Archive for the 'Innovation' Category

“Let us dare to read, think, speak, and write.”
-President John Adams

If John Adams were a junior officer in the Navy today, his admonition to his fellow officers might read something like this:

Let us [not] dare to read [lest my own beliefs be challenged], think [lest my perceived truths be shown as falsehoods] , speak [lest my commanding officer notice me], and write [lest my FITREP result in an MP].

As junior officers, we recognize this attitude in ourselves, our peers, and our superiors. Yet if today’s junior officer is to have any lasting legacy on the Navy or Marine Corps, it will be by recognizing and acting upon an essential truth:

The health of the service is more important than your career.

We need junior officers willing to stick their necks out and write. Our service and our country are dealing with serious challenges, many of which may have non-traditional solutions. This generation of junior officers will be judged for our courage to stand up and work to solve those problems. The nation can no longer afford our silence.

Our Past

At the turn of the 20th century, a young naval gunnery officer couldn’t get anybody to listen to his revolutionary ideas on gunnery. Unwilling to be silenced, he stuck his neck out. In what he later termed “the rankest kind of insubordination,” he wrote a letter to President Theodore Roosevelt. This young officer, William Sims, would later use the pages of Proceedings to challenge his peers to be wary of the dangers of a lack of innovation or honest introspection, asking, “which of us will be quoted in the future as example of dangerous conservatism?”

In 1894, another author wrote scathingly about the lack of introspection in the British Empire’s naval culture. The parallels to today are striking: the world’s dominant maritime power for three generations, unchallenged in might but facing an increasingly complex and globalized world. Entitled “The Children of Nelson” and reprinted in the pages of Proceedings, the article lambasts British naval leadership, saying:

“The Admiralty … sternly refuses to permit junior officers to write or speak on questions of speculative strategy and other subjects which involve neither criticism of things that are, nor betrayal of official secrets. Junior officers are thus restrained in their usefulness and discouraged in their legitimate professional ambitions; and the impression has taken root amongst them that the man who endeavors to elbow his way out of the crowd, to bring forward a new theory, or to do any kind of serviceable work beyond the minimum which his position requires of him, is a fool for his pains… Thus discouraged on all hands, the British naval officer, with a few brilliant exceptions, resigns himself to living and moving in deep and well-worn grooves. He thinks little; he speculates less; he almost fails to realize, save in a dull and general way, that some day the storm of battle will again rage around him, and that he will be expected, by an unreasonable country, to repeat the triumphs of his ancestors.”

One hundred years later, the US Navy seems to have institutionalized and incentivized intellectual conformity in both strategy and policy through a culture that discourages professional intellectual dissent in favor of promotability. Navy Captain Jay Avella said it best in 1997 when he wrote, again in Proceedings, that the problem, “is about the culture change that seems to be pervading the sea service—a change that says, ‘don’t rock the boat, it will cost you your career.’”

The US Navy is in a perplexing situation: we pay lip service to buzzwords such as “innovation” and “transformation,” but will only act if ideas don’t upset entrenched interests or institutional inertia. Nevertheless, junior officers today are the scions of generations of transformative men and women who came before us—those like Mahan, Sims, and countless others. These officers never accepted the status quo just because “it’s the way we’ve always done things.”

As organizations such as naval aviation’s Tailhook Association prepare to name 2015 the “Year of the Junior Officer,” it is important for the thousands of junior officers in the Navy and Marine Corps to engage in some serious introspection. What will be our enduring mark on our service?

Our Present

From a rank and file perspective, junior officers can drive change in their divisions and departments, and if lucky with supportive commanding officers, within their ships, submarines and squadrons. But what ultimately set Sims apart from many junior officers who have driven innovation on the deckplates was that he wrote about it. Had Sims not put pen to paper, unrelentingly, institutional change might never have happened. Today, we must pick up our tablets and laptops, just as those before picked up their pens and typewriters, and write, regardless of the pressures on our careers.

There is a disturbing trend among some that equates intellectual dissent with outright insubordination and disrespect. One recent Proceedings article went so far as to suggest that today’s millennial generation is derelict in their adherence to time-honored naval customs and courtesies, simply for asking “Why?” This belief blithely ignores examples like William Sims, that show us one of the most time-honored naval traditions is that of innovation driven by the junior officer ranks challenging the status quo.

Again, this sentiment is not new; one need only consult Alfred Thayer Mahan’s FITREPs to appreciate its longevity. CDR Rich LeBron, Commanding Officer of the USS Benfold, put it this way: “In this vertically stratified setting, the boss can find isolation behind the closed door of authority and good ideas can be transmuted, crushed, or simply dismissed on their way to the top as spirits and morale are driven into the ground.” Today’s navy, facing a staggering array of complex geopolitical, fiscal and technical challenges, cannot afford to keep thinking that all the answers reside with senior leadership.

Yet we cannot wholly blame a cessation of intellectual development on this entrenched culture; fault lies within the junior officer corps as well. Writing is hard, and quite often, after a long day aboard ship or in a cockpit, the last thing we wish to embark on is a quest to articulate on paper a problem and solution that we would simply prefer to move past. It forces us to defend our ideas, to take a stand, and perhaps even to be wrong. But it is a duty that lies squarely on our shoulders, and we must rise to the occasion.

At the junior officer level, we have a responsibility not just to put complaints to paper, but to constructively identify issues or highlight positives, defend our views and promulgate solutions. This improves our professional knowledge, and enables senior leadership to take their pens to paper to engage in dialogue where we can actually leverage and learn from their experience. Simultaneously, it is particularly important for naval leadership to closely examine the quality and content of their own writing, because we as junior officers look to them to provide for both context and inspiration.

Some junior officers are already making positive contributions to our great naval debates. Through projects such as the Defense Entrepreneur’s Forum (DEF), Center for International Maritime Security (CIMSEC), and CNO’s Rapid Innovation Cell (CRIC), junior officers write, share ideas, and set the tone on issues from future ship design and innovative apps to geopolitics and strategy. Yet more is required — we must fight to forge a culture of writing without trepidation, establishing a groundswell of professional discussion in our service.

Furthermore, we do not simply need more people writing – we need more people writing about the issues that matter. Somewhere along the line, much of naval writing, even in the pages of Proceedings, has devolved to a bland party line. Writing must incorporate substance.

Importantly, we should not solely focus on writing the “next big article,” but also on inscribing in record the grassroots innovation and effective procedures observed and implemented in our divisions and squadrons. We have nearly ceased discussion of the important, often mundane issues and ideas of daily naval life: strategy, operations, tactics, and procedures. Glancing through the pages of Proceedings and similar journals, a majority of material comes from senior officers who have long since moved beyond the realities of division level maintenance and deckplate challenges. Junior officers should remember our roots and reclaim proclivity in this arena, promulgating instructive tips for our brethren and observations on daily naval operations. In the same Proceedings issue as “The Children of Nelson,” there was also an article on the relationship between barometric pressures and ocean currents, a discussion of rustless coatings, and articles on naval reform. By recording these conversations in printed word, junior officers were able to share solutions from around the fleet.

Ultimately, the Navy must be led by the constant ingenuity and engagement of its junior officers and driven by the strategic thought and innovative perseverance of its seniors. Therefore, officers of all levels must write substantive pieces of all types: the mundane but useful, the transformative, the well-founded, the controversial pieces, and we must write without fear for our careers. The currency of institutional change available to the junior officer today, just as with William Sims and Alfred Mahan, is in writing. And so, regardless of the barriers we face, write we must.

Our Future

Much has been written about the institutionalized pressure on junior officers to “get on board, or get out.” This is manifested in discussions, both in print and in individual counseling sessions, about the narrow, cookie-cutter paths to commanding officer; junior officers that deviate even slightly from “the pipeline” risk abandonment.

Many factors play into the issues of junior officer retention, and for some, the pressures to leave the service are strong. Not surprisingly, few officers want to remain in a service where “ducks pick ducks.” Success in our service often seems to be determined by how well an officer’s career mirrors the prescribed path, while intellectual curiosity gets one a pat on the head or maybe even an adverse FITREP.

Yet these challenges to us as individuals are not insurmountable. It doesn’t matter what we face: we need officers willing to stick their necks out. So what if it’s frowned upon to challenge entrenched ideas that can be improved? So what if your career may be shortened? Most of us joined to sacrifice to serve our country. Perhaps some of us may need to sacrifice our perfect FITREP for the greater good.

The kind of change needed cannot be driven from outside the service. Paradoxically, though we may feel that getting out is best for our individual careers, it is harmful to the service overall. The future of the Navy and Marine Corps will be driven by the strength of the positive insurgency forming in the junior ranks today. We must dare to think, write, and speak–and also to stay in the service, despite the financial and psychological benefits of the private sector. We must join our thoughts and words with the courage required to forge the type of leadership our Navy and Marine Corps deserve.

To be sure, there is a time and a place for opinions and disagreement. Respect must continue to be the rule of the day: respect for rank, experience, and naval culture. Junior officers must continue to master their craft, get qualified, and above all, care for their Sailors and Marines.

Likewise, our generation cannot solve these problems simply by shifting our verbal complaints to paper. We must write with substance, bring forward ideas–even contentious ones–and help each other through the writing process. How and when junior officers write is also important; even William Sims acknowledged the inappropriateness of his letter to the President. Thankfully, the commander-in-chief was able to see past Sims’ youthful follies and identify the intellectual substance present behind his actions.

But these requirements should not preclude junior officers from actively engaging in discussions on the tactics, operations, and strategies they will be called upon to execute, on the culture of the institution that we love, in support of the country that we serve. We should not wait to attend the War College or Postgraduate School to consider who we are, what we are doing, where we are going, and why. We should not allow discouraging leadership and administrative burdens to choke our Navy and muddle our Marine Corps.

Many of our brothers and sisters in arms today and in decades past have paid the ultimate price for protecting our freedoms. They sacrificed their lives in defense of this nation. We can only hope to match their dedication by being willing to put our careers on the line, to “stick our necks out,” to make the service and this country better.



This Sunday join us for our 5th Anniversary Show. No guests, no agendas – just us talking about what 2014 had to teach us, and looking towards what 2015 may have in store for everyone in the national security arena. This is a great time if you ever wanted to call in to ask either one of us a question on a topic you wish we would address … or just to say “hi.” Just be warned, we might ask you a question back. It’s what we do.

Join us live or pick the show up later by clicking here or find us later on iTunes.

5pm EST. 4 Jan 14.



Please join us on Sunday, 16 November 2014 at 5pm (EST, US) for Midrats Episode 254: John A. Nagl: 13 Years into the War:

13 years into the long war, what have we learned, relearned, mastered, forgotten, and retained for future use? What have we learned about ourselves, the nature of our latest enemy, and the role of our nation? What have those who have served learned about their nation, their world, and themselves?

Iraq, Afghanistan, the Islamic State, and the ever changing global national security ecosystem, where are we now, and where are we going?

Our guest for the full hour to discuss this and more will be returning guest John Nagl, LTC US Army (Ret.) D.Phl, using his most recent book Knife Fights: A Memoir of Modern War in Theory and Practice as the starting point for our discussion.

Dr. Nagl is the Ninth Headmaster of The Haverford School. Prior to assuming responsibility for the School in July 2013, he was the inaugural Minerva Research Professor at the U.S. Naval Academy. He was previously the President of the Center for a New American Security. He graduated from the United States Military Academy Class in 1988 and served as an armor officer for 20 years. Dr. Nagl taught at West Point and Georgetown University, and served as a Military Assistant to two Deputy Secretaries of Defense. He earned his Master of the Military Arts and Sciences Degree from the U.S. Army Command and General Staff College and his doctorate from Oxford University as a Rhodes Scholar.

Dr. Nagl is the author of Learning to Eat Soup with a Knife: Counterinsurgency Lessons from Malaya and Vietnam and was on the team that produced the U.S. Army/Marine Corps Counterinsurgency Field Manual.

Join us live if you can or pick the show up later by clicking here. You can also pick the show up later at out iTunes page here, where you can also find the archive of all our previous shows.



This post was originally published on Defense Entrepreneurs Forum’s Whiteboard blog.

On Sunday, 26 October, the Defense Entrepreneurs Forum hosted an innovation competition sponsored by the United States Naval Institute. $5,000 in prizes were awarded after the eight contestants made their pitches. We will feature the one-pagers from the competition over the next few days.

Contestant: Graham Plaster, The Intelligence Community LLC

Problems

Individuals
o Rising unemployment among veterans
o Long wait times for government positions
o Salary cuts
o Shifting regional focus from Middle East to small wars, Africa, Asia, Russia, etc.
o An educational pipeline mismatched to the government job market
o Need for a wider on ramp and off ramp between public and private career options

Business
o Contracts are being steered to small businesses who lack the depth of expertise and the infrastructure to meet government requirements
o Companies are trying to scale up to meet government demands while slimming down on brick and mortar costs (through 1099 independent contractor hires)

Government
o Failing to meet quotas for hiring small businesses
o Eager to harness a fee-for-service model to manage costs and eliminate overhead
o Need cross pollination of public and private work experience for the future of publicprivate partnerships to keep pace with innovation

Solutions

o The tool will be similar to other freelance marketplaces currently available such as oDesk- Elance, Guru, Freelancer, Fiverr, and others. However, this marketplace will be tailored to the US national security sector which has many special legal and professional requirements.

o The marketplace will help both small and large businesses scale to manage indirect labor costs, meet contractual government requirements, and also, broadly, give the government the ability to tap a global market of talent for emergent needs. The government is always looking for a “bench” of talent without having to carry the huge overhead of unused experts.

o This also gives unemployed veterans including wounded warriors a way to serve as consultant from home, as part time support for important work.

Why Us

The Intelligence Community LLC (“TIC”) is a US veteran owned business that moderates a worldwide network of over 47,000 national security professionals growing at over 1200 new members every month. TIC is also a member of the Defense Intelligence Agency’s Innovation Gateway and will be collaborating with companies to discover ways to assist DIA with crowdsourced analysis. There has already been strong interest from government agencies on leveraging this emerging community of expertise.



This post was originally published on Defense Entrepreneurs Forum’s Whiteboard blog.

On Sunday, 26 October, the Defense Entrepreneurs Forum hosted an innovation competition sponsored by the United States Naval Institute. $5,000 in prizes were awarded after the eight contestants made their pitches. We will feature the one-pagers from the competition over the next few days.

Contestant: Ben Bines, HBS Student, Former F/A-18 pilot

Thesis: Creating a catalyst for military members that drives them to engage in proper wealth management strategies early in their careers will result in increased career satisfaction and hence higher retention and recruiting rates.

Our military has a problem; members are not comfortable creating and executing personalized investment plans that can help them create long term wealth.

Often our members rely on too little information to make potentially life-altering decisions. If the government can find a way to unlock this wasted potential, the results could be significant for its members. The question we need to ask ourselves is why isn’t this happening without intervention?

We submit that the answer can be traced to three facts:

  1. The financial services industry is incentivized to be confusing, resulting in less sophisticated users not investing, over/underinvesting and/or investing without a holistic plan.
  2. The financial industry’s professional advice fee structures (typically 1% of assets being managed) are too costly for most peoples’ financial needs and are set up to cut out lower net worth families, thereby exacerbating point 1.
  3. The government has only attempted to engage this issue from the retirement account (TSP) perspective, not the holistic strategy perspective.

The idea that a person can create value through very long term investing in a broad market based portfolio that reflect an individual’s personal situation and risk tolerance is well known, however, this fact does not seem to equate to this strategy being well implemented. Why?

We believe the disconnect results from two factors.

  1. People tend to give up because of the perceived execution complexities.
  2. People take a segmented view on their portfolios and accept the simplicity of cookie cutter investment strategies (target date retirement funds) that result in under or over exposed positions. The misunderstood exposure results from these strategies’ attempts to control costs by relying on bucketing dissimilar individuals based solely on retirement time horizon.

The fact is the investment world is simply too complex for the average person to feel confident that the decisions they are making are based on a complete understanding of the financial tools they are employing. The financial costs of misallocating short, medium and long term funds based on miscalculated or misunderstood short, medium, and long term cash flow requirements results in forced selling and emotional investing, which destroy enormous amounts of wealth accumulation potential.

So how can we help create the cost effective catalyst that gets people over the execution hump and provides individualized portfolio strategies without asking our members to become trained financial professionals?

We believe the answer lies in merging education and execution services via virtual meeting technology with trusted, proven financial institutional partnerships. We will create a process which will allow us to walk individuals through the setup and initial execution stages of their investment plan using a fiduciary relationship standard that gets them going down the correct wealth management path. We’ll couple that with robust financial planning software that allows them to easily track goals, sets reminder, and provides easily understood instructions when it’s time to make adjustments. By getting our people confidently through the uncomfortable stages where many give up, we’ll add enormous potential value to our members’ and the military.



This post was originally published on Defense Entrepreneurs Forum’s Whiteboard blog.

On Sunday, 26 October, the Defense Entrepreneurs Forum hosted an innovation competition sponsored by the United States Naval Institute. $5,000 in prizes were awarded after the eight contestants made their pitches. We will feature the one-pagers from the competition over the next 8 days.

Contestant: James la Porta, Assistant Editor, Blue Force Tracker

The problem: “America doesn’t know its military and the United States military doesn’t know America”
-Adm. Mike Mullen, former Chairman of the Joint Chiefs of Staff

The American people have a fundamental misunderstanding of the military, and an unrealistic perception of the threats facing our nation because the voices of veterans, and others with real-world “boots on the ground” experience are underrepresented in the media. The mission of Blue Force Tracker is to fix that.

The solution: In the military there is a tool called “blue force tracking,” which depicts with icons on a satellite image of the battlespace where every U.S. military unit is positioned. We want to give the American people something similar. Our intent is to help close the growing civilian-military divide by giving our audience an unbiased, unfiltered and realistic account of what the military does and the world in which it operates.

The mission of Blue Force Tracker is to report on and analyze issues related to U.S. national security, foreign affairs and veterans issues from a team of journalists with backgrounds in the military, intelligence services or diplomatic corps, as well as those who have unique first-hand knowledge of foreign regions where U.S. national interests are at stake. We aim to reach our audience with an innovative smartphone app and website, which matches the news consumption patterns of our target demographic—veterans of the wars in Iraq and Afghanistan and active duty military personnel.

Most of this target demographic is part of the millennial generation, who prefer accessing their news through mobile devices and web-based platforms. Media consumption is moving increasingly toward mobile platforms, and we want to capitalize on this trend. But we also aim to counter the parallel trend of decayed journalism standards.

Just because readers access their news on mobile devices doesn’t mean that there isn’t still a need, and an audience, for quality journalism. So, while we have put a lot of work into designing an innovative, userfriendly portal through which our audience can access our product, we also realize that quality content is the No. 1 way to grow an invested and loyal audience. To do that we leverage the unique, real-world experiences of our writers to educate Americans about the threats facing our country and provide a realistic account of the challenges facing the military—both abroad and in the transition back to civilian life.

Additionally, as our armed forces transition out of more than a decade of sustained combat operations, we need to hear from veterans and their families about their needs. The transition to civilian life is often a difficult one, and we need to hear that story from the people who are living it. Finally, Blue Force Tracker is a push back against the decline in the standards of worldwide journalism. We believe in well-written, profound, original content that educates the reader and has a societal benefit. We believe that quality journalism is just as important to the survival of a democracy as the armies guarding its borders.

But all these lofty goals cannot be accomplished unless we place our stories, and the unique opinions and analysis of our writers into the palms of the people who matter. So our overall challenge is developing content that breaks the mold while constantly evolving and experimenting with ways to deliver that content in a way that best matches the lifestyles and habits of our audience.



This post was originally published on Defense Entrepreneurs Forum’s Whiteboard blog.

On Sunday, 26 October, the Defense Entrepreneurs Forum hosted an innovation competition sponsored by the United States Naval Institute. $5,000 in prizes were awarded after the eight contestants made their pitches. We will feature the one-pagers from the competition over the next 8 days.

Contestant: Josh Steinman, US Naval Officer

Software is increasingly becoming the defining mechanism by which the Army, Navy, Air Force and Marine Corps achieve tactical, operational, and strategic decision dominance. Previously the Department of Defense had achieved this ability through industry.

As software takes on increasingly prominent roles in the Department of Defense, we will need to establish closer relations with the industry that builds it, much like the Department of Defense built long-standing ties to the industrial base during the pre-War, inter-War, and post-War periods of the early 20th century. These close links will ensure that the DOD retains the ability to rapidly integrate cutting edge digital technologies into our operations, as well as influence their development at all stages.

One high-impact, low cost way to advance this goal is to establish a small joint detachment of hand-picked DOD personnel to operate primarily in Silicon Valley that would act as an intellectual “long-range reconnaissance squad”.

This entity would consist of approximately 10 personnel nominated by a small group of senior officers and civilians (plus 1 support and 1 General or Flag Officer), stationed in the greater San Francisco Bay Area.

Their mission would be to help integrate the defense and software industries by achieving the following tasks:

a. Ensure continuity of action before, during, and after senior officer and civilian visits with entities in the non-Defense technology sector. Achieve this by acting as travel agent for senior officials before they depart (coordinating visits with local technology companies), local guide upon arrival, note-taker and action officer while engaged on the ground, and execution agent upon the senior’s departure.

b. Identify early-stage ventures with potential DOD applicability and connect them with appropriate resources to utilize their technology for DOD purposes. Interface with DOD and service-centric early-stage and midstage venture capital firms, and liaison with entities such as DARPA, IARPA, US Army REF, CNO’s Rapid Innovation Cell, and OSD RTTO.

c. Educate students, entrepreneurs, academics, and venture capitalists on DOD challenges and process with an eye towards changing attitudes towards the DOD. This would include conducting “presence missions” at regular events like SXSW, TECHCRUNCH DISRUPT, and even Burning Man.

My proposed first step is to send an exploratory detachment of 3-5 officers out to Silicon Valley for a one-month site survey mission that would result in a full proposal white-paper, to be submitted to the Joint Chiefs of Staff within 90 days of their return. Costs for such a survey are on the order of $6,000 per person, for one month.



brain1We like to benchmark successful civilian enterprises, and we like to emphasize that the best training is a technical training. Are those things in conflict?

The STEM bias towards officer education is long documented, defended, and argued – but on balance the pro-STEM argument holds the high ground in our Navy. Good people can argue both sides, but it is clear that the Mahanian ideal of the intellectual training of an officer has been out of favor for a very long time.

Is this technical bias simply a habit born or archaic assumptions towards intellectual development as out of touch with the needs of the 21st Century as Mad Men is toward gender roles in the workplace? Are the greatest challenges in our wardrooms, staffs, and intellectual debates 85% technical in nature? Are the challenges our nation and our military are facing that threaten our national security best addressed by people who made it through thermodynamics and mumble DiffyQ in their sleep?

Why would some of the most successful technical civilian organizations value a liberal arts education? Those with an extreme pro-STEM bias (CNO, I’m blogg’n to you) should take some times to digest what Elizabeth Segran over at FastCompany recently wrote on the topic,

So how exactly do the humanities translate into positive results for tech companies? Steve Yi, CEO of web advertising platform MediaAlpha, says that the liberal arts train students to thrive in subjectivity and ambiguity, a necessary skill in the tech world where few things are black and white. “In the dynamic environment of the technology sector, there is not typically one right answer when you make decisions,” he says. “There are just different shades of how correct you might be,” he says.

Yi says his interdisciplinary degree in East Asian Studies at Harvard taught him to see every issue from multiple perspectives: in college, he studied Asian literature in one class, then Asian politics or economics in the next. “It’s awfully similar to viewing our organization and our marketplace from different points of view, quickly shifting gears from sales to technology to marketing,” he says. “I need to synthesize these perspectives to decide where we need to go as a company.”

Danielle Sheer, a vice president at Carbonite, a cloud backup service, feels similarly. She studied existential philosophy at George Washington University, which sets her apart from her technically trained colleagues. She tells me that her academic background gives her an edge at a company where employees are trained to assume there is always a correct solution. “I don’t believe there is one answer for anything,” she tells me. “That makes me a very unusual member of the team. I always consider a plethora of different options and outcomes in every situation.”

Look again at what the critical thinking skills a well rounded education gave Yi and Sheer, and ask yourself – are these skills we value and need?

If so, why do we actively discourage them?



Yes, we are time shifting for this coming episode of Midrats to 6:30pm on Sunday, 26 October for a 90 minute adventure in national security and spin-off topics as we offer up Episode 251: DEF2014 wrapup and the budding question of veteran entitlement:

A special time and format this week with two different topics and guests.

Moving for just this week to a 6:30pm Eastern start time, our guest for the first 30-minutes will be Lieutenant Ben Kohlmann, USN – Founder of Disruptive Thinkers, F/A-18 pilot, member of the CNO’s Rapid Innovation Cell, and Co-Founder Defense Entrepreneurs Forum. He will be on to give us an overview of DEF2014 that ends this weekend.

For the following hour our, guest will be Major Carl “Skin” Forsling, USMC. He will be on to discuss some of the broader issues he raises in his article earlier this month, Unpacking The Veteran Entitlement Spectrum, and perhaps some more as well.

Skin is a Marine MV-22B pilot and former CH-46E pilot. He has deployed with and been an instructor in both platforms. He has also served as a military advisor to an Afghan Border Police battalion. He is currently Executive Officer at Marine Medium Tiltrotor Training Squadron 204, training Osprey pilots and aircrew for the Marine Corps and Air Force. He earned his batchelor’s degree from the Wharton School of the University of Pennsylvania and his master’s from Boston University. His writing has appeared in the Marine Corps Gazette, USNI Proceedings, Small Wars Journal, and Approach, among others (available at carlforsling.tumblr.com). Follow him on Twitter @carlforsling.

Join us live at 6:30pm or pick the show up later by clicking here. You can also pick the show up later from iTunes here.



Please join us Sunday, 19 October 2014 at 5pm (EDT) as we once again explore the U.S. Navy and national security on live “radio” on Midrats Hits 250:

Believe it or not, this week is our 250th Episode of Midrats.

In celebration, we’re clearing the intellectual table, going to open the mic and see where it takes us.

From Kobane, to Coastal Defense, to Ebola and everything in between and sideways that’s been in the national security news as of late, plus whatever else breaks above the ambient noise – we’ll be covering it.

As with all Midrats Free For Alls, we are also opening the phone lines for our regular listeners who want to throw a topic our way.

Come join us Sunday as we try to figure out how we got to 250.

Join us live (and join in) or pick the show up later to by clicking here. Don’t forget that Midrats is back on iTunes, too, for later listening – which you can reach here.



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