnel or logistics, force the participants to react and adapt.
It is a continually improving process, Fink said, adding that First Army and its enterprise partners have taken lessons learned from previous Pershing Strike exercises, refined them and applied them to today’s environment. That momentum will continue as input from this iteration will be applied going forward.
“We’ve seen what works and we see what changes we need to make and asked how can we do this better, more efficiently and quicker,” he said. “All the information we’re collecting, the purpose is to enable leaders to better understand what is happening on the ground. They are empowered with the best information to make the best decisions.”
Along those lines, White said key goals of Pershing Strike include establishing a shared understanding “of the sheer heavy lifting (required) by the entire mobilization enterprise to successfully execute LSMO” and identifying “critical gaps in the enterprises’ capability and capacity to support LSMO and work towards solutions.”
He added that Pershing Strike and its associated mobilization exercises also serve to increase readiness of the involved units: “By bringing together the critical mobilization enterprise partners and providing a representation of the workload and stress on the mobilization enterprise that would be experienced during a LSMO event, each unit, headquarters and the enterprise partners can flesh out their policies, processes and procedures required to execute mobilization operations.”
While most First Army personnel were doing their usual jobs during Pershing Strike, Col. Stew James stepped back from his role as senior advisor to the Army National Guard for Pennsylvania to serve as an observer coach/trainer during the exercise. He explained his responsibility in that capacity was to “observe processes and provide feedback. I take what they said they did well last year and make sure they’re still progressing. We want to expand our knowledge and not take a step back.”
That requires working toward a common goal. “It’s a team effort,” James said. “You have to crosspollinate that knowledge across the enterprise to make it efficient. By getting enterprise partners involved, we’re going to be better at knowing the problem sets that will appear if we have to do a large-scale mobilization. Every commander’s update brief and battle update brief, there is knowledge shared and that’s the benefit of this.”
It’s all geared toward First Army and its partners leaving the exercise better than when they started. “We should see growth,” James said. “Each iteration of Pershing Strike, we are gaining organizational knowledge and experience. Building that mobilization knowledge is critical so that we are solving new problems, not re-learning old problems.”
White emphasized the crucial role played by First Army’s enterprise partners, which include U.S. Army Forces Command, Installation Management Command, the Army National Guard, U.S. Army Reserve, U.S. Army Medical Command, U.S. Army North, U.S. Transportation Command, Army Sustainment Command, Army Materiel Command, U.S. Army Network Enterprise Technology Command and Military Surface Deployment and Distribution Command.
“Without the enterprise we will be unable to be successful at our mission of providing trained and validated (Reserve component) forces for the combatant commander,” he said. “Without the enterprise we can’t move our mobilizing units and their equipment to and through the [mobilization force generation installation] to the port. We can’t feed, billet or move our mobilizing units during post-mobilization training and without the enterprise support at our [mobilization force generation installations] our training brigades cannot execute their training and validation mission.”
While the exercise ends next week, the process will continue. Lessons learned will be taken back to respective installations, added to standard operating procedures, drilled on again and integrated into a system that will have First Army ready to deliver trained and ready troops if called upon.
By Warren W. Marlow
WASHINGTON — This year marks 50 years since the founding of U.S. Army Training and Doctrine Command and U.S. Army Forces Command.
“TRADOC today is not exactly like the TRADOC established in 1973, but throughout that time, the command has persevered as an organization and fulfilled its numerous missions — especially training” said Britt McCarley, TRADOC chief historian, who has been with the organization since 1988.
TRADOC and FORSCOM were founded during World War II as one organization known as the Army Ground Forces. When formed in 1942, the Army Ground Forces was the largest training organization ever established in the U.S. with 780,000 troops, which peaked at 12.2 million Soldiers by July 1, 1943.
After several reorganizations, Army Ground Forces finally settled into the two organizations they are today: TRADOC and FORSCOM. TRADOC and FORSCOM’s split 50 years ago came from a need to support two separate missions.
“TRADOC recruits and trains the next generation of Soldiers — develops adaptive leaders, helps modernize the force and shapes the culture of the Army. TRADOC was born out of innovation and that is still our mission today,” said Gen. Gary M. Brito, commanding general, TRADOC. Brito added that TRADOC provides institutional training throughout a Soldier’s career.
“TRADOC is improving our Army’s ability to fight and win large scale combat operations through the conduct of multi-domain operations.”
In addition to recruiting, training and education, TRADOC also establishes standards and drives improvement in the Army wherever it can. Whereas FORSCOM’s mission is to train and prepare the force to be globally responsive to build and sustain readiness for commander requirements.
“For me, the most rewarding part [of working for TRADOC] is the chance to be part of an organization that contributes to the common good of the United States,” McCarley said. “Defense of the nation is fundamental to the life of any country, and the opportunity to contribute to the larger American defense mission is the most rewarding part of my civilian service.”
On average, TRADOC trains more than 750,000 Soldiers and service members every year in its 32 Army training centers.
“I could not be more honored to serve with the dedicated team of civilian and military members, who support our Army mission every day,” Brito said. “But this 50-year anniversary isn’t TRADOC’s alone — it carries added significance to the Army as it is also the anniversary of U.S. Army Forces Command and the all-volunteer force. I look forward to our next 50 years and what the future has in store for our great Army.”
By SFC Michael Reinsch
BRISBANE, Australia — Technology by definition is the application of scientific knowledge for practical purposes, especially in industry.
With a force of more than 1.4 million service members, not including Reserve and National Guard component service members, Dr. Nathan Fisher says the U.S. Department of Defense is always looking years ahead for the advantage in the continually evolving, multi-trillion-dollar industry.
While significant amounts of U.S. military spending is allocated towards weapons platforms, a relatively small portion goes into the wellbeing of its most critical assets — U.S. Soldiers, Airmen, Sailors, Marines, Coast Guardsmen and Guardians, according to Fisher, a senior scientist with the Joint Program Executive Office for Chemical, Biological, Radiological and Nuclear Defense.
Currently, Fisher said that funding is being used to test new technology that could help DoD prevent heat-injuries among its service members, among other things. He said more than 12,000 U.S. service members experience heat injuries annually.
Fisher said various research and development organizations within the DOD are participating in a one year Wearables Pilot Program to gain insight on how to implement wearable bio-physiological monitoring devices into the military from a practical and architectural vantage point.
The wearables come in various forms, which in some cases are familiar as a smartwatch.
One of its latest devices made the thousands of miles journey from the U.S. to Australia to be tested on service members training as a part of Exercise Talisman Sabre 2023.
“What we have here is the Health Readiness and Performance System, which is one of the devices that we’re evaluating as part of the wearables experiment (at) Talisman Sabre,” Fisher said.
The piece of technology connects to a data strip on the skin over the heart, which is nearly the size of a standard bandage you’d have in a medicine cabinet.
Although it takes up a small amount of space on a service member who otherwise carries upwards of 60 pounds of gear, its capacity to save lives is enormous.
“This particular device can do a number of things, but one of many is to identify early signs of heat stress and heat illness,” said Fisher, the native of Arlington, Virginia, who is also the rank of major in the U.S. Army Reserve.
The device connects to a cell phone through a receiver via secure communications technology.
“It measures heart rate, heart rate variation, respiratory rate, pulse oxygen level activity, and a few other physiological metrics that all come together in order to enable a predictive algorithm to analyze the data from that service member and then alarm that individual, or squad leader, or medic to take a look at that person,” Fisher continued.
A squad leader in the immediate area, or a medic receiving the information via a server, can receive the data to make an informed potential life-saving decision.
According to Fisher, the device ideally takes two days to establish a baseline reading of an individual’s data.
He said information derived from a collection of individuals’ data can also lead to preventive medicine measures amongst a formation including the spread of communicable diseases and viruses.
Wearables have commanded the attention of senior leaders supporting Talisman Sabre.
“I don’t get too excited about technology but this device is lifesaving,” said U.S. Army Col. Kevin Bass, the deputy commanding officer of 18th Medical Command, which is part of the Australian Defence Force and U.S. Combined Joint Theater Medical Component in supporting Talisman Sabre.
Dr. Nathan Fisher, a senior scientist, sits with U.S. Army Sgt. 1st Class Timothy Hughes, the public affairs chief for U.S. Army Pacific’s 18th Medical Command, and the Australian Defence Force and U.S. Combined Joint Theater Medical Component to discuss “Wearable Pilot Program” technology being tested in the field during Exercise Talisman Sabre 2023. The Combined Joint Theater Medical Component coordinates and synchronizes health service and support across the Australian continent, which is nearly the size of the mainland of the U.S. Talisman Sabre is the largest bilateral military exercise between Australia and the United States advancing a free and open Indo-Pacific by strengthening relationships and interoperability among key allies and enhancing our collective capabilities to respond to a wide array of potential security concerns. (U.S. Army video by Sgt. 1st Class Timothy Hughes/Released)
While reflecting on his service with the “Screaming Eagles” of the 101st Airborne Division (Air Assault), he noted how a small percentage of paratroopers were expected to receive varying degrees of injuries on a given jump.
“Imagine if the medical guy sitting at the lead edge of the drop zone had an app,” Bass said. “You can sit there and scroll through it, and maybe in a future version of this, you can automatically race to the ones with an alert status.”
Currently, more than 500 service members across the Australian continent are testing the wearable technology.
The Combined Joint Theater Medical Component coordinates and synchronizes health service and support across the Australian continent, which is nearly the size of the mainland of the U.S.
Talisman Sabre is the largest bilateral military exercise between Australia and the United States advancing a free and open Indo-Pacific by strengthening relationships and interoperability among key allies and enhancing our collective capabilities to respond to a wide array of potential security concerns.
By SFC Timothy Hughes
SAN ANTONIO (AFNS) —
An idea to deliver multi-capable equipment for agile combat employment operations won the 2023 Air Force Installation and Mission Support Center Innovation Rodeo July 21 in San Antonio.
Lt. Col. Brandon Baughman, 187th Operations Support Squadron commander at Dannelly Field, Alabama, will receive a share of at least $1 million in funding and resources from AFIMSC to move the HULK, WOLVERINE and KRAYT initiative, or HWK-i, forward.
“Winning this year’s Innovation Rodeo is awesome,” Baughman said. “We’ve been working really hard on our own and it’s a relief there’s an organization out there like AFIMSC to support us and help make it happen.”
HWK-i is a one-stop-shop package of capabilities providing commercial, off-the-shelf solutions for shelter, power, water, communications and security. HWK-i only takes up two-to-three pallet positions on an aircraft, does not require a forklift or cargo loader and resolves capability gaps caused by large equipment that is not multipurpose.
“Project HWK-i is three capabilities wrapped up in a package deal,” Baughman said.
HULK, or heavy utility lifting kit, is designed to load and unload palletized cargo. WOLVERINE is a multipurpose expeditionary platform to load and unload cargo, move aircraft, load weapons, pump fuel, generate electricity and more. KRAYT is an operational hub of integrated, interoperable modular capabilities including a hybrid power solution, redundant communications, security systems and a self-sustaining water generation capability.
“It’s the multi-capable Airman concept manifested into equipment,” said Col. Kelly Sams, AFIMSC vice commander and a judge for this year’s rodeo. “In a container – you drop it and you go – it’s very impressive. I’m also very impressed with all the ideas brought in together to create a containerized unit.”
Other 2023 Innovation Rodeo winners include:
Second Place: Tech. Sgt. Joshua Solomon, Air Force Services Center, Joint Base San Antonio-Lackland, with Automated Robotic Dish Room.
Third Place: Master Sgt. Michael Olsen, 325th Maintenance Group, Tyndall Air Force Base, Florida, with Mission Readiness Training Scheduler.
“Thanks to all our innovators here and across the Department of the Air Force. Keep those ideas coming. We need your ideas in our greater Air Force,” Sams said. “Every single one of the finalists brought forward an idea that we need tomorrow – some of them we needed yesterday – so please keep going.”
Now in its fifth year, the annual AFIMSC Innovation Rodeo gives Airmen and Guardians an opportunity to partner with innovation experts and get funding and resources to pursue scalable ideas that will help the DAF deliver faster, leaner and more resilient capabilities, improve installations, or support families in a better way.
Over the years, AFIMSC has invested more than $17 million and landed more than $80 million in government and venture capital funding to pursue, develop, test and field projects pitched by finalists during each rodeo.
“It’s not just about funding,” said Dustin Dickens, principal innovation program manager. “It’s also about collaboration, mentorship, team building and the way AFIMSC can execute to move projects forward.”
Finalists spent three weeks learning from leading innovators and collaborating with peers and industry partners virtually before coming to San Antonio to pitch their ideas to a panel of senior-leader judges.
The top ideas were selected because of their potential impact on mission requirements and ability to scale across the entire enterprise, said Jadee Purdy, AFIMSC chief innovation officer.
“This year, we added an element to target projects we know our senior leaders are really looking for to improve warfighter capability,” she said. “We worked hard on targeting ideas that were mission focused and ready to scale.”
Innovation Rodeo gives all Airmen and Guardians a place to take an idea and have it heard by senior leaders, Purdy said. Support from the AFIMSC team can include a business case analysis to ensure ideas have value, connections to multi-functional teams and subject matter experts, and pathways to acquisition or connecting with other resources to move a project forward.
“Anyone who puts in the time and effort to submit to the Innovation Rodeo is going to walk away with support they didn’t have prior to the rodeo,” she said.
For the finalists, lessons learned and tools gained during the Innovation Rodeo will help them continue to innovate and motivate others after they return to their home stations.
“I have a long career ahead of me, so what I’m learning now, whether it’s asking questions, knowing what to look out for, anything innovation related … this is definitely going to carry on with me throughout the future,” said 2nd Lt. Kiara Nuevo, 305th Aerial Port Squadron Passenger Operations and Innovations program manager at Joint Base McGuire-Dix-Lakehurst, New Jersey.
“Innovation is crucial in today’s Air Force,” she said. “We can’t afford to be the ones trying to catch up; we have to be ahead.”
For full coverage of the 2023 AFIMSC Innovation Rodeo, including video of the full rodeo and individual project presentations, visit here.
By Shannon Carabajal, Air Force Installation and Mission Support Center Public Affairs
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