Adm. Mike Gilday, chief of naval operations; Gen. David Berger, commandant of the Marine Corps; and Adm. Karl Schultz, commandant of the Coast Guard, participate in a panel discussion on the opportunities and challenges faced while operating on land, sea, and air at the Sea-Air-Space Global Maritime Exposition, Washington.

Transcript

Oh, I am a guilty. Come on now. There we go. Good to see you about the comment on our Marine Corps, General David Berger and to comment on the Coast Guard. Donald Dave Schultz going on and moderating Today’s panel will be the former C you know, I am a Richardson. Thank you. Yeah, sell it. Good morning everybody. And let’s give it up one last time for Secretary Gertz. I can’t think of anybody in the maritime services really who has done more to just be completely transparent. Every molecule of Honda Gertz is dedicated to doing the right thing. He’s got the confidence of just about everybody who touches the maritime services. So let’s give a nice, great round of applause those inflicted damage. Right, Okay. Well, it’s absolutely fantastic to be here and to be here in person. We’re all out of our caves, that bright light that you see as the sun and uh, so welcome everybody and my hats off to the Navy League of the United States. As you can imagine. You know, the level of commitment to put something like this together is tremendous. And as we’re, you know, projecting into the future, you can imagine that it was not without some uncertainty and risk that we would pull this off together. And so, you know, just another round of applause for the Navy League for really pulling it together, staying committed in making this happen. Okay, so I’m going to quickly move through some logistics here. What we’re gonna do is we’re gonna have a nice moderated discussion up here. I’ve got a few questions that I’d like to ask our panelists and then of course we’re going to turn it over to the audience to ask questions. We’re going to do it a little bit differently this time where there should be some cards at your table. I would ask you to write your question on the cards. Okay. And then what will happen is towards the mid point of the discussion, I’ll collect the car, the cars will be collected, they will be passed to me. I will sift through them. I will pick the questions that I really identify with and we’ll relay them to the principles here that way. Okay, so as you’re going through, please just write your question on the card. Okay. Everybody understand that. Okay, good. All right, well listen, what a timely panel time to have this panel. There’s been so much energy and thought around the maritime domain around how to approach that strategically. And uh, this should come as really no surprise to anybody in this room. Right. The United States from its very inception, has always been a maritime nation. Our strategic trajectory as a nation. Our success as a nation is intrinsically tied to the seas. And as I said, it’s been like the weight from the very start. Our prosperity is linked to the oceans. And while so much of that remains true even from it’s in our DNA, I don’t think anybody can deny that there’s a lot of change of foot as well. In fact, if we think about the magnitude of the change that we face, it’s difficult to find too many historical precedents right? Where we have a geo strategic change as a return to true multipolar, great power competition, right? That’s the strategic change that’s underway. And coincident with that is a technological change as we move into a digital age and information age characterized by much more powerful algorithms, artificial intelligence, quantum technologies and a host of other things that are really going, they’re going to change the world as much as the Industrial revolution changed the world during that revolution. And to help address these challenges to navigate these changes. Even as we stay true to our our founding principles, we could not be more fortunate to set the trajectory for the entire c airspace event than to have these uh leaders here with us. We’re very fortunate. And so what I’d like to do is really allow them sometime to provide some context from their perspective in terms of how they’re thinking about these challenges, how they are addressing this. There’s the tri service maritime strategy uh out there, each of these leaders has signed that and so for each one of youth first. Thanks so much for taking time. I think for for at least two of you just coming back from a demanding trip in Asia And so for whatever, 15 minutes of sleep or whatever you got last night, I know you’ll be as sharp as ever, but perhaps you could take a few minutes just to describe. How do you think about these challenges provide some context and some trajectory to the audience that will Schultz comment on the Coast Guard. Great to see you again, Carl. Thanks so much. Perhaps you could lead us off. Well, thanks john and uh, it’s great to see you. Thanks for moderating this important panel. I would say. Always a pleasure to be here with the other comment on and the Cno and uh, Mike and I had a chance to see each other briefly in Guam. We had a great chip to the Navy League. I just echo um, Jon Richardson’s comment. It is good to be here together. Thanks for putting together this important symposium. I think it’s been a long time in coming and we all derive a lot of benefit from that. And I want to thank Mike stevens on that. I want to thank Dave Riley and just the entire team. So john you talked about a lot of energy, a lot of discussion around maritime strategy, shipbuilding, free and open waterways. And you mentioned the tri service maritime strategy at the three of us. Gentlemen signed back in december here and I think that’s really been a good framework advantages, see it’s called and it talks about integrated all domain naval power. And it’s a mindset in my mind. It’s a mindset where the whole is greater than the sum of the parts. And we look at day to day competition, it looks at conflict and it looks at crisis and it really talks about how greater integration allows the United States all domain naval power to prevail And in time of need here. And I think about as a coast guard lens in a world that’s covered approximately three quarters by water, 90% of all the woods. World’s trade occurs on those waterways. Um, you go back to Mahan who talks about whoever rules the waves rules the world and I think Mahan saw the critical linkages that go with vigorous foreign policy, prosperity and really the importance of the sea and the new markets it offers. And here we find ourselves in 2021 which are pretty challenging opportunities here in the isthmus, the tri service strategy. You know, the Coast Guard, I think it looks at us through the unique authorities. We bring to the table the capabilities and really how we contribute to the national Security conversation. Um, we’ve been a blue Water Coast Guard, but increasingly so and increasingly blue water, a global Coast Guard as I like to refer to it. And um you know, inside the Department, Homeland Security were a little bit unique. We can bring law enforcement authority that the D. O. D. Service through posse comitatus cannot, but are 11 statutory missions protecting the homeland give us engaged, you know, whether it’s enabling $56 trillion 60 reports, 25,000 waterways, search and rescue, um regulatory stuff regulating shipping, cruz, environmental. And then there’s the away game. And I think that’s really, you know what I’m going to focus on today for us. We support the D. O. D. Geographic combatant commanders around the globe daily, you know, not in large numbers in terms of platforms and contributions, but in in key niche capabilities. And I think about our role as bridging Department of State Diplomacy and Department of Defense locality. We sort of sit as a bridge between those 22 worlds of work. And I think what we bring to that is a really maritime security. You know, one thing, you know, amongst the world’s best Coast Guard, I think recognized as such, I think folks see us as as an honest broker, a rule based order, modern maritime governance and I think that maritime security we are purveyors of that. We are purveyors of inherent to international standards. And when I survey the world’s naval forces, coastguards maritime forces, an awful lot looks like the United States Coast Guard. You know, you see the Asean region, the chinese, the Philippines, the Vietnamese, the Indonesians doubling down on their coastguards in terms of raw tonnage. So they see the constabulary functions, the regulatory functions protecting their waters from uh I um fishing and sustainment of natural resources. That’s big stuff for us. So they look to us as partners and they look to us to help them develop their capabilities in their capacity. I think that’s one of the key roles we play in the tri service strategy. And you know, if you look across the globe, most coastguards Whitehall, some form of a 45 degree racing stripe in the words Coast guard emblazoned on the side. I think that speaks to the credibility we bring to the table. You know, Vietnamese growing their Coast Guard exponentially Philippines went from 5000 and probably 35,000 by the end of the next decade in their Coast Guard, the Indonesians, that’s the comma, the mm ea and Malaysia. These are all maritime forces. So we’re partnered with four of the big 10 Asean region countries right now. And then I kind of bring it towards the end here, I look at where we’re on the globe from the high latitudes, the arctic and the antarctic, the polar regions were building our capabilities there, um, supporting craig, Fowler and south, um, with the counter narcotics fight where you know, your upwards of 100,000 deaths on american streets to the indo pacific where mike and I traveled separate trips last week, but some common touch points. And I think it’s that oceania region, which is not where the indo pacific commanders, you know, focuses on every day. But that’s part of the broader conversation. That’s sort of the complimentary piece. And then we got national security cutters one sale here shortly. That’s going to be working in sort of the main threat area in the, in the south china sea here. So I think that’s our contribution. And uh, you know, I look at the lens through this cooperate compete in lethality lens and it’s a bit of a jim Mattis thing I think I stole from him. But where we win and contribute the most is on that competition phase, the cooperating competition phase. And we’re just positioning Coast Guard with the largest shipbuilding programs since the Second World War. We’ve got to national security covers of fleet 11 that will be built out in the next couple of years. We’re on our, on our way to build out. First to OPC. S offshore patrol cutters and a fleet of 25 45 of 64 F. R. C. S are on the water operate, we commissioned three and go on the other day waterways, commerce carter’s aviation. It’s kind of exciting time being the Coast Guard is exciting time to contribute to the joint service fight. So let me, let me wrap it up there, john, thank you Carl, thanks what, you know, what a great way to kick us off just everything so exciting in the Coast Guard as you contribute in very unique ways to this, this maritime force. We turn now to the Chief of Naval Operations. You know, we got a little bit of a terrific preview. And the CO and breakfast have a letter here talked about how you’re manifesting the tri service strategy through the navigation plan, distributed maritime operations, Naval operational architecture and and over match. Yeah. Give us your perspective on all those things. You know, john, thanks a lot. Thanks for moderating this morning. It’s always a privilege to join the stage of the two commandants. I’d like to thank. I joined the chorus and thanking Dave Riley and mike stevens and all the members of the Navy League for your advocacy on the hill and across the country for what you do for the C services. So, thank you very very much. As Admiral Richardson mentioned, I just came back from a swing out to Southeast Asia. Uh, actually, I was in Tokyo first and then spend some time in Singapore before heading out to Guam. Um, if you want to learn about the region, if you, if you want a regional perspective, you have to go to the region, you can read about it all you want. But it was very instructive for me to spend time with other heads of Navy and to learn so much in that region, so much to learn. I wanted to take a moment to talk about the navigation plan and what’s going on inside the Navy to give you insights about things that we don’t talk about. Very much, at least in public. We haven’t put a lot of emphasis on it. Certainly, there’s been a lot of emphasis on shipbuilding, uh and those ships that that we’d like to decommission, but there’s so much more going on inside the lifelines that I think you deserve to understand. The uh the navigation plan itself is nested underneath the tri maritime service strategy. And really the tri service strategy obviously called out china as a strategic threat. And also identified this decade as one where we really need to go after issues with a sense of urgency. And so in the navigation plan, we identified just shy of 20 areas that we feel that we have to deliver on uh in this decade. And they fall in four bends and they wouldn’t surprise you its readiness and training its capabilities, its capacity and then it’s sailors and those uh those four bends prefer the problems that are separated into two key areas. One our execution problems. So some examples would be aviation maintenance, private shipyard maintenance, public shipyard maintenance, supply chain manpower of closing down gaps that c as an example. Uh, and so those are really root cause focused and outcomes driven, A really uh, root cause driven and outcomes focused with uh supported and supporting commanders identified for each of those problems. That’s cross functional teams established. So we really come after him in a holistic way, giving ourselves specific time frames in order to end deliverables and in a a cadence of, of accountability that requires those supported commanders to come in front of Navy leadership once a quarter and layout where we are and that informs next steps over the next year to put us in a place, uh, to put us in a better place with respect to many of those. Uh, many of those areas, some of us have been plaguing some of those have been plaguing us for a while. There’s a separate set of challenges. Uh, and john talked about challenges and opportunities and, and then that plane is really about trying to turn challenges into opportunities. The second set are not really execution problems, their innovation problems and so they’re handled differently. These won’t surprise you. It’s unmanned, it’s live virtual training. It’s the Navy’s operational architecture and task force over match. Um, it is those kinds of innovative areas that require a different approach. So instead of root cause focused, it’s much more focused on development, testing, experimentation, learning both of those problems that’s really require a learning environment, but so much more so in the innovation piece, we’re trying to turn things really quickly in order to, in order to generate outcomes. And so it’s our hope that those areas do produce for us a more capable, lethal ready navy by the end of the decade and to close gaps that we can’t afford to let get either, either maintain, uh, maintain overmatch that we have against key competitors or close those known gaps that we have to close. Uh, and the priorities, uh, we’ve consistently talked about the Navy over the past few years remain readiness and training and then capabilities or you read that as modernization capacity at an affordable rate. And of course sailors. And so let me just set the table there. Of course is the following questions. Thanks so much. You know, comment on, We had a chance to connect in the green room right now. We’ve got some skin in the game together, midship and Matthew Richardson is down in southern Virginia, just getting the snot beat out of him by Marine corps training during his summer training. So, uh, so that was just great to share. But I think uh, you know, you’ve been so forward leaning into this new era, new ways of thinking, new ways of fighting, connecting that gap between the sea and the shore. Coming out. Your thoughts on where you, where you see the Marine Corps in this tri service maritime strategy. Uh huh. I’ll echo my partners up here. My battle buddies. It is really we haven’t been on the stage together and bounced off of each other other than in the tank. This is a great opportunity. So like the other is very grateful for the a Navy League putting this together and yourself sir for running hurt on us. The Admiral Richardson wrote to each of us asking us what we would like to focus on, which is very kind of him. And I wrote back to him that I figured that people would be discussing concepts and capabilities and technology probably that would be covered. What what I’d like to focus on for a minute or two is the human element. So with that in mind then I think a discussion of what a maritime leader might be. How do we prepare them for the future? The challenges that comment on and see, you know, talked about, I think that that’s what I’ll focus on for a moment or two for context. It occurred to me driving in this morning That you all will remember. It is today is the day 31 years ago that Iraq invaded Kuwait and I only bring that up because those of all of us were in uniform then and we all deployed then and We didn’t know it on two August but we had almost six months to prepare before conflict. six months to build up our stocks in Saudi Arabia, six months to rehearse, six months to train, six months, demand everything. We had 167 days. I don’t think anybody on this stage thinks we’re going to have 167 days, we’re not going to be allowed to. So now the human element to me becomes more important. And how we train, how we educate becomes even more important because we were tested then we thought we were going to be tested. But we had, we had five and five months plus to get ready. We’re not going to have that kind of time going forward. So a maritime leader, you know, to me, what does that mean? I think it is the combination of training and education that that allows a leader to fight at sea and fight from the sea and compete and win in the tour. The same things that my counterparts said, the difference, of course, is that in our domain there aren’t any do overs. So for us, I think the consequences are a little bit bigger. The mindset, in other words, is what we’re after. Are we developing the leaders that we’re going to need, that we’re willing that understand the risk and are willing to take that risk. Are they comfortable with that? And I think the only way that we’re gonna get ourselves to that point is what Cno mentioned, it’s the war gaming, it’s the experimentation, it’s the exercises, that’s how we’re going to do it when we have limited resources to work with. But the way to do that, the methods, I think here really matter. And all three of us are pushing hard for war gaming experimentation exercises that force our leaders into circumstances where they have to make decisions under pressure. They’re fighting against an adversary that’s thinking this has a lot of latitude to make calls on their own tempo. And then our job with our leaders sort through the decisions that they make to analyze them to figure it all out while there’s no lives really at risk right now because the do overs aren’t going to be available to him in in real life. I thank the learning by doing that. Getting back to see for marines all that’s good and that’s going to help us. But it’s not going to be enough. I think that the formal education and the training and the war gaming or what’s going to put a foundation underneath us. I think the, the blending together of the skill sets, the mindsets of Navy and Marine corps leaders going forward is what we’ve got to have and all those topics will be covered. But we have to be equally versed in all the domains, Everything from integrated fires to C five S or T. All that’s important. And I’ll just finish up. Sir. Probably would surprise some people. Maybe not everybody, but in the desk in the commandant’s office where I go to privilege to go to work every day. There aren’t any quotes for many like famous marine generals or anything that motivate me in the morning. The one thing that I’ve kept for several years, it’s the only, the only thing in the top drawer of my desk that I refer to, y’all are going to be very familiar with this. It’s not even a marine. It’s cereal 53 1941. And this is what grounds me. This is Admiral King before World War Two. He’s communicating to his leaders about a concern that he has. And I’ll paraphrase his words are better than mine. But he’s talking to his flag officers really and other group commanders because he senses that they’re starting to be prescriptive, they’re telling them how to do things instead of just what And the custom of the service that he talks about in that serial. The custom of the service is commanders initiative and which he said senses is waning because it’s being pushed out of the way and he goes on to say if the subordinates are deprived of that opportunity as they are now. I mean he was very pointed. They’re not getting the training and experience to act on their own if they don’t know by constant practice how to exercise initiative of the subordinate. If they’re reluctant to act if they’re not habituated to think, judge decide for themselves, then in his mind, we’re going to be in a sari case when the time of active operations arrives. That’s our concern right now. He goes on to say, how did we get that way? This is his diagnosis powerful because I think you could lift this out of 1941 and put it in 2021. How did we get this way? Anxiety of seniors that everything in their commands has to look good, has to go smooth. Second, energetic activities of staffs which lead to infringement. But that sets you back on subordinates, anxiety of subordinates, less their exercise of initiative, even in their legitimate spheres, should result in them doing something that could prejudice their selection for promotion. Wow, this is 1941. And then he goes the fourth when he talks about nursing and being nursed really powerful. He uses this illustrative example, submarines which you all will relate to. He’s saying, we trust submarine commanders to leave port, make all these decisions at sea and then when they get promoted to admirals, everything changes for him and now they’re prescriptive and he wants he’s he’s driving his leaders to turn that around so his solution set and I’ll just finish up there. He says, adopt the premise that echelon commanders are competent in their several command echelons unless and until they themselves prove otherwise, train them by guidance supervision to exercise foresight to think, to judge, to decide and act for themselves. Stop nursing them. Train ourselves to be satisfied with acceptable solutions even though they’re not staff solutions or other particular solutions that we ourselves prefer. Like like my counterparts admiral, I’m driven by a sense of urgency but the human element, I think the training, the development of maritime leaders has to be part of the part of the solution will turn it back over user coming out. What a great uh great contribution here. I think we would all agree that at its heart war is and remains and will remain a human endeavor. This is a competition of battle really between two thinking and adapting enemies. You know, I’d like to just maybe Come to you now pick up on this message that the common on shared with us. What’s the modern version of cereal 53 right now from Admiral King. How are you? You know, in instilling in your leaders the balance between compliance and creativity measuring risk. Seizing the initiative has been a lot written about that recently. The vice chief talked about you know, conversations where we’re training our leadership to embrace the red get to you know, the problems feel comfortable about. talking about problems. What’s your perspective on that? How are you addressing that? I’ll speak to it through some examples of things that we’re working on so at an individual level level and then, uh, and then more collectively. And that, That really reading several 53 was a great table setter. Uh, so on an individual level, uh, we have established or are establishing what we call a culture of excellence in the United States Navy. So if you’re part of a team, we all ought to be shooting towards the same target and that target for us can’t just be compliance. It’s gotta be excellence. And so we’re not settling for mediocrity. And a good example of that. I think during covid, uh, is the individual responsibility that sailors took and marine and coast marines and coast guardsmen uh, in deploying at an op tempo that we’ve been maintaining for the last matched the optempo we’ve maintained the last several years, but we weren’t able to do that just because we put out good guidance from the pentagon. We’re able to do that because individual sailors, marines, coast guardsmen, We’re responsible enough to maintain the standards that were promulgated and then hold the sailor or marine to their left and their right to those same standards. We would have never been able to deploy at a 30% rate. Like we’ve been like, we’ve been able to sustain over the past year and a half. Uh and again, I’m very proud of fleet leadership, but more so of individual sailors, uh, in this culture of excellence, which I should probably just call Navi culture. Uh that doesn’t just emphasize the behavior that we want people, uh to abandon those destructive behaviors, but also to embrace signature behaviors that we all want to aspire to. So that’s kind of foundational e an important way forward for us. Another piece of this, I think, uh as we want everybody to show up to work and understand their job and to be the best, you know, technician that they can probably they can possibly be the best warfighter. They can possibly be with respect to the with respect to Navy leadership. Our responsibility there is to revolutionize training and I know you’ve heard that word before, but the ready relevant learning initiative that began under Admiral Richardson that we’ve continued to fund and press ahead on delivers the right training at the right time to sailors aboard ships. The feedback so far has been really, really positive. And again, our goal here is to make sure that our technicians at our war fighters as your training in that virtual environment as they’re doing that O. J. T. Uh that they’re at A level that surpasses their Russian and chinese counterparts. Uh as a common on said are asymmetric advantage in this great power competition. His people um live virtual construct of constructive training. We’re about Um we’re about to uh tomorrow we’ll start a two week live virtual constructive exercise that involves 25,000 sailors and marines in the Atlantic and the Pacific and in the Mediterranean is the biggest exercise that we’ve done in a generation. Certainly we want to test, we want to continue to test our warfighting concepts, distributed maritime operations. Um uh E HBO Loki. We will continue to test those through this large scale exercise. But it also on an individual level allows sailors allows lieutenants and lieutenant commanders to experiment with concepts and to learn from it. That’s the that’s the key to this Is to take this war fighting concept, which quite frankly, is going to, is going to be foundational to everything that we buy. Everything that we invest in, uh, is going to be informed by how we’re going to fight. And so we think that this constructive training is really a path for the future force where if you can imagine sailors and those lieutenants and lieutenant commanders and, and their Ceos can run integrated training with their wings and submarines and surface ships and cyber units any time they want thousands of repetitions right? Where we can learn from that and then bring back those lessons learned and improve upon how we fight. So, um, I would tell you, um, give you a couple more examples. Uh, the seals had had to have some rough spots a couple of years ago, we did a comprehensive review, much like we did with the surface community after the collisions. And we learned so much with the seals. It wasn’t professional competency, like it was in the surface community, it was character and ethics, right? That’s where they were falling. That’s where those high performing teams, we’re falling short. And so they played great, great emphasis on that in terms of their, uh, in terms of their, their mentoring and their training at every level. I just spoke with Naval Special Warfare Commander and he had just finished interviewing a number of chief petty officers to go overseas and a high, uh, into a high, I want to say, hi visibility, but high risk, high risk operation. And he was essentially hiring a chief to lead the mission. And there were obviously chiefs that he didn’t select. And what he did with those chiefs is he tried to understand why they fell short. Why why didn’t he select them? Why didn’t they make the cut? And now they’re going through remedial training to get them back to the level where future missions they will compete and they will be able to go so you can you can fail without being a failure I guess is the, is the point. Um, but at its core this is all about war fighting uh, things haven’t changed. When you report a border ship, you still get a card and on one side of the card it tells your day job. And that goes back to that war fighting technician piece that I spoke to earlier. Ready relevant learning on the other side is your general quarter station, your battle station. You still have to understand and you have to be an expert how to handle flooding or how to handle a fire. So that hasn’t changed. But the focus and the and the prioritization of it is certainly at the top of the list for us. Thanks to, you know, coming, I always have to say that I always treasured the chance. Thank you two collaborate with my Coast Guard counterparts because it seemed like you put your leaders in command positions in such much earlier than our Navy officers, um, and leadership and decision making always tougher in kind of ambiguous situations. The more incomplete the information is etcetera. I know that you’ve been spending a lot of time thinking about this, particularly as it pertains to gray zone types of challenges. Right? I mean, we just hear that all the time, the very term gray zone implies that we’re still struggling to figure out how we’re going to think about this. It’s not black, it’s not warfare, it’s not white, it’s not peacetime. something in between. And I think I’d have to say that in the eyes of our competitors, really, there’s nothing great about it, that this is deliberate, This is systematic. They’re deliberately exploiting what might be our structures are scenes. So much of what you do is enforcing a good order in those themes. I know that you highlighted the gray zone challenges and your input to the chairman’s joint assessment. Could you share your thinking on how the Coast Guard is responding to graze on john, I think the sort of take the last question rolling into that question, I’ll tell you for us the segregated workforce, a lot of small units, a lot of command at the lieutenant level four 02 level chief petty officers, really leading through leaders as the Coast Guard model. I think what we saw in covid building off the sea and those kind of, you know, it was really we were sort of coined the term decisional agility. You know, the first cases for us for up in Seattle and you know, the pointed into the spirit was are rare animal District commander. And you know, the sight picture of Washington was very different than being on the ground in Seattle or being on a cutter down off the north shore Colombia. So we really really led through leaders and look at this. You know, if you made a bad decision, don’t stay wedded to it. What what are the facts have changed? How do you change it when you sort of roll that into the gray zone? I think, you know, I did it input to the to the Chairman’s annual Joint Assessment. The in class version talked about to me. Gray zone. Ops is a place where I think we bring something to the fight. You know, let’s look at the south china east china sea person, you know, so china loves to stand up and call out, you know, the U. S. Navy now the U. S. Navy and allies for militarizing it. And what do they do? They take their Coast Guard china Coast Guard, which until 2018 was a civilian run organization and the Minister of Public Security. They’ve moved it under the arm People’s armed police tape, which is a direct report to the Central chinese commission. And, you know, you take a chinese Coast Guard cutter, you take a maritime militia vessel that’s arguably state purchase sponsored and running down folks in disputed areas. That’s very ambiguous. And how do you, how do you compete there? How do you counter that? I think one of the things that I think we do when I talked about that continuum to cooperate compete where we compete in that space as we showcase whether we’re operating theater through through our narrative. This is not how the world’s Coast Guard that, you know, worlds Coast Best Coast Guards aren’t antagonistic. And course in the behaviors were out there rescuing people, were not using Coast Guard cutters to challenge disputed areas. You know, the new Coast Guard law that was passed in one february this year. It’s been very interesting to see, you know, some of it models or mimics the United States Coast Guard authorities, but then it takes it a step further so you can tear down structures on disputed spaces. That’s different behavior. So for us john I think it’s grey zone Ops is very important to kind of stretch it a little further. It’s not graze on operations. But I look at distant water fishing. So you’ve got, you know, we saw in the press last year, 350 China China characteristic vessels fishing off the Galapagos. Marines are pretty important area ecologically for the ecuadorians. You know, responsible flag states might be there ensuring their ships are operating responsibly. You know, that to me is where, you know, you see maritime security, maritime governance. The way we projected on our US fishermen, about a third of all the fish we buy in this country is harvested from illegal means. We hold our fisherman’s to standards. That’s how responsible states act. That’s a little off the gray zone, but it sort of stretches it in the same direction. It’s like, how do you know, leading global forces for good behavior and uh, you know, the free and open spaces that we all profess to want to push forward as the global standard? Absolutely. You know, when I think about gray zone operations, the need to make assess your environment and make decisions. We always go back to this concept of the strategic corporate right and how that that marine, that sailor, that coast guardsmen will have too much more responsibility On that, on that one individual two to make accurate and well informed decisions. How do you think about that comment on it kind of picking up on your theme there in terms of the centrality of our people in this? But you’ve also written extensively on information systems and those sorts of things that will enhance that thinking. How do you see that teaming going on between, you know that person and the technology that they’ll employ? I think the level of the Exelon that you’re referring to there ready to run, we just get out of their way. They are ready to make decisions. They’re used to information systems providing just overwhelming quantities they’re used. It’s overwhelming to me, not overwhelming to them. So I think we’re worse. The problem is us, the problem is not them. I think they’re ready to make decisions. I think at their level we’re shackling. We even run the I. R. S in a way that critiques the decision instead of saying you made a decision good on you. You know, we start off with the decision, we should start off with glad you made a decision the way that we’re are construct sometimes that isn’t a good fit. I think they’re more than ready. But I think at my level that were the problem. We grew up for the last 15, 20 years, enamored by big screen TVs here that gave us situational awareness of every square inch of our assigned area. That’s not situational awareness. And I think the best commanders I’ve seen actually sit outside their command centers because they sense I can’t I’ll get overwhelmed by the what’s happening in the moment. I need to think ahead. I think if we give them broad guidance, let them make mistakes, let them run. We’ll have much better small unit commanders and I’m with you, we were gonna need them. If you believe and distributed, then you must believe in the coral areas they will make decisions absolutely. You know, so, you know, just again kind of coming back to something that’s but something very important to you and a lot of the messaging of that has come during the time of Covid where, you know, so so now we’re here live, you’ve got an audience of every element of the supporting network that’s leaning forward in their chairs to help you with every molecule of their body. What can you tell them about Overmatch and you know, how are we going to bring those technologies? What’s your vision there? How can they best fit in? Thanks. Before I get to that, if I could just make a comment about gray zone. So I am extremely proud of our ceos who are in contact with Iranian, Russian and chinese units every single day, day in and day out, whether it’s in the air on the c uh we’re in contact. And so we have we have modified our training to give them the ability to handle that at their level. You know, lieutenant on a pc patrol craft in the northern Arabian gulf at night, up against an irgc. N vessel with no lights, not communicating weapons uncovered. He fires warning shots, handles it really, really well. Same thing with, you know, were distributed now is as uh, john Richardson mentioned. And so CS, Gs and our eggs aren’t necessarily the center of the universe anymore. It’s the fleet. It’s integrated and distributed show. I do think that I do think as I step back and I watched ceos making decisions and I take a look at SEO relief numbers. Uh, You know, 10 years ago, eight years ago, we were 25, 22, 21 a year. Now we’re at 10 8. We have four this year. And part of that has to do with much more rigorous training. I would tell you that we have not have not let up in the standard to come. And I will tell you that we are less risk averse than we used to be in my opinion. And I, you know, I can’t I can’t say that that that that risk, that that reduction of risk aversion has everything to do with those numbers, but I think it has to do somewhat with those numbers. Uh And the feedback I get from ceos, they’re they’re more comfortable operating and making decisions uh without feeling that somebody breathing down their neck. Overmatch real quick. The whole idea of overmatch for those that understand frequency hopping. This is network copying. It is wrapping data and pushing it on any available network. The software determines how the path by which that data is going to travel, but no longer will data be confined to a single network for which was designed To operate on that data can be pushed on any network. We’re into our fourth. Actually, a third spiral in less than a year of testing this. Uh, this is the Navy’s piece of Jazz C2. Um, we’re not satisfied with where we are. We have a ways to go before we get to the point where we go strike group wide uh, in early 2023. But the concept is communication as a service and it’s more resilient. It takes applications out of operating system as an example and it puts them on the back bone of an I. T. System on the ship. And the reason why that’s important is because now if you want to get back to, you know, sailors and creativity and innovation, uh, those battle management AIDS are such an important part of overmatch, the navels actually overmatched delivers the Navy’s, the Navy’s next operational architecture is that allows sailors to actually propose changes to those applications in real time and they can be tested in real time, just like industry does, and then pushed out to other units across the fleet. We’re very excited about where it’s headed. We were not satisfied with where we are. Uh, we’re heading in the right direction and again, an effort that we want to deliver on in this decade. Thanks to a couple of administrative notes here. We just got the signal from the Ceo of the Navy League in the United States that we’re going to extend the session until 10.30. And this will give us a chance to really dig into your questions. And so if I could ask the room captain to bring those questions up to me, the cards will shift. But while we do that, I’d like to just ask kind of a service chief job description question. We do need to transform and move into the future as we just talked about. Uh, but we need to do that also in a way that recognizes that, you know, our resourcing is going to be relatively flat, Right? Uh And so what are those, you know, what just kind of the big muscle movements? What are the, what are you placing your bets in terms of the future? And how are you making room to invest in those wagers? General Bergner? The shift for the Marine Court, I think where we can make the greatest contribution to defense going forward is as part of a naval expeditionary force. So for us, it’s the bets that you’re referring to the investments. Where do we place them? We place them in an area that will help the fleet commander fight the way the Cno believes they’re going to need to. Some of that is the tools that we’re going to need to deny certain areas, deny certain domains for given periods of time. But it all has to be integrated. It can’t be separate Marine Corps stuff, it must be completely integrated or it’s it’s clearly not gonna work. I’m in the camp that says the one of the humbling parts of strategic competition is you’re not going to dominate in all domains all the time everywhere. So where is it that we need to maintain the margin of advantage that we have and even stretch it out going forward? That’s where we need to put our money. Where do we need to just hold what we got and where are we comfortable being a little bit behind knowing that conscious of that, that’s where you’re gonna move your money away from and put over in the areas where you have to have a tactical advantage, You’ve got to give the operational commanders the advantage going forward. So it’s in c denial. It’s and the kind of fires that hold a surface and subsurface at force at risk. And it’s the sensor systems for that standing force that paint the picture forward for the joint force commander. What is going on forward? That’s where we need to invest. Okay, where do you think you’ll do? You know? What do you give up in that transition to make room for those investments? Given up the heavy armor, we’ve given up half of our towed artillery, We’re shrinking, contracting the size of the Marine Corps because our game playing going forward is we’re going to we’re going to right size ourselves for the naval force. We need going forward. We’re going to pay for it internally because I don’t sense that we’re gonna have rising budgets going forward. I think I think we’re all in agreement there. I haven’t felt every time I thought that, you know, we had budgetary woes. You would set me straight in the tank and say, let me just tell you about a terrorist. All right. So, how how do you think about that? Where is the Coast Guard moving forward? One of those things that you’re investing in and uh, perhaps what are you divesting from? You’d be surprised how much pocket change falls out of the comment on casinos pocket. I’ve got pretty good at discreetly rolling that up. You know, john, we’ve, I took over one June 2018 and uh, been on sort of a readiness crusade for the Coast Guard. And I would tell you actually, as the concerns of the top line across the Department defense are very tangible and palpable. I’ll tell you inside the DHS budget, I think we’ve actually made some progress here. 22 budget that the president sent to the hill has the first real plus up to start the year. And there’s a good conversation back in 2018 trump administration, fairly new 12% bump. We weren’t part of that. So we’re playing catch up. We about eight years where we lost 10% of operating and support oh and S. O. And M. Purchasing power, that stuff. So we’ve been on this readiness crusade key part of that. As you heard from the Cno and the camera is really the people peace. We’re trying to be a Coast guard increasingly reflective of the nation we serve. We’re trying to be a Coast guard that connects the coast, the to the front line work. The Simon City, you know how many levels from the why are you? And we modernize the coast for about a decade ago and now we’re really trying to really builds up bill lectures conferences, sort of that speed of need, the mission support element really has to match the front line operator. How do we enable that young man or woman that’s turning a wrench on a small boat up in coos bay Oregon to be efficient. You know, we layer a lot of oversight on um acquisitions and how many levels of scrutiny and audit accessibility. We do, we gotta do that. But we’ve got to think about that young man or woman is trying to get something done. We’re thinking about as we’re increasingly blue water Global Coast Guard, you know, how do we do parts forward? How do we do logistics for? We’ve had great support from the seventh Fleet that’s out there with within the pecan commander, really thinking chris Aquilino and thinking um, you know, blake converse the deputy at pac fleet about that forward support. They’ve given the Coast Guard, john so for us it’s it’s readiness. It’s a big part that’s the people, we will stay creative. But I’m encouraged that former White House, this White House seems to see the Coast Guard is part of the solution set on some of these global challenges, particularly the competition space. So I think we’re actually, I’m guardedly optimistic moving forward. We just got to keep the narrative sharp and we’ve got to continue to take some risk and deliver coaster capability and say we want the nation needs more of that. Okay, can I Pitch in there while you’re gonna, you’re sorting through the stack? There’s a flaw in the system. I just got 257 cars here anyway. I’d be very grateful to, you know, I was going to go to you anyway. But yeah, let me give you a second. Um, I think this is a really important year inside this for the Department of Defense. We just finished up china task force. Um We’re we’re going through a global posture review and the joint warfighting concept is in its second turn, um about a year ago, the Navy spend a day with industry leaders showing them the results of some of our war gaming. I think that was really, really instructive. We need to do that again. Uh but we needed and we need to do more of it, not only with industry but with the Hill, but back to those three items that that I mentioned, they’re really going to define what we buy in the future, what we invest in because they’re going to have a significant effect on how we’re gonna fight, how we’re gonna we’re gonna shake the fight. And one of the things I think where industry can really help us is to be a bit more agile in pivoting to new technologies and new platforms. And so It’s not the 90s anymore. If you go to the tri service strategy and we really try to punctuate the sense of urgency that we feel every day against china, to move, to move the needle and a bureaucracy that’s really not designed to move very fast. And so although it’s in industry’s best interest, and I just saw your second quarter, your second quarter reports and I know it’s a happy audience out there for the most part building the ships that you want to build, Lagon on repairs to ships and submarines, um, lobbying Congress to buy aircraft that we don’t need, that our access to need. It’s not helpful. It really isn’t in the budget constrained environment. I think that we owe you a set of headlights in terms of what we need. I go back to those elements that I talked about, but everybody in this audience is affected by this competition, not just us in uniform and you know that too well, this is about the prosperity of this country, the economic security of this country, the national security of this country and for this audience. It’s going to take a new approach. I think in terms of what we build, how we build it and the timelines on which we deliver, it has to change. And uh, I know we have to do it together and, and I know that hey, there’s a lot of blame and we have to get beyond the blame and look forward in terms of how we’re gonna do this better. Thanks. Thanks. Yeah, that’s great. You know, all of you have spent a fair amount of your time and energy working with allies and partners and two of you just got back, you said that you’ve got to kind of visit that the theater to understand really, and and get a feeling of what is going on and what the other service chiefs and leaders are contending with in that theater. Um, yeah, well Schultz, a big part of this now is coordinating with other coast cards. I can’t tell you the number of times where I’ve spoken to need foreign leaders and they say, hey, you know, what can we do to first grow a Coast Guard like yours, everybody, your forces, the envy of everybody’s, but also what can we do to partner? Maybe share a couple of thoughts about sort of, you know, how you think internationally with allies and partners, the importance of that role. And I’ll ask each of you to kind of give a john just just very quickly, I’ll tell you what a lot of folks don’t understand about. The Coast Guard is. We do have a very active international arms. So it’s M. TTS mobile training teams that deploy across the globe. I think I forget how many countries will touch somewhere around 100 this year. And these teams take maritime law enforcement engineering support to places and they teach these nations how to do that, how to stand up their school houses. Some of the projects were doing with the Malaysians, Indonesians. The Vietnamese the Philippines is is standing up their own schools. How do they have their organic capability to bolster their own forces? You know, the Philippines are just announced they’re taking acceptance of a couple of PBS from the japanese. They got some japanese patrol boats. We have a defense threat Detroit advisor there. So we got key place coast Guardsmen, we bring back some of these foreign folks to our school houses here in United States. We have an international Maritime officer course where, you know, I’ve traveled the globe in my recent years assignments. And the first thing some of these folks come up to me in chile. They give me their impact on the show on their collar. They went there 30 years ago and their flag officer, but that was seminal for them. And they’ve developed relationships that play forward over the course of multiple decades. So I think it’s it’s that ability to partner folks do look to us our challenge. You know, 42,000 active Duty Force, There’s only a finite amount of Coast Guard to allocate. So we’ve got to be very efficient. You know, we’re looking into the end of pacific region. How do we potentially layer in with the Australians and their pacific maritime strategy on the patrol boat delivery? Can we help them on the law enforcement training on the maintenance part? I think it’s for us, it’s about again back to that whole of some of the greatest parts. Where do we complement others? How do we help? Nation states developed their own capabilities and the capacity is a little bit on them. But you know, we do a lot of stuff with the D. A. Foreign military sales on Coast Guard like platforms. And I think as you survey the globe, you see those making a difference on these particularly smaller coastal nations protecting their own sovereign interest. Yeah, there’s also just a real uh great feeling about how you manage the authorities, the unique authorities, the law enforcement authorities that you’ve got, how you team with the other services. You know, maybe you know, the Marine Corps provides the capability, you provide the authorities. I think our secret sauce job is people to people. I mean you know you can bring somebody school but when you interact, when you when you train, when you go out and do a joint operation, I think that’s what we bring across the indo pacific region, particularly Oceania region as an alternative to the checkbook diplomacy is that people to people Western democratic values. And I think that’s part of our special sauce is the Coast Guard to deliver some of that. I couldn’t agree with you more general burger. I think you do a lot of this type of partnership as well which these partnerships become strategic. You know, as we grow up together with our foreign counterparts, we become senior leaders. The trust and confidence that that is inherent allows us to work much more seamlessly. How do you think about the the allies and partners? I think it’s kind of a mistake if we just think about bilateral us china or us whoever we’re really going to be coming at this from a team perspective. Oh imagine a lot of people here have lived in the countries that you’re talking about me included. I think Painting the extremes, there’s a hubris on one extreme of here’s our doctor and here’s our equipment. Here’s how we’re trained in order to work with us to be interoperable here. Here’s what you have to just do what we do the US way just do this and then we’ll be good partners. We have to meet them. Like I agree with a common on this. You know, you have to meet those countries exactly where they are right now. And first before you open your mouth and start telling them what they have to do, you should start listening to where do they think they’re going and how can you help them go on the path that they’re on? Yeah. It’s it’s upside down. But that’s that’s what endears them to the U. S. Is not marching in there with solution. Said here, just do this and you can be interoperable. It’s just listening. What path you guys on? How can we help you and not over matching them with. You know, if they have 100 people not walking in with 1000 kind of you have to scale it to where they’re ready to accept you. And uh the cno and common on just got back the the nuances of where they live. See, you know, highlighted it before we walked in. We can look at the region from the outside and gain a perspective how a quad might work. Cno relayed to me goes, yeah, but we’re inside the neighborhood, you know, we’re inside that it looks marvelous to you to be on the outside work inside. So the humility part, which we need just listen figure out how to work with them instead of dictating how they must be interoperable was different. That’s the approach we have to take and not only just enabling them, but I always found that I learned a tremendous amount from, we could improve the way we have absolutely by virtue of listening as well. So, you know, great setup that the commandant just gave, you, just got back from Singapore. You had a chance to talk to a lot of your counterparts. Certainly the quad is getting a lot of attention, but there are other voices in that room. Could you share that many? So, in a nutshell, I would just say nobody sits the bench, Everybody plays. And so when I take a look at, we’re very accustomed to working within NATO. Uh, I take a look at the Middle East and I take a look at the Coalition Maritime Force 33 countries a year ago now, 34 with Egypt. This is a coalition of the willing with task forces that are commanded by by a number of nations, not the United States, by a number of other nations that act collectively together to buy maritime security in the vital waterways of the strait of Hormuz and a bobble mon Deb. We can’t do it alone. We can’t get ourselves. And the in the western pacific um, there’s a variety of different um, security arrangements, Some our bilateral, some of trilateral quad, some are multilateral and so they’re stacked on top of each other. And so you can’t just bust in there. You know, as the ugly american, uh thinking you’re going to be in charge many times you’re facilitating and, and the Coast Guard, the Marine Corps really, really good, Really good at doing doing this. Uh, and we learned a lot from them in terms of how they partner. Uh, but there’s so much opportunity out there with respect to um, with respect to pardoning, partnering, to maintain free and open uh free and open maritime commons. And as I watch, china china is becoming more and more isolated. You talk about the gray zone and the stuff that we do together, the tri services, but also our partners were calling out that activity and yeah, stuff gets, you know, dictated international courts and the Russians and the chinese may not abide by those, those findings, but everybody sees that. And that’s really important because we’re together, we’re on the right side of this. We’ve got the moral high ground and we’re not giving any we’re not water and we’re not going to give any space to those people that abuse it. Yeah. And I think that going back to your over match these software based systems I think will allow us to really detail absolute capabilities together, share information much more dynamically. You know, and so uh just a tremendous amount of opportunity there. Well I’ve got a a cry for help from a commanding officer in the room. And so, you know, our those folks have to wrestle with so many things. You know, everything flows downhill until it hits the unit ceo and then they just gotta content with it. He or she has got to move it. And so that’s a little bit of a maritime ship. Question. How do we move the needle on getting ships and submarines out of private shipyard maintenance on time so that we can protect our nation on a predictable resource schedule. So something that the Ceo just wants to get out, They wanted to fight their unit, fight their platform. How do we enable them to do that? Get them through their readiness phase on time? So a lot of this is obviously partnering with those with those private yards. But for the navy, um one of the things I didn’t mention in my introductory remarks as we get after Um ship delay days and private and public yards, uh is the fact that we are heavily leveraging data and data analytics to take us to a better place to understand, see ourselves and where those problems are. As an example inside the Navy, we know that at least 30% of those delay days are attributable to poor planning and forecasting up front. That’s on us to fix. And we’re getting after that and we can measure that progress. We can see it. Likewise, The shipyards are interested in what we’re learning and they are actually leveraging the work that we’re doing through, uh, through Sienna and, and some, some outside help. We’re getting on data analytics. But, but Our goal last year, actually in 2020 was to drive delay days down by 80%. We did that in the, in the public yards, but in the private yards were still in the 60% range. So we have a ways to go. Covid had an impact on that. We’re not satisfied were with where we are. But again, you know, getting ships out of maintenance on time that falls right in that readiness been. It’s among our highest priorities. We are putting heat on it. I hear the Ceos and uh and they shouldn’t be the ones who, who bear that risk and that blame when we when we fall behind coming. How do you do to your credit? We don’t hear a lot about, but it must be the same struggle. You know, the same thing. The levers are involved. Uh, how do you think about it? Shipyard capacity somewhat stretched? You know, for us, we just got some new two year or multi year authority for uh, what we call four X maintenance money. So when you’re trying to sit in the Department of Homeland Security, the right place for Coast Guard, not necessarily an easy place because that’s generally the last appropriation that gets done every year. So when you can’t contract in the first quarter, sometimes into the second quarter of the fiscal year, you start to do, you know, a year’s worth of ship repair work in an eight month, nine month counter it’s tough. So this multi year money, it’s a portion of our maintenance funds. But we’re gonna go back, we got to renew that, that’s that’s game changing. You know, we don’t come in with his big contract value projects as the Navy does to some of the shipyards will sort of wait and see what the workers or they do commercial work. But I think at large we’ve got a great team of maintainers. Um they’re very strategic. You know, for us, the scope forces us to kind of drive the schedule hard to schedule sort of king here because of the cost and because of those finite amount of days. And you know, one ship runs along. Its probably a place we got a second ship, a third ship scheduled after that. So we really work hard to stay on schedule. Get our ships out john but I’ll tell you this multi year thing I think is going to help us. Um and I think watching, you know, the conversation to see us having with industry, some conversations we’re having about, you know, the need for capacity out there. I think we can turn this and having a better direction in the years ahead. You know, as I go through these literally hundreds of cards, there’s a theme that emerges in terms of the emerging role of unmanned and I would say that, you know, the sentiments that are expressed here range from enthusiasm and a lot of optimism in terms of what it offers going forward, but also a little bit of frustration like hey how can we get this to move a little bit faster? Just general burger. How do you see this? Uh, you know, going forward, you’ve been giving this a lot of thought. I know. Uh huh Perhaps a couple thoughts. one we need to be willing to use what we have right now is a surrogate for something that might come later on. It might not be the perfect thing that we’re going to need 567 years from now, but it’s available now and we can learn quickly from it. I think the overlay of artificial intelligence on top of unmanned, I mean that’s clearly those paths are convergent in a in a way that can give us the cycle of decision making that we all want faster inside inside the adversary cycle, whatever that is. In other words, not just a better version of what we were last week, but now we’re in competition. Okay, so our yardstick is a little bit different I think um man um, campaign plan, for lack of better word that the cmoS put together has gives the path, Okay. This is where we’re going under see on the surface in the air. It’s broad enough that it gives us an industry room to wiggle, but it’s clear enough to tell us where we’re headed. I don’t, I’m not in the camp that says in the near term, get everybody all the humans aside and it’s time for machines. The magic of course for us is how do you marry the two together to make a more formidable capability? And there again, I think we’re at a disadvantage at, at my grade and age. I think my son who is a major right, you know, cap those, that’s, that’s the sweet spot. Just give them the tools. Don’t tell them how to use them. They’ll probably by the end of tomorrow figure out, you know, seven ways you had never envisioned. This is kind of given the capabilities and let him go practice with it. In some ways, just our current structures are inhibiting it. Is that so, so, you know, uh, the commandant mentioned artificial intelligence. There’s been a big push and imperative, in fact, to get after uh artificial intelligence employ it. Where do you see the near term uses in the Navy for a a lot of projects ongoing right now. Some of them, I’ve been as warfighting initiatives that I really can’t talk about, but some of them absolutely groundbreaking um in terms of in terms of helping us uh decide and act potentially faster than adversary. Some of them, um, some ai ml machine learning capabilities were applying to business systems, manpower, uh, systems is uh, is another example. I think we have to be realistic though, When we, when we talk about AI and unmanned as an example, it’s one thing for us and we’ve done this a couple of times is to bring an unmanned vessel from uh, from uh, from the gulf coast through the Panama Canal and up to port Hueneme California 4000 plus miles and do 98 99% of the transit. Autonomously. It’s able to figure out the coal regs and maneuver safely. It’s a whole other to give an unmanned vessel commander’s intent to direct it to go out to perform a mission to come back and report mission complete. This is going to, it’s going to take us a while. We got to be realistic and thoughtful about moving through this and uh, and the same thing with unmanned. If I could, we really got to crack the commander control issues uh and over natural help us get at that. But also the reliability issues before we put ourselves in a position we hope uh later on in this decade where we can actually scale but we need to nail that stuff down with industry coming on how the Coast Guard thinking about unmanned the combination of AI so john we’ve been really us aviation century scan eagles, every national security code or small drones to our to our what we call our sector commands, 35 sector commands distribute across the country oil spill response. You know, you can basically get out there and get some situation awareness and decide what kind launch you gotta do what kind of partnerships got to bring in with spill response authorization. What we stood up in our requirement shop at headquarters is a U. X. S. Office. So we’re looking at other subsurface surface type capabilities. Um, we partner on the air piece again with our CBP counterparts with the Maritime Garden MQ nine and not a lot of investments happened there. But I think there’s some big wing options for longer range surveillance. That, that excitement. I think for us, you know, we stood up a cell in headquarters where some ai types of that analytics, we’re using that as we look at our regulatory functions. Small passenger vessels, safety got a lot of tension and he’ll do some national catastrophes, big ship fire, you know, overnight dive charter in southern California here, mid California coast with loss of 30 for life. How do we look at our regulatory roles and assess where the highest risks are? So we’re doing that, we’re doing that, our maintenance. Can we do some more condition based maintenance using some of these data analytics, john so we’re standing up small elements of that and getting going on that. We’ve been fortunate to get some resources and uh, I think the sky’s the limit. You know, we’re sort of scratching into it, but we got to be part of that conversation and we’re bringing that capability into our headquarters. If you tied together to question you had earlier about how can industry help, you know, an artificial intelligence and the CIA knows point about some or fighting in some business systems. You look at an area like logistics which which comment on a Coast Guard touched on. If you assume that you need to be capable of operating, distributed the logistics becomes to the four. Now, are you gonna sustain that force? How you gonna maintain it? You’re going to repair the gear forward? And if I think we’re going to do it in a human endeavor and a human mind where that ain’t gonna work, the tools are there right now to tell us to forecast how we’re going to support that distributed force. So to me, there are natural fits here. If we just unleash what industry is already working on to the problems that were challenged with, there’s there’s a marriage there. Yeah. Coming up, thanks. That’s exactly how it’s going to try and take our last few minutes, even at this extended session is, you know, what lot of industry in the audience. Of course they’re here common. Uh, what would you tell? What, what’s your commanders guidance to industry here assuming that you had authority there? Uh, you know, what can they do to help? Right. What’s the three by five card that they want to walk away? I think, I think Bill Lesher hit it this morning. I think there needs to be transparent exchange with industry. I said we’re in the biggest ship building program we’ve been since the Second World War. So it’s uh you know, we scratch for every scratch and claw for every dollar with the Congresses and we build the ship. We gotta we’ve got to stay on schedule, we will stay on budget. We’ve got to we got to come in with very strong detailed design, were a little bit delayed in our poll security cutter. But we haven’t built that ship in a half century here, the lightship there. So, but we got to get going on that. Um You know, we’ve got some challenges. We fly a fleet in 98 aerospace shell dolphin helicopters that were waiting for future vertical lift, that sort of script. Right? We’re not going to push the composite aircraft probably into 2040. So we’re gonna drive up our fleet of Mh 60 Jayhawk, drive down that fleet of 98. So we’ve got to have very open exchange. You know, we do some depot level work in Elizabeth city north Carolina, we get some of mix, you know, 8000 our S. H. Sixties and we can convert them and put 20,000 fresh hours. But now with some industry new cabins, we can put 20,000 new hours on that and we’re looking at other alternatives. So I think it’s just that transparent exchange about hey ideas, you know, what can industry offer? How can we bring that into our wheelhouse of where we have sort of budgetary maneuver space and we come up with solutions. Sounds great coming at you, you gave, you know, a little bit of your thinking in terms of a I have industry can help any other closing thoughts for our audience here in terms of what they can do to really pitch in and help the Marine Corps training where I began. I think we haven’t We’re 25%. In other words, I think there’s another 75% of collaboration. We can do to get to where we can train as a, as a fleet, as a number of fleet. We’re not going to do that organically. We need we need that collaboration to get there. The second part, which was comment on the Coast Guard touched on perhaps going to sound a little bit out of the at a left field. But I think if we approach Congress together sometimes to try to break to break down the bureaucratic rules that slow us down, we’ll make some progress. Sometimes we come at them individually from different perspectives. But I think there’s there’s ground to plow there. If we were to talk to them to collaboratively about, okay, what is actually slowing us down and then Work with Congress together? Okay, what are the 17 things that if we could just move them out of the way, we could go faster? I think there’s there’s room to maneuver their two sounds great. So you know, you’ve got the mic drop moment, that countdown clock and don’t pay any attention to. That Stevens will give us 30 more minutes. So let me go back to where we began with china is a strategic threat. Sense of urgency in this decade. And that the way we’ve been doing things uh in the past isn’t going to work in the future. Um The vice chief leads some incredibly important work in the Navy implementing the nab plan and he showed me some data where we took a look at 11 programs over 13 years, 98 years of delay time in those 11 programs. That’s an example of an unacceptable, unacceptable outcomes that we cannot live with in this decade. We can’t keep going down this path. I’m not saying, I’m not talking down to intercede. This is this is a shared responsibility here in terms of improvement. I do think, you know, silver linings and Covid and we all know that one of them has been uh, the lifting uh, to a great degree of this opaque curtain that runs down 3 95 between Crystal City in the pentagon and the transparency and the supply chain. As an example during Covid has been absolutely phenomenal where we had really good insights both in the re parasite on the production line where industry was having problems, expectations were set. We got it. We need to continue that. We need to continue that transparency that both of the commandant’s talked about. Okay, listen, why don’t we all just express our gratitude? Not only did they come and agree to spend an hour, but we asked 30 more minutes of their time. I hope it didn’t destroy your schedules. I can hear the dominoes falling all around the Washington metropolitan area. Thank you very much to our service chiefs for spending time. Mhm. Uh huh. Priceline. Thank you.