Archive for the 'Cyber' Category
I made my way to the USNI/AFCEA West 2014 Conference because the theme is an important one. Shaping the Maritime Strategy. And because I was fairly certain it wouldn’t be snowing in San Diego. Sure enough, the speakers and panel sessions have not disappointed. And, there is not a snowbank in sight.
This morning’s keynote event was a roundtable on Information Dominance. Moderated by Mr. David Wennergren, VP for Enterprise Technologies and Services at CACI, the panel consisted of RADM Paul Becker USN, Director of Intelligence J2 from the Joint Chiefs of Staff, RADM Robert Day USCG, Assistant Commandant for C4I for Coast Guard Cyber Command, Mr. Terry Halvorsen, DoN CIO, and BGen Kevin Nally USMC, Marine Corps CIO.
Each spoke eloquently of the need for protecting trusted information networks in an increasingly interconnected military, as well as the complexities of the dependence on trusted networks for myriad systems, capabilities, and decision support of command and control functions. Not surprisingly, the emphasis of most of the discussion was on countering the threats to our use of the electronic spectrum, which is to say “cyber” security. Each of the roundtable speakers were insightful in describing the problem of data overload, and how that overload actually stymied efforts to retrieve information. And each commented in turn that “information dominance” was not synonymous with “cyber”, which merely represented one aspect of the concept.
The discussion amongst the roundtable members did fall disappointingly short in two critical areas. The first was the focus on technical solutions for managing data and information. Connectivity and data transfer capability dominated what should have been a cultural discussion about information management. It is not the lack of sensors, or data feeds, nor connectivity shortfalls which have hampered our attempts to wring the maximum value from our information systems. We have become so enamored of the colossal capability to access raw data that we have become less than disciplined about what we NEED to know, when we need to know it, from whom we should expect it, what form that data needs to be in, and how it is to be analyzed into information useful for decision support for C2. Little of that was directly addressed, which was unfortunate, as such lack of acumen about our information and intelligence requirements will render any system to deliver those products far less effective than they should be.
By far, however, the biggest shortcoming of the roundtable discussion was the inability of any of the panel members to actually define the term “Information Dominance” in any meaningful way. I had submitted precisely that question for the roundtable via the electronic submission system in use at West this year, but someone asked it ahead of me. The attempts to define “Information Dominance” would have made a junior high English teacher cringe. We heard what information dominance is similar to, and what the supposed goals of information dominance were, but neither was in any way a real definition. (This is not a surprise. Two years ago, the Navy had an “Information Dominance” booth on the “gizmo floor”, staffed alternately by a Captain and two Commanders. I asked each, separately, over a couple days, to give me their definition of “information dominance”. None of theirs were remotely similar, nor any more adequate than what we heard today.)
The problem, of course, is the term itself. Information cannot be “dominated”, despite assertions to the contrary. An enemy with a very specific information requirement that he can fulfill reliably and in a timely manner can be said to have information “dominance” over our massive sensor and communications networks that commanders and staffs pore over in attempts to see through the fog of war. The dust cloud from the dirt bike as the teenager rides from Baghdadi to Hit to tell the insurgents of the Coalition convoy headed their way trumps our networked, data-driven ISR platform links that cannot help prevent the ambush that awaits us.
We have much work ahead of us to make most effective use of our incredibly robust data collection systems and information networks. The solution to the problems of analytical capacity resident in C2 nodes with which to turn raw data into useful information and intelligence will be far more human than digital. Commanders have to insist on a philosophy of “Don’t tell me everything, tell me what I need to know”. And then go about ensuring that those who collect, compile, and analyze data have a very good idea of what they need to know.
And we can start by retiring the troublesome and ill-suited term “Information Dominance”. As General van Riper is fond of saying, “Words MEAN things!”. They’re supposed to, anyway.
Cross-posted at Bring the Heat, Bring the Stupid.
CDR Salamander joins Matt and Grant for a podcast on writing as a member of the military, anonymity, and some sacred cows military planners hold dear: benefits, high-end systems, equal budgeting, etc… Join us for Episode 8, Sacred Cows and Amphibians (Download).
Articles from Sacred Cows Week:
Quantity over Quality (Michael Madrid)
Holy Bovine, Batman! Sacred Sailors! (Matt McLaughlin)
American Defense Policy: 8 Reality Checks (Martin Skold)
Ain’t Ready for Marines Yet? The Sacred Cow of British Army Organization (Alex Blackford)
SSBN(X): Sacred Cow for a Reason (Grant Greenwell)
Why the United States Should Merge Its Ground Forces (Jeong Lee)
Sacred Cow: Military Pay and Benefits By the Numbers (Richard Mosier)
Sea Control comes out every Monday. Don’t forget to subscribe on Itunes and Xbox Music!
By Jeong Lee
Speaking at the Association of the United States Army on the 12th, Admiral James Winnefeld, the Vice Chairman of the Joint Chiefs of Staff, told the audience that in future ground wars the tempo will be “shorter, faster-paced and much harder” because America’s adversaries will work to create a “fog of war.” Thus, the Admiral suggested that the Army “place more emphasis on the growth industry…of protecting American citizens abroad” in order to adapt to the fluid geostrategic environment.
Indeed, since the sequestration went into effect in March, many defense experts have been debating what the future may hold for the Army, the Marine Corps and the Special Operations Command (SOCOM). Whatever their respective views may be on the utility of landpower in future wars, all seem to agree on one thing: that in the sequestration era, the ground components must fight leaner and smarter.
For John R. Deni, a research professor at the U.S. Army War College’s Strategic Studies Institute, the answer seems to lie in the “Army-led military-to-military activities” which may provide stability in politically volatile regions “if only because most military forces around the globe are army-centric.”
Others beg to differ. Generals James Amos and Raymond Odierno and Admiral William McRaven seem to second Admiral Winnefeld’s claim when they argue that today “the need to conduct large-scale aid and consequence management missions, both within the United States and internationally, is certain to grow.” General James Amos, the Marine Corps Commandant, also recently echoes this view when he advocates a lighter but mobile Marine Corps because he believes tomorrow’s conflicts will likely involve “violent extremism, battles for influence, disruptive societal transitions, natural disaster, extremist messages and manipulative politics.”
However, if the United States Armed Forces is truly concerned about raising a cost-efficient and versatile ground force, it can merge the Army, the SOCOM and the Marine Corps into one unified service branch. This idea is not new. As far back as 1994, the late Colonel David Hackworth advocated the merger of the Army and the Marine Corps because their missions seemed to overlap. He went so far as to claim that the Department of Defense (DoD) could save “around $20 billion a year.” Nevertheless, absent in Hackworth’s column was a coherent blueprint for how the DoD could effectively unify its ground components into a cohesive service because Hackworth did not flesh out his strategic vision for what 21st Century wars may look like.
Which raises a very salient question as to what America’s strategic priorities should be. In a perceptive op-ed, Mark Fitzgerald, David Deptula and Gian P. Gentile aver that the United States must choose to go to “war as a last resort and not a policy option of first choice.” To this must be added another imperative. The United States Armed Forces must prioritize homeland defense as its primary mission and rethink the mistaken belief that the United States can somehow secure its interests through “lengthy military occupations of foreign lands.”
Thus, this newly merged service must redirect its focus towards countering cyber warfare and CBRNe (Chemical, Biological, Radiation, Nuclear and explosives) attacks and should work towards bolstering its counterterrorism (CT) capabilities. This is because, due to the convergence of the global community, the United States may be vulnerable to attacks from within by homegrown terrorists and drug cartels—all of which may wreak havoc and may even cripple America’s domestic infrastructures.
Reorientation of its mission focus may also require that the new service reconfigure its size. After all, as Chairman of the Joint Chiefs of Staff, General Martin Dempsey wrote in Foreign Affairs, “Washington should remember that the size of the armed forces is not the most telling metric of their strength.” One solution is to adopt the so-called “Macgregor Transformation Model (MTM)” centered around the combat group concept which may reduce the strength of the new service “yet in the end produce a force that has greater combat capability…[and] more sustainable.” This model may provide the United States with a deployable fire brigade in the event of a national emergency or an international crisis. Already, the bases from which to adopt this viable model exist in the form of Army brigade combat teams (BCTs) and Marine Air-Ground Task Forces (MAGTFs) of various sizes.
Should the United States decide that it needs to project its hard power abroad to guard its interests, it could deploy the Special Operations Forces (SOF) components of the new service in tandem with UAV (Unmanned Aerial Vehicles) to selectively target and neutralize potential threats. While the SOF and UAV surgical raids should not be viewed as substitutes for deft diplomacy, they can provide cheaper and selective power projection capabilities. Moreover, doing so could minimize the risks inherent in power projection and anti-access/area denial (A2/AD) missions which may potentially mire the United States in messy and protracted conflicts.
Last but not least, this new service could buttress interoperability and capabilities of allied forces around the globe through military-to-military exchanges. Although Deni was referring specifically to the Army-led initiatives when he suggested this, he may be correct that military-to-military engagements may help to promote America’s image abroad as a trusted guarantor of peace. But even more important, such activities may “mean fewer American boots on the ground.” However, implementing what the retired Marine General James Mattis refers to as the “proxy strategy” may be a better means by which the United States could “lead from behind.” Under this arrangement, while “America’s general visibility would decline,” its allies and proxies would police the trouble spots on its behalf.
Contrary to what many in the defense establishment believe, the austerity measures wrought by the sequestration have not been entirely negative. If anything, this perceived “crisis” has provided the much-needed impetus for innovative approaches to national defense. The proposed merger of the ground forces may provide the United States with most cost-effective and versatile service branch to defend the homeland and safeguard its interests abroad.
According to the Yŏnhap News Agency last Thursday, ROK Defense Minister Kim Kwan-jin “confirmed…that he had requested the U.S. government” to postpone the OPCON (Operational Command) transfer slated for December, 2015. Citing from the same source, the National Journal elaborated further by saying Minister Kim believed that the United States was open to postponing the transfer because “a top U.S. government official leaked to journalists” Minister Kim’s request for the delay.
There may be several reasons for the ROK government’s desire to postpone the OPCON transfer. First, the critics of the OPCON transfer both in Washington and the ROK argue that this transition is “dangerously myopic” as it ignores “the asymmetric challenges that [North Korea] presents.” Second, given the shrinking budget, they argue that the ROK may not have enough time to improve its own C4I (Command, Control, Communications, Computer and Intelligence) capabilities, notwithstanding a vigorous procurement and acquisition of state-of-the-art weaponry and indigenous research and development programs for its local defense industries. Third, South Korea’s uneven defense spending, and operational and institutional handicaps within the conservative ROK officer corps have prevented South Korea from developing a coherent strategy and the necessary wherewithal to operate on its own. To the critics of the OPCON handover, all these may point to the fact that, over the years, the ROK’s “political will to allocate the required resources has been constrained by economic pressures and the imperative to sustain South Korea’s socio-economic stability and growth.” As if to underscore this point, the ROK’s defense budget grew fourfold “at a rate higher than conventional explanations would expect” due to fears that the United States may eventually withdraw from the Korean peninsula. It was perhaps for these reasons that retired GEN B. B. Bell, a former Commander of the United States Forces Korea, has advocated postponing the transfer “permanently.“
After the Cold War, many in the defense community explored new ways to leverage the rapid expansion of information technology beyond traditional command, control and communications functions. Naval innovators were at the forefront of this effort. Most notably Vice Admiral Art Cebrowski proliferated the concepts of Net Centric Warfare and Admiral William Owens partnered with Harvard professor Joseph Nye to pen an influential Foreign Affairs piece on America’s information edge. Owens and Nye argued that the US military advantage in intelligence, surveillance and reconnaissance (ISR), command and control, and precision guided munitions enabled “a general ability to use deadly violence with greater speed, range and precision.” In other words, information would provide a significant advantage in conventional military operations.
At the same time, CDR Randall Bowdish focused his intellectual work on expanding the use of psychological operations in the information age. Bowdish clearly took a different approach in his research and notes, “By combining Clausewitz’s and Sun Tzu’s ideologies, we can discern a goal for information age psychological operations (PSYOP) -to compel the enemy to do our will without fighting. This goal is particularly relevant today in view of an increasing American intolerance for casualties. Information-age PSYOP, more than any other military instrument, may provide us with an increased capability to pursue our national interests without bloodshed.”
The good CDR’s post helped to solidify in my mind some notions I’ve had for some time now. These notions concern why there is such fear and hesitation when it comes to writing as a Naval professional.
My hope here is to put forward a different perspective on writing professionally. I will start with the obvious, and work towards what may be less obvious. It is my hope that my thoughts here might make some headway towards changing the minds of readers, and in turn (and in some small part) the Navy’s culture. Additionally, all I have to say assumes that we’re all well versed in and practice good OPSEC.
There are issues, and what are to me warped perceptions regarding writing in both the institutional aspect Navy and on the part of individual Sailors. In my talks with others more well versed with the state of writing in other branches, it would seem the Navy has a better culture than most, but still it remains that there is much room for improvement.
Foremost is the impression of what it is to write. Many, who step up the first time confuse their trepidation with how their audience will perceive their writing. In this, it is assumed that their words will reverberate with great force, and be a bellwether for change.
In reality, no. It won’t be. Even articles published in Proceedings are rarely of exceptional paradigm changing quality. This isn’t the fault of anyone, or any single organization. It’s the fault of everyone. The ~2 megabytes worth of data (including pictures. If none, then ~150kB) you just introduced into the World is the equivalent of the faintest star you can see in the night sky. Even if what you wrote is considered on par with the greats, your impact will fall well short of making you a household name.
Remember this: you’re just part of the system. Your words will be absorbed, digested, and then repeated in a novel way that you may or may not agree with. What writing does is give others ideas that little belong to you once learned by them.
For COs, and senior personnel of all flavors, it’s important to remember that as well. That junior person whose 1k – 5k words you might fear is far weaker than it might seem. Take a breath and put their words in a perspective larger than your immediate concerns.
It may seem obvious, but the nature of writing online demands this be mentioned often – don’t call people names. This is worth mentioning since much of blogging and the resulting comments (especially the comments) turn into a bull session where finger pointing, name calling, and condemning of whomever the content of the blog involves. That’s not writing, just as you’re not a poet when you’re drunk and blowing off steam at McGuires or Seville Quarter.
Don’t mention names, mention ideas. I personally don’t care whom thought of what. Everyone has good ideas, everyone has a unique perspective. More often than not, those who are listened to the most are only the ones who can write the best, with their ideas hovering around 3rd rate. A given idea is not better just because it came from someone with senior rank. Neither should an idea be valued more from someone with name recognition more so than it is from someone without. The person doesn’t matter, the idea matters when it comes to discussing ideas. Of course if you’re rebutting someone else’s writing I get that a name must be mentioned. But, aside of ensuring continuity or getting a reader up to speed, don’t talk about people, just talk about the idea. The whole point of this is to remove ego from ideas as much as possible.
A second order effect of this notion is that there is significant benefit to someone writing anonymously. Based on my own personal experience, I would even encourage many to start off that way. Reflect on why you are motivated to write, is it to build name recognition, or to better your Navy? Exactly, in talking about ideas and not calling anyone names the need to have a face and name to the words quickly begins to evaporate.
Don’t value your life less than you do your career. A military full of people willing to give their life in the line of duty, but just as many who do not write for the sake of their career. This is so counter intuitive I don’t think I need to elaborate.
Unless your staff refers to you as the ‘old man/woman’ or ‘the boss’ you’re not making policy, and your words won’t either. What’s more is that your words do not reflect the official opinion of the Navy, you’re some rank just like a bunch of other people. Actions speak louder than words, if you comport yourself in a professional manner with good military bearing, then your words are just that – words – feeble, devoid of action words that are only an attempt to contribute to the discourse and bettering your Navy. The Navy and your boss do not have much to fear from you.
But, there is a logical limit to such a claim. I wouldn’t publicly write anything critical of a decision made by my direct chain of command, or a decision made by those I have to work for/with. Doing as such, and being publicly critical of colleagues, seniors, and shipmates is just bad form, rude, and yes probably insubordinate. But, giving a public opinion regarding a decision made echelons above can be (and should be written towards being) productive. Blogging: real time 360 degree evaluation of ideas.
We’re nearly 10 years into military personnel saying things they shouldn’t on social media and online. The first year I was in the Navy, my CO warned us at an all hand’s to ‘stop saying bad things about the command on Facebook.’ Such a scenario isn’t new, that happened nearly seven years ago. We know how to handle it, and we should all be used to this by now.
Never write to be thanked or praised. I’d rather have my Navy not care that you write than to have it formally recognize you for writing. Why? Because writing is not about the promotion of self. It is about selflessly working to improve your Navy and Country. Non sibi sed patriae, or don’t pick up the pen.
The Navy needs your ideas to compete with all the other ideas. The Navy needs you to be well read, and versed on how ideas compete with each other (how it happens online is not too dissimilar in how it happens anywhere else).
CAPT Hinkley and LTJG Hipple’s recent posts have served as something as a kick in the pants for me… It’s been a really long time since I wrote anything.
But, yeah, I’ve been busy…
I’m not in Belgium any more. I left at the end of February, at the last date that Millington said was possible without losing my billet and thus being removed from the Navy: 28FEB13.
In the present, I am at Corry Station, in Pensacola. Learning about the stuff that the aforementioned gentlemen wrote about. The thing about it though, I can’t write about what I’ve learned and am learning–its a different world I’ve walked into. From the completely open source world of social media into the Crypto-Tech world. I am at A-school. I am surrounded by boots. Every 45 seconds I am greeted in the P-ways with “good evening Petty Officer.” I am a class leader, I have a number of boots I am charged with keeping on task… And it is fascinating.
It’s like seeing myself seven years ago when I was new to the Navy. The questions they have differ little from my own back when…. They’re so young though, my god. When you’re a boot, you don’t think you stand out that much. But, you do. The mistakes you’re going to make are predictable and understandable. My experience over the last two weeks of school reminds of a quote from Hobbes,
Prudence is but experience, which equal time, equally bestows on all men, in those things they equally apply themselves unto.
Experience, and in turn prudence, starts with bootcamp. It builds to some expertise in A-school, you reach the Fleet and it is there that you learn to be a Sailor. This fact seems to have been abused back when I came into the Navy. A-schools back then were afflicted with the vogue notion of CBT, or Computer Based Training. Where the Navy assumed boots to be cleaver enough to essentially teach themselves. I’ve been told that even some of the more technical rates were afflicted by this methodology as well. Even more so, instructors favored the term ‘you’ll learn it in the Fleet’ when a somewhat vexing question would be asked of them. Again, all this to me, strikes me as a perversion of how a senior Sailor understands how they became who they are.
A more accurate portrayal of the development of a Sailor (‘Sailor-ization’ is a term that should not be used. One does not simply make a person into a Sailor, a person must grow into being a Sailor–the onus is on the one growing.) is that no amount of schooling nor any quantity of sea stories can completely ready a Sailor for life at sea or in the Fleet. But, that does not mean there is not great efficacy for either. Rather, the senior Sailor needs to fully appreciate what they are able to impart to their junior classmate. Everything they have lived can impart a small measure of prudence into that junior Sailor. Indeed, I consider this a sacred duty for the senior Sailor.
Having that first or second class in the classroom is invaluable. Having a 2nd or 1st that can truly spin a yarn is worth every cent of their pay. A 1st or 2nd that boots are in awe of is your surest bet to creating a Sailor worthy of the Fleet. I sincerely doubt that becoming a Master Training Specialist ensures any of this. In fact, I am nearly certain it doesn’t. But, I am open to being corrected regarding this perception.
A-school is the last great chance for the military to hold onto their boots, and impart in them the words that need to resonate in their heads for the next 20+ years. Once they leave here, for many of them, they start their adult lives and it will be too late. The core of their professional-selves are set.
For the senior Sailor, what is important is that they learn about who they have grown to become in each conversation they have with their juniors. As you explain to them what you experienced in the Fleet you discover aspects of your experience that you possibly had not considered before. From their reactions you are allowed to, in some small part, relive that experience and see from a 3rd person perspective how that experience affected you. In spinning that yarn, you learn just as much as they are. There seems to be much emphasis on the underscoring of technical prowess in being an instructor at A-school, I hope the Navy appreciates this more ephemeral aspect of instruction as well.
You’d probably be floored to know that about 10% of my class has a 4 year degree. There are more than five others in school with me that have their masters. What’s amazing is that it’s fairly evenly split between guys as such either not knowing they could be an officer, and others who do not want to be officers. The lines between what an officer is and an enlisted guy is blurring. In many respects what it is coming down to is how a person was trained and treated. If I were given the power, I’d like to do an experiment and see if someone from high school, and only high school, could become as good of an officer as someone from college.
There are still some months I have left here at Corry Station. I am very eager to get to know more people well established in the community I am entering. But, even more so, I feel incredibly lucky to be able to lead in some small way the boots (to be sure, I use that term in an endearing way) in class with me. They are teaching me more than they realize.
In his piece, “Imminent Domain,” ADM Greenert suggests that the EM and Cyber spectrums need now be considered a stand-alone domain of conflict. Respectfully, we’re already there. The electronic environment, wired and unwired, is an obsession for defense planners. In CYBERCOM, the EM-Cyber spectrum practically has its own unified command. The navy’s component of CYBERCOM, the “10th Fleet,” in name harkens back to ADM Greenert’s example of the rise of sub-surface warfare. From the military’s fears over an assassin’s mace style EMP attack to the public’s obsession in movies like Live Free, Die Hard and games like Black Ops 2, the awareness is more than there. While we may have recognized this new environment, ADM Greenert is right in that we have not taken this challenge to heart. If forces are going to operate as if the EM-Cyber spectrum is a domain of warfare, they must act as they would in the physical battlefield on the tactical level, not just the strategic: take cover, stay organized, and interrupt the enemy’s OODA loop.
From The Jaws of Victory
The final battle of Epipole showed the pitfalls of over-reliance on communications and single circuits. During the Athenian siege of Syracuse during the Peloponnesian War, the Syracusans countered the attempt of Athens to wall in the city by building a counter-wall past the projected path of Athenian battlements. The Syracusans had gained a critical blocking position, and Athenian General Demosthenes concocted a plan to dislodge the defenders. Athenian forces found themselves stalled during the daytime battles outside the counter-wall, when their enemies could easily observe and rally against them. General Demosthenes planned a night-time strike on the counter-wall. The well-organized night-time attack completely overwhelmed and nearly destroyed the first garrison. As the alarm was sounded, the Athenians rushed forward before allowing themselves to re-organize and re-identify. When the first real resistance was met, the ensuing disaster is worth citing in full:
In the Navy, our concept of an organization is dominated by the “chain of command” and the quintessential “org chart,” both of which are vertically focused. These concepts do a good job of telling us who we work for, and who works for us. However, they serve little purpose in outlining with whom we should work. These relationships are horizontal in nature and help us navigate the seams of an organization, seams which are readily apparent in a traditional, vertically-focused “org chart.” While vertical relationships are key to authority and responsibility, effective innovation, planning, and execution are typically dependent on horizontal relationships.
The Chief Petty Officers’ Mess is well known for establishing horizontal relationships. Chiefs utilize relationships established during CPO 365 and within the Chiefs’ Mess to solve problems and accomplish the mission. In essence, the effectiveness of the Chiefs’ Mess is based in large part on these horizontal relationships. These horizontal relationships need not be limited to the Chiefs’ Mess, however. Command members at all ranks, officer and enlisted, can and should seek to establish these relationships in order to make themselves and their command or organization more effective.
A good example is the somewhat recent emphasis on the N3/N2 (Ops/Intel) relationship, linking the operator to the intelligence professional, and vice versa. The result has been greater synchronization between these supporting entities. Another example is the establishment of the Information Dominance Corps (IDC), which seeks to establish a close working relationship between information-focused communities. Regardless of where these information-focused professionals work in an organization, a roadmap for their horizontal relationships has been pre-established by the formation of the IDC. The possibilities for horizontal relationships are truly endless, while the potential value in establishing and utilizing these relationships is immeasurable.
Establishing a horizontal relationship takes little effort. Warfare qualification programs, command functions, social events, and command organizations, such as the First Class Petty Officers Association, all encourage the establishment of horizontal relationships. Getting out of your work space and interacting with your peers is another method. Share each other’s roles and responsibilities and seek to identify overlap, and common or supporting efforts. Then establish a relationship and ensure you leverage it whenever necessary or feasible.
Horizontal relationships need not be limited to your own command or organization. Establishing relationships with other commands or supporting staffs can be beneficial as well. Horizontal relationships can also be established within a wider community, leveraging the collective thoughts of a large, diverse group. Tools like the IDC Self-Synchronization website enable establishment and utilization of such relationships.
So the next time you think about the chain of command or look at an org chart, focus on the horizontal vice vertical aspects of the organization. Identify the seams and look for places to establish horizontal relationships, relationships that will help make you and the command more effective. Then set out to navigate the seams.
LCDR Chuck Hall is an Information Warfare Officer and member of the Information Dominance Corps. He enlisted in the Navy in 1988 and served 13 years as a Cryptologic Technician (Interpretive) prior to commissioning as a CWO2. Subsequently selected for LDO, he transitioned to the Restricted Line once he completed his BA in Middle Eastern Studies. He currently serves on the CCSG-8 staff, embarked in USS DWIGHT D. EISENHOWER. When at home he enjoys spending time with his wife and three amazing children. He has also contributed to Connecting the Dots with his blog post Waiting to Lead.
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