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USSOCOM Inducts Four Historic Figures into the Commando Hall of Honor

April 28th, 2019

Virginia Hall, Army Col. Charles Munske, Army Lt. Col. Leif Bangsboll and Command Master Chief (SEAL) Richard Rogers, were inducted into U.S. Special Operations Command’s Commando Hall of Honor for their remarkable contributions to special operations in a ceremony held at the headquarters on MacDill Air Force Base, Florida, April 18, 2019. Although their actions were from another era, they embody the first Special Operations Forces truth “Humans are more important than hardware.” The four inductees are an eclectic group of special operations pioneers who shared a dedication and a commitment to defending our country.

Hall, an amputee and first female operative sent into France during World War II spying in Lyon, the Nazi-allied Vichy government of France. Munske, a career Civil Affairs officer credited for rebuilding Japanese infrastructure after the devastation of World War II and was in the forefront rebuilding both Pyongyang and Seoul during the Korean conflict. Bangsboll, a Danish turned American Office of Strategic Services operator who parachuted behind enemy lines into Denmark helping defeat the Germans during World II earning the Distinguished Service Cross and who would also go on to serve with valor in Korea. Rogers, a SEAL would serve from platoon point man to senior enlisted leader USSOCOM from 2000 to 2003.

The limping lady

Hall, the daughter of a wealthy family from Baltimore, wanted to become a Foreign Service Officer before the outbreak of World War II, but was turned down by the State Department despite being fluent in French, German, and Italian. Women could be clerks but not officers. Besides, she was missing her left leg below the knee, the result of a hunting accident in Turkey years earlier, which to the State Department further disqualified her.

Undeterred, Hall went overseas and joined the British Special Operations Executive. There, she became the SOE’s first female operative sent into France. For two years she spied in Lyon, part of the Nazi-allied Vichy government of France under the guise of a New York Post reporter. After the United States entered the war, she was forced to escape to Spain by foot across the Pyrenees Mountains in the middle of winter.

Hall eventually made it back to London, where the SOE trained her as a wireless radio operator. While there, she learned of the newly formed Office of Strategic Services. She quickly joined, and, at her request, the OSS sent her back into occupied France, an incredibly dangerous mission given that she was already well-known to the Germans as a supposed newspaper reporter.

Though only in her thirties with a tall, athletic build, she disguised herself as an elderly peasant, dying her soft-brown hair a graying black, shuffling her feet to hide her limp, and wearing full skirts and bulky sweaters to add weight to her frame. Her forged French identity papers said she was Marcelle Montagne, daughter of a commercial agent named Clement Montagne of Vichy. Her code name was Diane.

Infiltrating France in March 1944, she initially acted as an observer and radio operator in the Haute-Loire, a mountainous region of central France. While undercover she coordinated parachute drops of arms and supplies for Resistance groups and reported German troop movements to London as well as organized escape routes for downed Allied airmen and escaped prisoners of war. By staying on the move she was able to avoid the Germans, who were trying to track her from her radio transmissions.

Her chief pursuer was no less than Gestapo Chief Nikolaus “Klaus” Barbie, infamously known as “The Butcher of Lyon.” The one thing they knew about her was that she limped, and therefore she became known to the Gestapo as “The Limping Lady.”

In mid-August 1944, Hall was reinforced by the arrival of a three-man Jedburgh team. Together they armed and trained three battalions of French resistance fighters for sabotage missions against the retreating Germans. In her final report to headquarters. Hall stated that her team had destroyed four bridges, derailed freight trains, severed a key rail line in multiple places, and downed telephone lines. They were also credited with killing some 150 Germans and capturing 500 more.

For her work with the SOE Hall was presented the Order of the British Empire by King George VI. The French government gave her the Croix de Guerre avec Palme. After the war, she was awarded the Distinguished Service Cross-the only one awarded to a woman during World War II. It was pinned on by OSS head Army Maj. Gen. William J. “Wild Bill” Donovan himself.

She went to work for the National Committee for a Free Europe, a Central Intelligence Agency front organization associated with Radio Free Europe. She used her covert action expertise in a wide range of agency activities, chiefly in support of resistance groups in Iron Curtain countries, until she retired in 1966.

Virginia Hall died on July 8, 1982, aged 76. In 2017, the CIA named a training facility after her: “The Virginia Hall Expeditionary Center.”

The Mayor of Pyongyang

Munske’s lengthy Civil Affairs military career began on Dec. 14, 1914 when he enlisted in the 13th Coast Defense Command, New York National Guard. His first exposure to Civil Affairs/Military Government activities was as a sergeant and interpreter for the postwar Engineer Operations Division of War Damages in Allied Countries section of the American Commission to negotiate peace in Paris.

Munske received a commission on June 7, 1920 as a second lieutenant in the New York National Guard serving until 1940, when he joined the active Army. After being stuck in the U.S. as a Coast Artillery officer in 1944 Munske made a career change to get overseas. He volunteered to attend the School of Military Government at the University of Virginia in Charlottesville. He next attended Harvard’s Civil Affairs Training School from before going to the Civil Affairs Staging Area at The Presidio, California.

In November 1945, he was sent to Japan to serve as the Assistant Chief of Staff G-5 (Military Government) of the 98th Infantry Division, headquartered in Osaka. Much of his time was spent administering civil matters, including jump-starting Japanese local industry. To do this effectively, he learned the language and culture, and attended many meetings and social events in order to make inroads with the local civilian population. His assistance to more than six million inhabitants of the Osaka Fu, Mie, Wakayama and Nara prefectures, would earn him a Legion of Merit and the Army Commendation Ribbon.

In October 1950 and Munske was assigned to the Pyongyang Civil Assistance Team of the United Nations Public Health and Welfare Detachment. He accompanied the victorious UN forces north to Pyongyang, which fell to UN forces on Oct. 19, 1950. He became known as the “Mayor of Pyongyang” when he and his fourteen-man military/civilian team achieved dramatic success when they found resources to reestablish infrastructure, resumed trash collection, established a fire brigade, made sure city workers were paid, immunized 3,500 people against typhus and another 4,000 against smallpox, reestablished the police force and law and order, organized a rudimentary health care system and set up insecticidal dusting stations to prevent and control the spread of lice and flea-borne infectious diseases. They also repaired two power plants, fixed the streetcar and telephone system and began reconstructing the key railroad bridge across the Taedong River. However, all of this hard work was for naught.

By late October 1950, the UN forces had pushed the North Korean Army across the Yalu River, the northern border with China. It was then that massive infiltrations of volunteer Communist Chinese forces attacked behind UN lines. This human onslaught quickly overwhelmed the strung out UN forces forcing them to retreat across enemy occupied territory. By the beginning of December, Communist forces were at the gates of Pyongyang. Munske had no choice but to order the destruction of what his team had recently rebuilt and join the retreat.

His next assignment was as Executive Officer of the Kyongsang-Namdo (Pusan) Provincial Civil Assistance Team where he helped administer the sizeable refugee population in and around Pusan. After UN forces again pushed the Communists north, Munske headed the Kyonggi­ Do Province (Seoul) Civil Assistance Team. He was instrumental in rebuilding the major metropolitan areas of Seoul, Inchon, and Suwon, all of which had suffered greatly having been twice occupied by the Communists.

The last phase of Munske’s CA career was as Inspector General of the New York Military District, with concurrent duties as Legal Assistance Officer and Senior Advisor for Military Government units. He inspected reserve Military Government units and Reserve Officers Training Corps (ROTC) programs.

Munske retired Feb. 28, 1958 with 20 years of active service while serving nearly 43 years in the military. The 95th Civil Affairs Brigade has named their headquarters building after him.

He passed away on Nov. 14, 1985 at the age of 88, and is buried at Arlington National Cemetery.

OSS operator to Green Beret plank holder

Born in Denmark in 1918, Leif Bangsboll was the son of Danish Navy Rear Admiral Frederick Christian Bangsboll who commanded the Danish submarine fleet. In 1935, he volunteered for the Royal Danish Naval Air Force and trained as an observer prior to joining the merchant marine. In September 1940, he joined the Norwegian Air Force (in exile) in Canada, where he trained as a flight sergeant. Knowing that he would not see action he volunteered for the U.S. Army, joining as a Private First Class on March 22, 1943.

Fluent in Danish, Norwegian, and Swedish, and able to speak French, German and Greenlandic, the Office of Strategic Services recruited him in September 1943. At first, the OSS employed him as an instructor at RTU-11, otherwise known as the Farm, a school for teaching the methods of secret intelligence work. He was then sent to the Danish operations section of the OSS Special Operations branch. Because he was unable to get a U.S. Army commission at the time by agreement with the OSS the British Army gave him a commission as a first lieutenant. He eventually got his U.S. commission on Nov. 6, 1944.

On the night of Oct. 5, 1944 Bangsboll parachuted into occupied Denmark near Allborg, and was “the only American officer serving as an agent” in that country. Until the end of the war, he lived as a civilian- subject to execution as a spy if caught- and helped arm, train, and lead the Danish resistance while reporting on conditions in the country. He also engaged in several sabotage missions, including blowing rail and communications lines seriously delaying German troop movements. While in Copenhagen in May 1945, Bangsboll led a resistance force that captured German artillery pieces and machineguns leading to the surrender of the entire garrison. For his extremely dangerous assignment in a country with a robust enemy counter-intelligence network. Bangsboll received the Distinguished Service Cross and a number of Danish awards. After the war in Europe ended. He then briefly served in Germany with the OSS successor, the Strategic Services Unit.

After returning to the U.S., Bangsboll attended Intelligence Officer’s training at Camp Holabird, Maryland, and served in airborne units at Fort Bragg, NC. Before deploying to pre-war South Korea. There, he served as a Public Safety Officer in the 59th Military Government Headquarters and Headquarters Company. He then became an intelligence and reconnaissance platoon leader in the 187th Airborne Infantry Regiment.

When this unit was sent to Korea as the Regimental Combat Team Bangsboll again went to war. For an action on Nov. 16, 1950 he received the Silver Star for leading a small force behind enemy lines near Pyongwon-ni, North Korea. His platoon overwhelmed a North Korean garrison and discovered the location and contents of a food storage warehouse. Later ordered to destroy the warehouse, Bangsboll once again led his numerically inferior force in killing the enemy defenders, demolishing the warehouse with its estimated 100 to 150 tons of dried food all with no friendly casualties.

When he returned from Korea Bangsboll briefly served with the Central Intelligence Agency before coming to the Psychological Warfare Center at Fort Bragg, North Carolina, with further assignment to the newly-established I0th Special Forces Group (Airborne). Bangsboll taught guerrilla warfare and clandestine operations and helped develop the initial program of instruction. As an instructor, he excelled. He also attended the Psychological Warfare course at Georgetown University thus being qualified in both of the Army’s special operations fields.

Bangsboll retired from the U.S. Army April 30, 1963 and passed away Nov. 20, 2001.

Lifetime of service to naval special warfare

Retired Command Master Chief Petty Officer Richard Rogers, (SEAL), spent 31 years of active duty in elite special operations forces taking countless assignments from platoon point man ultimately becoming the senior enlisted leader for USSOCOM from August 2000 to August 2003.

Rogers also has an extensive resume of military experience within the Naval Special Warfare community. He joined the Navy in July 1972 and completed Basic Underwater Demolition/SEAL training in May 1973. Moving through the ranks he started as SEAL platoon point man and communicator at SEAL Team ONE; as an instructor at BUD/S; as a platoon cartographer/intelligence specialist, the intelligence department head, the ordnance department head, the command career counselor, and a platoon chief petty officer at SEAL Team FIVE; and as a boat crew leader at SEAL Team SIX. Rogers also served as an Operations Chief Petty Officer, Assistance Current Operations Officer at Naval Special Warfare Development Group. He studied Spanish at the Defense Language Institute. Additionally, he served as the Command Master Chief at Naval Special Warfare Unit EIGHT in Panama; Naval Special Warfare Group ONE in Coronado, California; and Special Operations Command, Europe in Stuttgart, Germany.

An expert in a variety in special operations skills, Rogers was qualified as an open and closed circuit scuba diver, open and closed circuit diving supervisor, static line and free-fall parachutist, static line and free-fall jumpmaster, small arms range safety officer, close quarter combat range safety officer, and helicopter castmaster. He trained and mentored recruits aspiring to become SEALs and Special Warfare Combatant-craft Crewman, trained indigenous forces throughout southwest Asia.

A seasoned combat veteran he held leadership positions in combat Operations Just Cause in Panama and Allied Force in Bosnia, and he became the first Theater Special Operations Command-Europe senior enlisted leader.

As the senior enlisted leader of USSOCOM he ushered in a new era for SOF, when the command transitioned from peacetime engagement to the War on Terrorism.

Rogers retired from the Navy in 2003 and continues to work to improve the training and professional development of naval special warfare personnel as a civilian at the Center for SEAL and Special Warfare Combatant-craft Crewman. He became the driving force in the development of the new SEAL and SWCC ratings for enlisted personnel. Rogers also successfully negotiated additional senior enlisted billets from the Navy to ensure proper force structure for the community.

In May 2006, he assumed the N3 (Operations directorate) position at the Center for SEAL and SWCC, a learning center to manage the new SEAL and SWCC ratings, where he continues to improve the training and professional development of naval special warfare personnel.

In total, Rogers has dedicated 47 years to naval special warfare and special operations. Mentoring the special warfare community for nearly half a century, his contributions will have a lasting impact for future generations of naval special operators.

Story by Michael Bottoms, USSOCOM

SCUBAPRO Sunday – Happy Birthday Department of the Navy

April 28th, 2019

On 30 April,1798 Congress establishes the Department of the Navy as a separate cabinet department. Previously, naval matters were under the cognizance of the War Department. (I like the name War Department better then Department of Defense) Benjamin Stoddert is named as the first Secretary of the Navy.

United States Navy claims 13 October 1775 as the date of its official establishment, when the Second Continental Congress passed a resolution creating the Continental Navy. But with the end of the American Revolutionary War, the Continental Navy was disbanded. Then with threats to American merchant shipping by Barbary pirates from four North African States, in the Mediterranean, President George Washington signed the Naval Act of 1794 the act authorizing the construction of the Navy’s first six frigates ? Congress passed a resolution to establish with haste a national navy that could protect U.S. commercial vessels from attacks by Barbary pirates in the Mediterranean and nearby Atlantic waters. The Algerian and Tunisian pirates joined forces, and by 1650 more than 30,000 of their captives were imprisoned in Algiers alone. Piracy was the cause of several wars between Tripolitania and the United States in the 19th century.

The Making of a Packard

April 28th, 2019

Rapid acquisition of electronic warfare capabilities served an urgent need, and in the process set an award-winning example of phased prototyping, experimentation and fielding with creative resourcing.

In March 2014, before the rest of the world could react, Russia invaded Crimea, then annexed the region, a peninsula at the southern end of Ukraine. Russia’s subsequent actions in Ukraine revealed electronic warfare (EW) capabilities that not only overwhelmed Ukraine but could rival those of the United States. The U.S. Army Europe (USAREUR) commanding general at the time, Lt. Gen. Ben Hodges, determined that electronic warfare was a critical strategic gap and pushed an operational needs statement to the Pentagon for quick action.

In response, the Army moved electronic warfare to the top of its list for rapid acquisition and endorsed a new approach—phased prototyping, experimentation and fielding—that would incorporate Soldier feedback throughout, infuse new technology as it became available and quickly deliver incremental upgrades to reduce operational risk while informing program-of-record (POR) capabilities currently under development but not yet ready for fielding. This strategy required a creative resourcing approach that combined existing funds, reprogramming actions and a new rapid prototyping program, and ultimately entailed more than 100 separate contract actions.

To formulate and execute the plan, the secretary and chief of staff of the Army tapped the then-newly formed Rapid Capabilities Office (now the Rapid Capabilities and Critical Technologies Office, or RCCTO) and the Project Manager for Electronic Warfare and Cyber (PM EW&C), part of the Program Executive Office for Intelligence, Electronic Warfare and Sensors (PEO IEW&S), to lead the execution of the project, working directly with operational units such as the 2nd Cavalry Regiment in Europe. Less than a year after the project’s approval, the Army fielded new electronic warfare prototypes to select units in Europe, giving Soldiers the ability to implement electronic protection for their own formations, detect and understand enemy activity in the electromagnetic spectrum, and disrupt adversaries through electronic attack effects.

For their efforts in addressing this urgent operational need, the RCCTO and PM EW&C received the 2018 David Packard Excellence in Acquisition Award. The Packard is DOD’s most prestigious acquisition team award. It is given annually to a few select recipients across the armed services and defense agencies for significant contributions demonstrating exemplary innovation and best acquisition practices.

The award-winning effort required teamwork, innovation, a user-centric attitude and a willingness to accept that the prototypes being fielded were just that. They were not completely perfect solutions, but instead incremental advances, with the capability improving at each step as the effort progressed.

Below you’ll read about several of the key players who made the Army’s electronic warfare project a Packard Award-winning reality. However, they are only several of many. Scores of people within the organizations contributed to the success of the project, as did many other individuals and organizations across and outside DOD who were brought in to find new ways to successfully expedite the traditional acquisition process. From EW officers to Army headquarters staff, from cybersecurity experts within the Office of the Assistant Secretary of the Army for Acquisition, Logistics and Technology (ASA(ALT)) to the U.S. Army Test and Evaluation Command, from the Army’s Rapid Equipping Force to industry partners and many others, the achievements leading to the Packard were a team effort that reflects the best of what the Army can do when the stakes are high. Here is a look behind the curtain.

THE DIRECTOR: DOUG WILTSIE

“The big thing for us was speed. Where we had the opportunity to take risks, we did. It started with our board of directors [BOD], which at the time comprised the secretary of the Army, chief of staff of the Army and Army acquisition executive. We briefed the BOD, but there was no requirement to brief anyone else, due to the RCO’s unique charter. So the approval cycle was significantly shorter. The power of the BOD was it allowed us to bring in a broad end-to-end solution for the type of capability we needed to provide. And then, working with the unit, we developed what the specific requirements would be for mounted, dismounted, and planning and management systems. We developed an incremental strategy that increased the capability performance over time. We got prototypes into the hands of the users, who got to train on the equipment and give us continuous feedback on the performance and how to improve it. With this strategy, we fielded the first increment in one year, which was very impressive.”

The power of teamwork: “The user was actually in the lead of this project the entire time. From the delivery of the concept of operations to the performance of the system they wanted, the Soldiers and the EWOs [electronic warfare officers] in those brigades really helped shape how the system was going to operate. They were committed to the incremental strategy, where we put elementary pieces of equipment into their hands first, knowing that the capability was going to get better over time. PM EW&C was the other critical element to this project. The Rapid Capabilities Office had unique authorities but limited people to put on this project, so we partnered with PM EW&C to develop the solutions, prioritize the increments, develop the sustainment process, then together work on a funding strategy for every increment. It was a great partnership.”

Advice for rapid prototyping: “It starts with the user. The rapid approach is really a team sport, and the users are the critical piece on that team.”

THE PROJECT MANAGER THEN: COL. MARTY HAGENSTON (USA, RET.)

“Commanders are severely limited in what they can bring to the electromagnetic spectrum fight. These limitations and lack of options are driving the operational need for EW capabilities.” The operational needs statement (ONS) from U.S. Army Europe “became part of the larger materiel development strategy by design. It provided a mechanism from which to rapidly equip forward presence and rotational forces with initial capabilities, then iterate those based on direct user feedback.

“The ONS provided a superb venue for risk reduction for projected programs, some of which were years away from starting. Not only did the Army benefit from a materiel standpoint, but the effort also drove doctrine, training, organizational design, and tactics, techniques and procedures.” The entire spectrum of doctrine, organization, training, materiel, leadership and education, personnel, facilities and policy benefited, Hagenston said. Likewise, the ONS greatly benefited from programs of record that were underway. These included the Electronic Warfare Planning and Management Tool; Prophet Enhanced; Duke; and Versatile Radio Observation and Direction Modular Adaptive Transmitter, developed by the Intelligence and Information Warfare Directorate of what is now the U.S. Army Combat Capabilities Development Command’s C5ISR (Command, Control, Communications, Computers, Combat Systems, Intelligence, Surveillance and Reconnaissance) Center. “The team was able to leverage these programs, which helped our velocity by providing a critical foundation for the ONS.”

The key to success: “The real force behind the success of this effort was the teamwork, leadership support, stable resources and direct access to the customer. The approach itself was simple. First, we took what we had and adapted it to the operational problem. This served as Phase 1, or the minimum viable product. Once we deployed Phase 1, 12 months from receiving resources, we were able to take the direct user feedback and prototype something closer to what the units wanted. This served as Phase 2. Through all of the phases, the capabilities evolved based on direct user feedback. Our team carefully listened to the feedback and worked in those changes. In many cases it was done on the spot, while other changes were saved to the next logical insertion point.”

Advice for rapid prototyping: “First, get intimate with the operational problem. Second, get the minimum viable product out quickly and really listen to the direct user feedback. Finally, iterate as fast as possible based on the direct user feedback. Velocity is the real advantage.”

THE PROJECT MANAGER NOW: COL. KEVIN FINCH

“Rapid prototyping will have a very positive effect on the long-term POR. It also shows us the current state of industry. Specifically, in the EW specialty, rapid prototyping coupled with quick reaction capabilities [QRCs] has effectively informed the community on possible innovative solutions that help the U.S. pace the threat. The QRCs we are currently fielding to the force have enabled the program office to determine if innovative solutions are viable for long-term PORs. In FY20, PM EW&C will use the lessons learned from the QRC and rapid prototypes to inform the development of the long-term Terrestrial Layer System.”

What are the next steps for the effort? “The ONS for Europe maintains the ongoing effort until the POR comes on board. We have already provided an initial capability and are on schedule to provide a Phase 2 capability in FY19. This new capability will provide a significant improvement over Phase 1 while informing both the development of the POR and the Army’s decision-making on fielding quantities and timelines.

Also, with “The U.S. Army in Multi-Domain Operations, 2028” concept published, capabilities in the electromagnetic spectrum [EMS], cyber and space will become better integrated into operations. Niche systems will no longer operate in stovepipes, but will become integrated and synchronized with operations occurring in all the domains: land, air, sea, cyber and space. Systems such as the [Electronic Warfare Planning and Management Tool], which links and synchronizes the EMS to the tactical commander, will become increasingly important.”

Advice for rapid prototyping: “Implementing a rapid approach has to be a collaborative team process built on the adaptation of lessons learned and best practices. As PM EW&C moves into the second iteration of our rapid processes, hard timelines closely linked to the operational force’s needs will drive timely and responsive decision-making. Ultimately, the success of a rapid approach is highly dependent on buy-in from all the team members, including industry partners and external stakeholders.”

THE PRODUCT MANAGER: LT. COL. ERIC BOWEN

“This is the outcome of a Soldier-inclusive, Soldier-driven endeavor. Their feedback laid the blueprint that guided our multiphased approach, serving as our engine of innovation. We had continuous engagements with Soldiers who received the equipment, including from Stryker, armor and airborne infantry brigades. Although the initial phase repurposed existing equipment, the feedback identified additional enhancements needed, such as how information was presented to the operator, how it was reported to higher headquarters and how it should be installed in the vehicles for optimal use. This feedback also identified a need for additional vehicle platforms that would support light, expeditionary operations, as well as for sensors that Soldiers could easily carry and operate during dismounted operations. These capabilities, which we didn’t address initially, were prioritized for the follow-on delivery phases.”

The toughest challenge? “The ‘horizontal’ or system-of-systems integration and end-to-end engineering, because various sensors needed to function as a networked set. To make it all work, we needed to stitch together existing sensors that existed as both PORs and QRCs, in order to provide a common operating picture to our EW planning and management tool.”

Advice for rapid prototyping: “Keep priority on delivering the product on time. You are subject to the tyranny of time, and the solution delivered will not be perfect. It never will be. There are no more ‘drive-by fieldings,’ so forge a solid commitment with the user, who will shape development before delivery—and cultivate that relationship to fix, improve and maintain the equipment to ensure mission success. You are delivering more than just materiel; these capabilities will influence doctrine, change organizations and challenge policy to enable commanders and higher Army echelons to respond to rapidly evolving worldwide threats.”

THE MONEY: SONJA HOLZINGER (PM EW&C)

“This rapid prototyping approach dictated an agile, adaptive business model. That meant the two business teams had to come together and determine how much the effort would cost, what type of funding was needed, what contract vehicles should be used and what resources were available.”

“Early on, as the acquisition strategy and technical requirements were being refined, we implemented a tailored work breakdown structure into all cost estimating efforts. This enabled the teams to accurately account for all costs associated with rapid prototyping and develop a cost estimate, which was later used as the basis for the spend plans. Throughout the whole process, strong collaboration and daily communication was the key. PM EW&C Business Management Division was heavily engaged in identifying what funds were needed and where they should be sent. The RCCTO Business Management Division was responsible for ensuring funds were provided on time and in the amount needed. The two teams worked as one toward accomplishing the same goal. The USAREUR ONS was executed almost 100 percent within the cost estimate, on time and without any unfunded requirements.”

What contracting mechanisms were used? “The business teams worked together to develop a funding strategy to ensure the effort was fully funded. Initially we reallocated existing funds for this effort. We also utilized mechanisms such as below-threshold and above-threshold reprogramming actions. We successfully applied for and received funding from the Office of the Secretary of Defense Rapid Prototyping Program. To meet a very tight timeline for delivery, we also worked closely with [the U.S.] Army Contracting Command, as well as the Navy and Air Force contracting commands, for select contracting actions.

“We coordinated execution of more than 100 contract actions, including contract modifications, task orders and delivery orders. In some instances, because of the urgency of the requirement and the government’s interest to start contract work early, we used un-definitized contract actions.”

Advice for rapid prototyping: “This is a great approach to quickly provide needed capabilities to our warfighters. Constant collaboration and communication with the project manager, contracting team, business team and all stakeholders involved in your program is a must. This allows you to identify and address any risks or issues early.”

THE ENGINEER: BRANDON LITTLE-DARKU

“As the project lead and lead systems engineer on EW for the RCCTO, I worked in close partnership with the PM EW&C team and my counterpart there, Lt. Col. Bowen, to develop and deliver this capability. Having a strategic focus and directing this capability not to the entire Army, but to brigade-and-below operations within the European theater, proved a key to our success. Focusing on the units aligned to USAREUR and understanding their concept of operations helped to scope not only the capabilities required of the various systems, but also how they needed to be integrated into the formations and the tactical mission command network. That, paired with early and continuous engagement with the brigade combat teams aligned to USAREUR, helped scope the effort and shape the overall phased approach for addressing the operational requirements.”

The toughest challenge? “Making sure we met all the requirements possible, which included establishing a networked EW capability that could interoperate with Army mission command systems, while also meeting our delivery timeline. The team included a great set of dedicated professionals within the RCCTO and the PM, and across our partners throughout the Army, that made this unprecedented effort a success.”

Advice for rapid prototyping: “Perfection is the enemy of ‘good enough’ when building your acquisition strategy and scoping out the phases of the capability. Time will always be one of the critical measures of success, and the burdens associated with the endless pursuit of perfection will always be a hindrance to getting the required capabilities to the end user. Working directly with the users early in the process, and then continuing to receive their input and operational feedback throughout the process, proved key to making sure we developed and delivered what they needed to meet their mission.”

THE USER: CAPT. SEAN LYNCH, (2ND CAVALRY REGIMENT)

“This equipment provides additional sensors that units can leverage to help build a common operating picture and drive the targeting process. It provides commanders with additional options to more effectively shape their areas of responsibility, while also addressing theaterwide challenges from near-peer competitors and NATO adversaries. These assets can be seamlessly integrated within a Stryker formation, require no reliance on joint air platforms, and can provide immediate direction finding or geolocating capability of enemy emitters to maneuver commanders at the lowest levels. The Army can continue to build on this momentum by solidifying what the primary mission or role of ground-based electronic warfare is and how the Army feels it should be equipped to accomplish it.”

How did partnering with the acquisition team early work for your unit? “Exceedingly well. Our team was fortunate to be able to participate in multiple Network Integration Evaluations, simulation exercises, and testing events both pre- and post-fielding. This gave our regimental planning team and tactical operators several instances to provide direct, candid feedback to the engineers, acquisition team and decision-makers involved in the project. We were able to see our ideas and feedback incorporated almost immediately, and knew with high confidence what we were receiving as the end user. This also served to get Soldier buy-in at the lowest levels, and they became more vested in providing comprehensive and meaningful feedback. It also removed a lot of unnecessary guesswork and ensured all parties had a shared understanding and shared expectations of the scope of the fielding.”

Advice for rapid prototyping: “Partner early and consistently with the acquisition team before, during and after equipment fielding. Know those aspects of the equipment that are more important to you and your Soldiers, and be prepared to communicate those requirements clearly. It’s also important to build a plan on how to go about stressing new systems, capturing relevant information, and how you envision the systems or equipment will be employed.”

For more information on the Army RCCTO, go to rapidcapabilitiesoffice.army.mil. For more information on PEO IEW&S and PM EW&C, go to peoiews.army.mil.

Story by Nancy Jones-Bonbrest, John Higgins and Claire Heininger – U.S. Army Acquisition Support Center

Photo by US Army SGT Amber I. Smith

NANCY JONES-BONBREST is a public communications specialist for RCCTO. She has written extensively about Army modernization and acquisition for several years, including multiple training and testing events. She holds a B.S. in journalism from the University of Maryland, College Park.

JOHN HIGGINS is a public affairs writer for PEO IEW&S. He is an Iraq War veteran and former public affairs Soldier. He holds a B.A. in film production from Towson University.

CLAIRE HEININGER is the public communications lead for RCCTO and has written extensively about Army acquisition topics. She holds a B.A. in American Studies from the University of Notre Dame and is a former politics and government reporter for The Star-Ledger, New Jersey’s largest newspaper. She is Level II certified in program management.

This article was originally published in the Spring issue of Army AL&T magazine.

NRAAM 19 – Vault Series by Pelican

April 28th, 2019

If you’re looking for a new gun case, Pelican has you covered with the Vault series.

Available in various sizes, these weather resistant cases are made from high impact polymer. They feature push button latches, stainless steel hasps.

NRAAM 19 – Limited Edition Mallard Active Bra Holster by Dene Adams

April 27th, 2019

Mother’s Day is right around the corner. If the lady in your life concealed carries, you might want to consider the Limited Edition Mallard Active Bra Holster by Dene Adams.

This active bra features a forty-five-degree angled holster. However, it’s right hand draw only. Designed with Sub-compact and Micro single stack in mind (that’s pistol size guys).

Dene Adams offers a full line of clothing items with integrated holsters, for both women and men.

deneadams.com/collections/active-bra-holsters/products/limited-edition-mallard-active-bra-holster

NRAAM 19 – Freedom RDS by Leupold Optics

April 27th, 2019

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This is the new Leupold Freedom Red Dot Sight. It is being offered in two different models. The first features capped precision ¼-MOA click adjustments, and the second features a precision exposed BDC elevation turret that ships with adjustments out to 500 yards for a standard 55-grain .223 round. The turrets use Leupold’s Custom Dial System. The dot size is 1 MOA and there are eight intensity settings. On a medium setting you’ll get about 1000 hours of use.

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But it’s not just for .223 rifles. If you decide to mount your Freedom RDS to a rifle that’s chambered in other popular AR-style calibers like a 6.5 Creedmoor or .300 Blackout, the Leupold Custom Shop can create you a new dial for a fee.

It also integrates Leupold’s Motion Sensor Technology (MST), which turns the illumination off after five minutes of inactivity, when it detects motion again, it instantly turns the illumination back on.

The standard model is $389 with mount and the BDC model is $599 with mount.

NRAAM 19 – ROMEO3 Max From SIG Optics

April 27th, 2019

SIG Optics has launched the ROMEO3 Max Red Dot Optic in honor of Team SIG legend Max Michel. Due to its size, it’s generally associated with carbines an SMG’s, but I first noticed Max using one during his Guinness World Record shoot.

As you can see it features a mounting plate to accommodate the large footprint of the ROMEO3.

Don’t let this photo fool you, there are multiple intensity setting for the 6MOA dot. It was on a low setting.

Here it is on Max’s P320 X5 Carry.

I spoke briefly with Max about his experience with Red Dot Sights and why he preferred this optic in particular. Max related that he had begun using an optic equipped pistol on the early 90s initially with the Tasco optic and then transitioned to the C-More. Over the past couple of years he had adopted the SIG sight. “Most pistol engagements are at 15 yards or less and you don’t want a small dot,” Max explained. He went on to say, “the ROMEO3 offers clean glass, large field of view and a 6 MOA dot. At that distance you’re not going to cover up the target with the dot.”

Available soon from www.sigsauer.com.

NRAAM 19 – KEL TEC CP33 Pistol

April 27th, 2019

The name CP33 describes this new polymer .22 LR pistol from KEL TEC quite well. The CP is for Competition Pistol and 33 is how many rounds the magazine holds thanks to its unique quad stack magazine design.

It features a full length Picatinny rail along the top with fiber optic sights at either end and M-Lok slots on the dust cover.

www.keltecweapons.com/firearms/pistols/cp33