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Revolutionizing Operational Testing: The Next Generation Squad Weapon (NGSW) Expeditionary Operational Assessment at Fort Johnson

Friday, June 13th, 2025

FORT JOHNSON, La. — Amidst the evolving landscape of military acquisitions and the Army’s renewed commitment to agile, rapid capability development, the Next Generation Squad Weapon (NSGW) has undergone a pivotal Expeditionary Operational Assessment (EOA) in collaboration with elements of 1st Brigade, 101st Airborne Division (Air Assault), at the Joint Readiness Training Center (Rotation 25-07).

This assessment marks a significant step forward in the Army’s implementation of the continuous transformation framework, specifically within the Transformation in Contact (TiC) phase.

The 101st Airborne Division, identified by the Army as one of its TiC units, plays a critical role in rapidly integrating and evaluating emerging capabilities that directly address urgent operational requirements.

Operational Testing in TiC: A New Paradigm

The NGSW assessment at Fort Johnson is in direct response to Army Chief of Staff Gen. Randy George’s call to action for the Army to swiftly adapt its acquisition processes. Through the continuous transformation framework, TiC-designated units receive and rapidly implement new capabilities at a relevant speed. This has necessitated a shift in thinking from traditional test and evaluation (T&E) approaches, in trade for more agile, iterative processes. These highlight the integration of rigorous data-driven analysis and direct soldier feedback.

“Our commitment to providing world-class, objective test data to Army senior leaders remains unchanged. But the rapidly changing battlefield requires that we rethink historical methods and processes of operational testing. TiC especially highlights that we cannot remain in the status quo,” said Col. Mike Trotter, Director of the Maneuver Test Directorate (MTD), U.S. Army Operational Test Command (USAOTC). “We are embracing agility and broadening our testing horizons, while ensuring we retain world-class standards.”

Small Team, Big Impact

Whereas operational testing has traditionally been a large-scale effort — requiring extensive planning, coordination, and strict control of test variables — T&E within TiC has sparked more agile practices. EOAs are one such evolution.

This EOA event, which expands upon previous assessments conducted at Fort Campbell, Kentucky, is led by a specialized, nimble test team uniquely equipped for agile testing. The team is drawn from USAOTC’s MTD, Dismounted Test Division — Mr. Troy Willey, a retired Command Sergeant Major with extensive armored command experience; Mr. Bill Rabena, a mathematician, operations research systems analyst and former brigade commander with deep expertise in operational analytics; and Maj. Thomas Lorenson, the senior test officer. They are joined by Maj. Matt Brooks, a military evaluator from the U.S. Army Evaluation Center.

“The expertise of Mr. Willey and Mr. Rabena, as well as Maj. Brook’s operational experience, [are] invaluable,” emphasized Lorenson. “Their operational and analytical insights significantly enhance our ability to construe soldier feedback comprehensively and accurately. I’m fortunate to work alongside such a proficient and dedicated team of experts.”

Expanding the Testing Frontier

The broader shift toward EOAs was successfully applied in previous programs, such as the Infantry Squad Vehicle and Next Generation Tactical Vehicle. EOAs prioritize flexibility, mobility, and timely data collection within operationally realistic training and combat scenarios.

This EOA also reflects growing engagements between operational testers and the Combat Training Centers (CTCs). CTCs are uniquely poised to enable testers minimal, invasive access to TiC units in their training cycles. CTC conditions, in many cases, qualify as the operational realism required of traditional operational tests.

Col. Ricky Taylor, Commander of Operations Group at Joint Readiness Training Center, underscored this critical initiative. “We need to continue adapting to changes on the battlefield and replicate large-scale ground combat operations,” he said. “These assessments directly support the chief’s and the Army’s initiatives. It’s imperative we embrace them and fully integrate these assessors with our task force to achieve the most valuable operational data.”

Another key evolution was the integration with the Centers of Excellence (COE), as a source of evaluation criteria. This nascent approach seeks to align EOA data requirements with the learning demands of the COEs and, in some cases, the operational units. This marks a shift from traditional dependence on formal requirements documents, like the Capability Development Document, which may be outdated or absent in today’s rapidly evolving environment.

“The Army’s expectations are clear: operational testing must deliver timely, relevant insights without compromising rigorous evaluation,” explained Willey. “Our approach ensures rapid adaptation to soldier and unit needs, directly informing future capability development.”

Qualitative Insights, Quantitative Precision

During the assessment, the team conducts comprehensive qualitative and quantitative surveys with Soldiers, which captures broad perspectives on the NGSW’s 6.8mm ammunition, Fire Control System, and overall weapon implementation. Hundreds of Soldiers provide immediate, unfiltered insights highlighting both strengths and areas requiring improvement.

“The weapon is great. I can fire effectively from all positions, and it gives me a lot of confidence,” said Spc. Shaquille Pusey of Alpha Co., 1-506th Battalion. “My only issues are the bipod, which can be hard to manage, and the ammo pouch release button. It often comes undone when I move, spilling the link.”

“With this weapon, I’m simply more lethal,” said Sgt. Christopher Caldwell from 3rd Platoon, Alpha Co., 1-506th Battalion. “Engaging targets at long distances feels effortless. It’s like having a cheat code. The precision and controllability give us a clear edge.”

While qualitative soldier feedback provides firsthand experience, Rabena’s system-oriented approach ensures the rigorous analytical depth required in operational testing.

“Unique to this EOA is its targeted data collection approach, which focuses on specific areas needing improvement that were identified in a previous operational test’s database,” Rabena said. “This EOA serves as a litmus test for program manager (PM) progress and unit sentiment toward the new system. It essentially asks, what still needs to be fixed, and have any new issues emerged?” This structured data collection will yield precise, actionable feedback for evaluators like Brooks, who ensure system updates, while contributing to the iterative process.

“The Next Generation Squad Weapon program thrives on rapid prototyping and embedded evaluation,” said Brooks. “Soldier feedback drives iterative improvements at the speed of relevance, ensuring design adjustments meet real-world needs. The U.S. Army Evaluation Center accelerates the process by delivering results briefs to senior leaders within seven days of test completion.”

Unbiased Testing, Unchanged Integrity

While TiC assessments accelerate fielding timelines and challenge traditional test methodologies, USAOTC’s fundamental commitment to providing unbiased data for decision makers remains unchanged. Modernizing T&E capabilities and data collection methods, as well as fostering closer integration with new stakeholders across the acquisition and operational communities, enables the generation of critical insights under realistic operational conditions, free from personal bias.

“Our role as an impartial stakeholder is absolutely critical,” Lorenson noted. “We objectively report the data, bridging soldier experiences with the needs of program managers and the larger enterprise, ensuring rapid delivery of reliable and effective equipment.”

A Call to Action, A Call to Transform

The assessment at Fort Johnson directly aligns with the recent emphasis of Maj. Gen. John Klein, Special Assistant to the Commanding General, U.S. Army Training and Doctrine Command on incorporating lessons learned from global conflicts that highlight urgent operational realities. The continuous transformation framework, as demonstrated through TiC, ensures that soldier input, rigorous operational testing, and adaptive acquisition practices remain at the forefront of Army capability development.

“The Chief of Staff and Klein’s message to the force reemphasized the need to evolve iteratively and continuously,” said Rabena. “This assessment isn’t just about one weapon system. It represents the future of how we rapidly develop and field critical capabilities to Soldiers on the ground.”

Forward Momentum: Lessons and Insights

As the assessment concludes, USAOTC will produce a memorandum of observation highlighting critical improvements, agile spin-off opportunities, and valuable insights to guide ongoing and future acquisition efforts. By providing data-backed, field-tested insights, iterative feedback empowers both the developers and decision makers to innovate and deliver with the urgency of today’s battlefields demand.

“Our ultimate aim is timely feedback that enables PMs, Soldiers, and the broader acquisition community to swiftly and effectively deliver superior capabilities. The NGSW Expeditionary Operational Assessment at Fort Johnson exemplifies our commitment to transforming operational testing to meet the urgent demands of the modern battlefield,” concluded Lorenson.

“We are zealously looking at how we can assist meeting the demands of operational realities, continuous transformation, and the forthcoming sweeping changes across the Army Acquisition enterprise,” Trotter said. “What we do for our Army aids in providing the best equipment on the planet to our Soldiers so that they can fight, dominate, win, and survive on the battlefields in which they WILL find themselves. The NGSW EOA is a significant step forward in revolutionizing operational test and evaluation.”

By CPT Simeon Blakely, MAJ Thomas Lorenson, and Mr. Thomas Mort, Maneuver Test Directorate, U.S. Army Operational Test Command

Army to Cease Procurement of M10 Booker Combat Vehicles

Thursday, June 12th, 2025

Washington (June 11, 2025) – In response to current world events and in support of the strategic objectives outlined in the Army Transformation Initiative, the U.S. Army has issued a termination for convenience of the current low-rate initial production of the M10 Booker Combat Vehicle and will not enter into full-rate production as originally planned.

The Army will request to reallocate the remaining funds in fiscal 2025 to accelerate fielding of war-winning capabilities and anticipates additional significant savings to be fully realized within the next 18-24 months.

Formerly known as the Mobile Protected Firepower, the M10 Booker low-rate initial production contract was awarded in June 2022 to General Dynamics Land Systems for the production and fielding of up to 96 vehicles. The ongoing contract termination process will ultimately determine the disposition of the remaining assets.

Although M10 Booker production will conclude, the Army appreciates the efforts of the team and Soldiers from the 82nd Airborne Division who worked on the program.

By U.S. Army Public Affairs

WTF’s Slick Back Panel 14 Now Available for Spiritus Systems LV/119 Plate Carrier

Thursday, June 12th, 2025

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all trademarks, brands, etc are the sole property of Spiritus Systems Company, Inc. Spiritus Systems Company, Inc do not endorse this product

Georgia Guard Activates First-Ever Electromagnetic Warfare Company

Thursday, June 12th, 2025

FOREST PARK, Ga. — The Georgia Army National Guard made history with the activation of the 111th Electromagnetic Warfare Company, the first unit of its kind in the U.S. Army.

The ceremony, held at the Fort Gillem Enclave, also included the assumption of command by Capt. Caleb Rogers.

Lt. Col. Luke Gurley, commander of the 221st Intelligence and Electronic Warfare Battalion, the parent command of the 111th EW, presided over the ceremony.

“Today we activate the 111th Electronic Warfare Company, a unit that will be at the forefront of our capabilities in the electromagnetic spectrum,” Gurley said.

The activation of the 111th EW Company marks a significant step in modernizing the Army’s capabilities within a domain that is increasingly critical to national security. This new formation will provide capabilities to detect, recognize, locate and identify signals of interest, supporting combatant commanders.

During his remarks, Gurley said the activation aligns with the philosophy of U.S. Army Chief of Staff Gen. Randy George, who advocates for rapidly modernizing units and equipment based on emerging needs and technology. He also believes every unit will need to master the electronic warfare fight.

“The legacy of the 221st Intelligence and Electronic Warfare Battalion and the Georgia Guard to lead from the front and provide those critical capabilities to support the warfight both locally and abroad is going to be driven by Georgia Soldiers,” said Brig. Gen. Theodore Scott III, commander of the 78th Troop Command. “And that means the world to me.”

Scott, once the leader of the 221st IEW, has watched the formation grow over the years.

“As the battlefield continues to evolve, the 221st IEW is ready,” Scott said. “It’s one of the most deployed units in the state and has been for a number of decades. And so that continues to articulate the relevancy of 221st and now the 111th.”

The 221st IEW has deployed Soldiers to Afghanistan, Iraq, Kuwait, Syria, Jordan, Turkey, Qatar, United Arab Emirates, Kosovo, Cuba and the southern border, and has supported U.S. Central Command and U.S. Indo-Pacific Command activities.

The 111th EW Company traces its lineage to the 1st Battalion, 111th Signal Battalion, the only Georgia Army National Guard unit mobilized during the Berlin Crisis in 1961 and the first unit mobilized since the Korean War.

“Today is not simply about activating a new unit. It’s about recognizing and honoring a proud legacy,” Gurley said.

Rogers, the newly appointed commander, acknowledged the unique challenges and opportunities associated with leading this pioneering unit. He said he is charged with coordinating with relevant schools and units to train on developing systems as the Army continues to identify and finalize the necessary training for the unit’s capabilities.

“No Soldier in the 111th ended up here through recruiting,” Rogers said. “They knew what they wanted when they came to the 111th. They knew that they wanted to rebuild Army EW.”

Rogers said the company will provide division commanders with four platoons of electromagnetic warfare teams, with a total of more than 80 Soldiers.

“All of our Soldiers are expected to keep up with evolving technology, and the unit as a whole is remaining flexible with the expectation of receiving a growing number of mission types,” Rogers said.

He also confirmed that the 111th EW Company will conduct its first field exercise in August at the Chattahoochee National Forest, focusing on electromagnetic support training and identifying and locating static and moving targets, including helicopters provided by the Georgia Guard’s 78th Aviation Troop Command.

“It’s a great time to be in military intelligence and electromagnetic warfare,” Scott said. “I am excited for the future.”

By Charles Emmons, Georgia National Guard

Army Accelerates Fielding of Advanced Small Uncrewed Aircraft Systems to Enhance Combat Capabilities

Wednesday, June 11th, 2025

The Army is rapidly advancing capabilities in the Short-Range Reconnaissance (SRR) program by deploying cutting-edge Small Uncrewed Aircraft Systems (SUAS) to Transformation in Contact (TiC) Brigades.

These modernized systems amplify combat power and lethality, improve troop survivability, and give commanders real-time intelligence on the modern battlefield.

COL Danielle Medaglia, UAS Project Manager, highlighted the importance of the Army’s approach.

“The technology across the UAS environment is evolving at a rapid pace,” Medaglia said. “Therefore, in parallel to fielding the next tranche of SRR we are already working on future capabilities, leveraging new mature technology and quickly iterating on Soldier feedback.”
“Continuous iteration and integration of new technology, multi-vendor awards, and continuous competition ensures we can field the most capable and cost effective UAS, at scale, that aligns with Soldier needs.”

SRR systems are integral to modern warfare. Equipped with advanced sensors, these SUAS provide real-time intelligence, reconnaissance, and target acquisition, empowering commanders with swift decision-making capabilities. Acting as force multipliers, they enable precise fires, support ground operations with timely information, enhance operational flexibility, and crucially, improve troop survivability by detecting threats and identifying safe routes.

Equipping of Next-Generation SUAS Capabilities

The Army continues to use a multi-vendor approach to drive competition and deliver technology at the speed of relevance.

“The rapid deployment of Tranche 2 SUAS to our combat teams is a testament to our commitment to providing Soldiers with the most advanced tools available,” said BG David Phillips, Program Executive Officer, Aviation. “These systems are not just about technology; they are about enhancing our operational capabilities and ensuring the safety and effectiveness of our troops on the ground.”

In April, PEO Aviation’s UAS Project Office responded to an urgent request to deploy Tranche 2 SUAS to the 1st Brigade Combat Team of the 101st Airborne Division (Fort Campbell, Kentucky) in support of their rotation at the Joint Readiness Training Center (JRTC) at Fort Johnson, Louisiana.

Demonstrating the Army’s ability to rapidly equip its forces, Skydio X10D systems were delivered to the 1/101st, under the Army’s TiC 2.0 initiative within one month of the request. Additionally, Teal Drones’ Black Widow system is preparing to field. Both Skydio and Teal will support Army TiC Brigades in developing and refining tactics, techniques, and procedures for employing networked reconnaissance and surveillance systems against emerging battlefield threats.

The Army’s Vision for the Future of SRR

The deployment and evaluation of these SUAS are part of a larger Army initiative focused on “Transforming in Contact” – evaluating uncrewed aircraft systems and aligning personnel and tactics with new technologies. The Tranche 2 system is built upon Soldier feedback with improvements such as enhanced autonomy, a new ground control station, and modular architecture.

The Army remains steadfast in its mission to strengthen Soldier lethality, creating a force that can dominate in large-scale combat operations across multiple domains.

“The modern battlefield is changing. I think we’ve seen that,” said Gen. Randy George, Chief of Staff of the Army, during a recent interview. “We’ve learned a lot over the last year and a half with our transformation in contact. So, this is bottom-up innovation that we know we need, and we know we’ve been watching what’s happening on the modern battlefield.”

From Program Executive Office, Aviation

U.S. Army Elevates Analytic Support Officers to Key Developmental Roles

Tuesday, June 10th, 2025

FORT EISENHOWER, GA.—The U.S. Army has officially designated the 17A Analytic Support Officer (ASO) role as a Key Developmental position for Captains (Capt.) and Majors (Maj.), a pivotal step aimed at bolstering the Cyber Mission Force’s ability to detect, analyze and counter sophisticated cyber threats. This designation, effective Fiscal Year 2025, underscores the Army’s recognition of the increasing importance of data analytics in modern warfighting.

The career path adjustments outlined in the Department of the Army Pamphlet (DA PAM) are primarily shaped by senior leaders within the Cyber and Electromagnetic Warfare (EW) communities. These leaders have long emphasized the criticality of ASOs, whose expertise in identifying adversaries within networks absent prior signatures forms a cornerstone of defensive cyber operations.

“Analytic support officers are force multipliers,” said the chief of cyber, Col. John Hosey. “They build the analytic scheme of maneuver that allows us to observe and understand adversaries in contested environments. The Army’s shift toward recognizing data as essential to warfighting functions reflects what we in cyber have understood for almost a decade0, given the nature of the domain.”

A Strategic Move for Talent Retention and Promotion

Elevating the ASO role to a Key Developmental position directly impacts talent management and career progression within the cyber force. Historically, technical expertise has not always translated into promotional advantage within traditional Army structures. With this change, officers specializing in advanced analytics now have a more straightforward pathway for career growth, acknowledging their contributions to mission success.

By formally incorporating the ASO role into the Key Developmental framework, the Army enhances the visibility and prestige of these officers, aligning their career trajectory with leadership expectations. This move also signals to the broader force that analytical prowess and cyber expertise improve mission and lethality and are indispensable components of national defense.

The Analytical Edge in Cyber Warfare

Analytical Support Officers dissect enormous datasets—including network traffic, endpoint logs, and diverse digital intelligence—to uncover adversary tactics. Their advanced methodologies range from statistical modeling to machine learning-driven detection techniques that identify evolving threats.

These officers leverage mathematics, programming, and deep domain expertise to grant commanders essential situational awareness, enabling rapid, informed decision-making. As cyber warfare intensifies globally, ASOs remain at the forefront, pioneering automation techniques to proactively identify and mitigate emerging cyber threats.

“The Army strategically places its most capable individuals in roles with the greatest impact, presenting the most complex challenges,” said the Principal Analytics Officer, U.S. Army Cyber Command, LTC Jacob Youmans. “The ASO exemplifies this, requiring expertise in mathematics, programming, and the cyber domain to effectively translate data into actionable insights, lead the analytic function during operations, and enable commanders’ decision-making. Designating the ASO role as a key developmental position appropriately acknowledges the ASO’s significant impact on the success of defensive cyberspace operations and signifies an important advancement for the Cyber Branch.”

A Long-Term Investment in Cyber Excellence

With this designation, the Army commits to systematically managing, developing, and retaining the specialized talent needed to confront evolving cyber threats. The move serves not only as a personnel management strategy but also as a reaffirmation of advanced analytics’ indispensable role in maintaining information dominance.

As cyber adversaries grow more sophisticated, the Army’s investment in cultivating a formidable analytic workforce ensures that the force remains resilient. The decision to classify ASOs as Key Developmental positions reinforces the ongoing priority on data-driven warfighting. This shift positions cyber operations at the heart of modern military strategy.

Story by MAJ Lindsay Roman 

U.S. Army Cyber Command

The Military Health System – A Medical System Ready for Any Challenge

Monday, June 9th, 2025

FALLS CHURCH, Virginia – One of George Washington’s many wise aphorisms, “To be prepared for war is one of the most effective means of preserving peace,” is timeless. Teddy Roosevelt updated the maxim for audiences of his time, advising the country to, “Speak softly and carry a big stick.” Today we press for Peace through Strength.

The Military Health System (MHS) is a key element in executing this strategy. With a global network of 700+ hospitals and clinics and more than 130,000 military and civilian healthcare professionals standing the watch, the MHS ensures America possesses a medically ready force that is fit to fight at a moment’s notice. The MHS sees optimizing the human factor as our strategic edge in combat. But the MHS is unlike any health care system in the United States – we go to war.

From keeping service members healthy here at home to mitigating disease overseas, we keep guns in the fight. By bringing operating rooms and ICUs to the front lines, aboard ships, and in the sky, we empower warfighters to take heroic risks, confident that the world’s best doctors, nurses, and medics have their back at each step and upon every acre on earth. There is nothing the MHS won’t do: no research too ambitious, no device too expensive, no distance too far to preserve or restore the health of our warfighters.

As Acting Assistant Secretary of Defense for Health Affairs, I’m proud to be charged with guaranteeing our medical forces provide world-class medical care and deploy rapidly to support any and all American military missions. The responsibility doesn’t end there. The MHS also ensures those who protect hearth and home -family members – also receive world-class medical care. This empowers deployed Service members to remain mission-focused without having to worry about the health of their spouse or child.

We also fulfill the solemn compact to provide health care to those retirees who devoted their life’s work and innumerable sacrifices in the service of this Nation. As a retired Navy physician and a military spouse, I understand the sacrifices Service members and their families make, both what it’s like to deploy and what it’s like to be left behind. This mission is both intensely personal and intensely rewarding.

That’s why the current underperformance of the new TRICARE contract is especially frustrating to me. The TRICARE health plan is a key pillar of the military’s healthcare delivery system. Millions of family members and retirees rely on TRICARE’s network of providers and hospitals for both medical care and mental health services, like autism care that families count on each and every day. The Defense Health Agency

and I are working tirelessly to hold the contractors accountable, to grant waivers to ensure access to specialty care, and to help families navigate this transition. We’re making progress, but not quickly enough. I will continue to work on behalf of military families until this system is fixed, and to ensure this doesn’t happen again.

The garrison mission of the MHS is carried out in military medical treatment facilities across the globe. The mission is best distilled to its essence: readiness. Medical readiness is combat readiness, and while we’re grateful to have the current moment of relative peace, we must remain vigilant. When the enemy strikes, we need our Service members physically fit, mentally aware, and healthy to defend our nation.

Throughout history, interwar periods have had a pernicious effect on medical readiness, so much so that these periods bear the eponym: The Walker Dip. In 2018, Surgeon General of the British Armed Forces Vice Admiral Alasdair Walker described a recurring and troubling pattern dating back to the 19th century. From the Napoleonic War (1803-1815) to Iraq and Afghanistan, hard-earned lessons and experience gained in combat, such as the importance of specialized trauma care and transfusion medicine, are forgotten and must be relearned. Sadly, these skills “dips” diminish survival rates, resulting in greater injury and loss of life. Forewarned is forearmed. It’s my personal mission to ensure that the skills and expertise leading to the historically high battlefield survival rates that we achieved in Iraq and Afghanistan are never forgotten.

In a world of profound geopolitical risk and competing economic priorities, how can military medicine avoid the Walker Dip? How can it successfully compete for resources with modernization and replenishment of our weapons stock? Simply put, we can’t afford not to.

Fortunately, military medicine isn’t in competition with warfighting priorities such as weapons systems. Rather, it potentiates the ultimate weapons system: the American Soldier, Sailor, Airman, Marine, and Guardian. Medically ready forces keep guns in the fight and ready medical forces honor the pact that America makes to its sons and daughters to provide world-class medical care anytime, anywhere, under any conditions.

The strategy to maintain peak readiness, to cheat the Walker Dip, is three pronged: Support, Sustain, and Strengthen.

  • We Support our warfighters in battle. This is our raison d’etre.
  • We Sustain our skills by doing high volume, high complexity medical care.
  • We Strengthen our chain by fortifying our force generation platforms.

These goals are mutually reinforcing, fostering a virtuous cycle of success. These priorities require resources, leadership, and commitment. I have infinite confidence in the commitment, skill, and dedication of our people. The MHS is one of the best healthcare systems in America and the very best military medical system in the world. We are blessed with outstanding and supportive leaders in the Department who I will continue to work with to ensure the MHS has what it needs. I will continue to tell our story to our elected representatives on Capitol Hill and advocate for our warfighters to ensure they have the medical support they deserve.

Military medicine is a no-fail mission. I’m confident that our success will continue to reinforce the strength that sustains the peace. But should the peace be broken… our preparation will ensure we break the Walker Dip streak.

By Dr. Stephen Ferrara, Acting Assistant Secretary of Defense for Health Affairs

Army Leaders Propose Bolstering Lethality Through Transformation

Sunday, June 8th, 2025

WASHINGTON — During a hearing with Congress members, the Army’s top leaders shared details on the Army Transformation Initiative, which calls for cutting spending on stagnant programs, upgrading equipment and restructuring forces.

In April, Defense Secretary Pete Hegseth called on Army leaders to prioritize building lethality and to eliminate unnecessary cost.

Following the success of Ukraine’s effective, low cost unmanned aerial systems attacks on Russia’s bomber fleet, Secretary of the Army Daniel P. Driscoll stated before lawmakers that the Army needs cheaper solutions to bolster U.S. Soldier lethality. Using more than 300 drones in a single swarm attack last week, Ukrainian forces dealt a catastrophic blow to the Russian military.

“At a cost of a mere tens of thousands of dollars, Ukraine inflicted billions in damage, potentially setting back Russia’s bomber capabilities for years,” Driscoll said Wednesday. “The world saw in near real time how readily available technology can disrupt established power dynamics. And drones are but one example of a broader shift. The Army needs to keep pace.”

As the service prepares to posture its Fiscal Year 2026 budget, Driscoll and Gen. Randy A. George, Army chief of staff, asked Congress for more “agile” or flexible funding to support unmanned aerial systems and counter-UAS initiatives that bolsters the force. The Army’s top officer said that the service cannot afford to be locked into a program of record but rather must purchase new technology when available.

“Technology is changing too rapidly,” George said. “We’ve got to be able to buy capabilities, not specific programs.”

To restructure the Army into a more efficient, combat ready force, George said that the service would cancel obsolete unnecessary programs that do not contribute to enhancing the lethality of Soldiers, including eliminating a budget request for more Humvees to be added to the service’s fleet of vehicles.

In May, the Army stopped funding to the M-10 Booker Tank, citing design flaws and concerns over its deployability. Instead of spending on programs like the M-10, Hegseth said the service will focus on drones and counter drones, “off the shelf” technology, and strengthening sensors and the Army’s network.

The service will also cut funding to the AH-64D Apache Attack Helicopters, removing Apache battalions from the active component. George said four Apache battalions will remain in the National Guard, which will eventually receive the AH-64 E model. He added that UH-60M Blackhawk, a medical evacuation aircraft, will replace the UH-60L and V models.

Driscoll also proposed giving the service more autonomy on repairing certain equipment immediately instead of waiting on defense manufacturers. Driscoll cited one example, where at one installation Soldiers could not use a piece of advanced technology for up to a year due to a missing piece. However, the Soldiers learned they could 3-D print the required part at a fraction of the manufacturer cost.

Army also plans to cut 1,000 positions from the Department of the Army staff and will move many Soldiers to more combat-related jobs, George said.

Upgrading Soldier training

For the first time, the Army Reserve partnered with active-duty Army units in the largest mass exercise of its scale, Mojave Falcon. Beginning May 28, over 9,000 reservists and active-duty Soldiers participated in the mass logistics training moving equipment and supplies across vast distances in northern and southern California.

“When not deployed, our units are conducting tough, realistic training at their home stations and at our combat training centers,” George said. “Our Army is a professional team that remains focused on its warfighting mission, and young Americans want to be a part of it. And this is evidenced by our strong recruiting numbers this year.”

The service announced it had met its recruiting goals early, welcoming more than 61,000 new Soldiers to its ranks, despite raising its recruiting goal by 10 percent from 2024.

The service recently began phase two of Transformation in Contact, or TiC, the service’s initiative where Soldiers rapidly train, equip and field new technology. The 2nd Cavalry Regiment from Rose Barracks, Vilseck, Germany and 1st Armored Brigade Combat Team, 3rd Infantry Division, from Fort Stewart, Georgia will take part in TiC 2.0, which, expands the scale to two divisions and two Stryker brigade combat teams. The Soldiers will incorporate UAS and counter UAS.

In January, the 3rd Brigade Combat Team, 10th Mountain Division from Fort Johnson, Louisiana, successfully completed a TiC training rotation as part of Combined Resolve, an annual exercise hosted by U.S. Army Europe and U.S. Army Africa.

One TiC brigade that trained in Europe improved to 300 percent more effective in lethal targeting, George said.

“This was a great proof of concept,” George said. “It confirmed that our formations are capable of rapidly improving their lethality.”

“Transformation in contact taught us some valuable lessons about what our Army should be buying and how we should be buying it, and we’re just getting started,” George added.

By Joe Lacdan, Army News Service