More Players on the Field - A Conversation with the Vice Chief of Naval Operations

00:55:51
https://www.youtube.com/watch?v=ZVzQl0XrRLY

摘要

TLDRThe video presents a discussion on naval strategies led by Seth Jones and Admiral Kilby from the defense and security department at the center for strategic and international studies. The dialogue, part of the maritime security dialogue series, focuses on enhancing the readiness and efficiency of the U.S Navy. Admiral Kilby outlines his main priorities, which include maintaining high readiness levels of naval platforms, improving quality of service for sailors, and cultivating a problem-solving culture within the Navy. The discussion also delves into strategic goals for the Navy by the year 2027, particularly in combat readiness and technological integration, such as unmanned systems. They tackle the ongoing challenges in maintenance and recruitment, emphasize the importance of collaboration with international allies, and highlight the Navy's steps toward adapting to technological advancements while addressing logistical issues like maintenance schedules and operational readiness. The session wraps up with Admiralty aspirations to improve public understanding of naval roles and capabilities, emphasizing the Navy's significant contributions to U.S security and global maritime stability.

心得

  • 🚢 Focus on improving naval readiness and efficiency.
  • 🛠️ Addressing maintenance challenges to enhance readiness.
  • 🌍 Emphasizing the importance of international alliances.
  • 📅 Setting 2027 as a strategic target year for readiness.
  • 🤖 Integration of unmanned systems in operations.
  • 🛌 Enhancing sailors’ living and working conditions.
  • 👨‍🎓 Innovative approaches to improve recruitment.
  • 📈 Continuous learning and problem-solving within the Navy.
  • ⚖️ Balancing current readiness with future technological advancements.
  • 🔍 Raising public awareness of the Navy's roles and contributions.

时间轴

  • 00:00:00 - 00:05:00

    Seth Jones introduces the maritime security dialogue event, highlighting past speakers and the focus on maritime discussions. Admiral Kilby is introduced as the Vice Chief of Naval Operations, with emphasis on his career background and roles.

  • 00:05:00 - 00:10:00

    Admiral Kilby outlines his priorities since assuming the Vice Chief role: Readiness of ships, aircraft, and Marines; quality of service; and changing Navy culture towards better problem-solving. He discusses the 2018 readiness goal of 80% up-fighter aircraft achieved by the Navy.

  • 00:10:00 - 00:15:00

    Continuation of the readiness discussion, with a focus on maintaining 80% readiness. Kilby describes the "learning engine" approach for consistent problem-solving. He speaks about the CNO's navigation plan 2027, emphasizing readiness and future-proofing the Navy with specific goals.

  • 00:15:00 - 00:20:00

    Admiral Kilby delves into specifics of the CNO's nav plan, including goals for ship, aircraft, and submarine readiness, and advancing robotic and autonomous systems. The focus is also on mock combat readiness, talent retention, quality of service, and infrastructure development.

  • 00:20:00 - 00:25:00

    More detailed strategies about readiness: short avails for DDGs, modernizations taking longer, but emphasis on keeping `packages tight` to avoid delays. Discusses the impact of current sea commitments on maintenance schedules, emphasizing timely completion and efficient utilization of naval ships.

  • 00:25:00 - 00:30:00

    Kilby highlights cultural and logistic improvements in terms of "quality of service" for Navy personnel, focusing on living conditions and timely compensation. Talks about incremental improvements responding to issues like the suicides on USS George Washington, and travel claims processing.

  • 00:30:00 - 00:35:00

    Discusses Navy recruitment strategy, emphasizing focus on making it a learning Navy and problem-solving framework, same method used for addressing recruiting challenges and enhancing public perception. Emphasizes difficulty due to 'sea blindness' in the general public regarding Navy's role.

  • 00:35:00 - 00:40:00

    Focus on Allies and Partners, stressing that cooperation is essential within growing geopolitical tensions. Highlights cultural partnerships, joint exercises, and interoperability as crucial elements to bolster collective maritime security.

  • 00:40:00 - 00:45:00

    Delves into financial challenges and emphasis on efficient resource management within the Navy. Response to questions about spending and priorities, underlining the Navy's strategic approach to stretching current resources to meet ambitious goals like combat surge readiness.

  • 00:45:00 - 00:50:00

    Discusses the industrial base and readiness; and challenges of material shortages, maintenance avails lateness due to dry-dock constraints. Addresses questions about faster repair systems, budgeting for autonomous systems, and the future of naval ship production.

  • 00:50:00 - 00:55:51

    Admiral Kilby wraps up discussing the importance of sustained readiness and forward-thinking strategies to address looming deadlines like 2027 for naval readiness, and the continuous push towards modernization amidst external geopolitical challenges.

显示更多

思维导图

Mind Map

常见问题

  • Who is speaking in the video?

    Seth Jones, president of the defense and security department at the center for strategic and international studies, and Admiral Kilby.

  • What are Admiral Kilby's three priorities?

    Readiness of ships, aircraft, and Marines; quality of service; and changing the Navy's culture to be better problem solvers.

  • What is the focus of the maritime security dialogue?

    To discuss the Navy's readiness, cultural transformation, and strategies involving technological advancements with unmanned systems.

  • How does Admiral Kilby view the readiness goal of 80%?

    He sees it as a necessary stretch goal to push the Navy to become more efficient and effective in preparing ships and aircraft for combat scenarios.

  • What role does Admiral Kilby have in the Navy?

    He is the Vice Chief of Naval Operations.

  • How is the Navy addressing maintenance challenges?

    By planning early, ensuring long-lead materials are ordered promptly, and optimizing maintenance availabilities.

  • What steps are being taken to improve quality of service for sailors?

    Improving living conditions like Wi-Fi, food quality, and timely travel reimbursements to enhance sailors' quality of life and work conditions.

  • How does Admiral Kilby intend to handle recruitment challenges?

    Through problem-solving frameworks that optimize the recruiting system, provide incentives, and manage medically clear recruits efficiently.

  • What is the significance of 2027 in the Navy's nav plan?

    It's a target year for achieving specific operational and strategic goals, driven by the potential threat perceptions involving China.

  • What emphasizes the role of allies in naval operations?

    Admiral Kilby highlights the importance of training and operational interoperability with allies to maintain regional and global security.

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  • 00:00:00
    good afternoon my name is Seth Jones I'm
  • 00:00:02
    the president of the defense and
  • 00:00:04
    security department at the center for
  • 00:00:06
    strategic and international studies and
  • 00:00:08
    on behalf of csis and the US Naval
  • 00:00:11
    institutes my pleasure welcome you to
  • 00:00:13
    this next event of the maritime security
  • 00:00:16
    dialogue this series is made possible
  • 00:00:18
    through the generous support of our long
  • 00:00:21
    longtime and outstanding partner
  • 00:00:24
    hii uh this is the the next series of uh
  • 00:00:28
    events in the maritime security dialogue
  • 00:00:30
    this past year and these are all on the
  • 00:00:33
    website um uh available to watch we've
  • 00:00:36
    had the chief of Naval operations
  • 00:00:37
    Admiral Frank KY Admiral Grady the vice
  • 00:00:40
    chairman of the Joint Chiefs uh we've
  • 00:00:43
    had Congressman Mike Waltz and Senator
  • 00:00:45
    that the um next national security
  • 00:00:48
    advisor uh for president Trump and and
  • 00:00:51
    also Senator Kelly uh talking about the
  • 00:00:53
    maritime industrial base among um a
  • 00:00:56
    range of others uh today we're delighted
  • 00:00:58
    to have Admiral Kilby who assumed the
  • 00:01:00
    duties of Vice chief of Naval operations
  • 00:01:03
    on January 5th
  • 00:01:05
    2024 uh he's had a range of at Sea Shore
  • 00:01:09
    and flag assignments which I don't need
  • 00:01:12
    to go into detail we have it all on the
  • 00:01:14
    website um Naval Academy grad and Native
  • 00:01:17
    of pound rdge uh New York which is not
  • 00:01:20
    far from where I grew up just across the
  • 00:01:22
    border in Connecticut I I don't want to
  • 00:01:24
    ask whether you're a Yankees fan or not
  • 00:01:26
    but uh as a Red Sox fan uh that is a
  • 00:01:28
    beautiful area um I'm going to turn this
  • 00:01:31
    over uh to um uh Admiral Ray Spicer uh
  • 00:01:35
    the chief executive officer and
  • 00:01:37
    publisher of the US Naval Institute um
  • 00:01:39
    thanks again to hii uh for supporting
  • 00:01:42
    this Rey over to
  • 00:01:46
    you thank you Seth and um thanks for the
  • 00:01:48
    great partnership between the naval
  • 00:01:50
    Institute and csis we really appreciate
  • 00:01:52
    it and we fully appreciate the
  • 00:01:54
    sponsorship of hii so great to see you
  • 00:01:57
    guys here uh supporting um
  • 00:02:00
    I know there are a ton of people that
  • 00:02:02
    are online and I know I'm going to get a
  • 00:02:05
    ton of questions so I'm going to do my
  • 00:02:07
    best to kind of shorten the part where
  • 00:02:11
    you and I are chatting and I open it up
  • 00:02:13
    because I know you want to engage the
  • 00:02:14
    audience Admiral and the way the
  • 00:02:16
    questions come in just as a reminder is
  • 00:02:18
    if you're online just um do it through
  • 00:02:22
    the website and you can also do it um
  • 00:02:25
    through the barcode if you're here local
  • 00:02:27
    um but I'm just looking at his iPad I'm
  • 00:02:30
    I'm already getting questions so I'm I'm
  • 00:02:32
    seeing that we're we're going to run out
  • 00:02:34
    of time in fact one notable Admiral da
  • 00:02:38
    like we may use his question we may not
  • 00:02:40
    I don't know I don't know anyway Admiral
  • 00:02:43
    thank you for for making the time for us
  • 00:02:45
    we really appreciate it I know you
  • 00:02:46
    wanted to stay in the building and you
  • 00:02:48
    know take some more PowerPoint briefs
  • 00:02:50
    but um coming here means a lot to us so
  • 00:02:53
    thanks for doing it absolutely um
  • 00:02:55
    everybody knows what the vice Chief's
  • 00:02:56
    job is he's the number two in the Navy
  • 00:02:58
    he's the big EXO if you will I think
  • 00:03:00
    adal Kilby will tell you uh he calls it
  • 00:03:03
    something else and maybe he'll share
  • 00:03:05
    that with us but um the the
  • 00:03:09
    responsibilities that you have in that
  • 00:03:11
    job vast I mean you're you're touching
  • 00:03:14
    every part of the Navy but can you talk
  • 00:03:16
    in the year that you've been there what
  • 00:03:18
    you primarily been focused on yeah I've
  • 00:03:20
    I've got three priorities and if we
  • 00:03:22
    follow where I think the conversation is
  • 00:03:24
    we'll we'll come back to all those but
  • 00:03:26
    briefly they are Readiness of ships
  • 00:03:28
    aircraft and Marines first and foremost
  • 00:03:32
    and then following that is quality of
  • 00:03:33
    service and there's a number of reasons
  • 00:03:35
    for that but I brought some of that from
  • 00:03:37
    my last job as Deputy Fleet forces
  • 00:03:39
    command and then lastly trying to change
  • 00:03:43
    the culture of the Navy to be better
  • 00:03:45
    problem solvers to use a consistent
  • 00:03:47
    learning engine when we attack things so
  • 00:03:50
    we don't have to relearn lessons the
  • 00:03:52
    hard way those are my three uh off the
  • 00:03:55
    cuff all in support of CNO and the nav
  • 00:03:58
    plant which I think is a wonderful
  • 00:04:00
    document for us can you can you go a
  • 00:04:03
    little deeper on that last one trying to
  • 00:04:05
    change the culture and make them well I
  • 00:04:08
    if we get into some Readiness questions
  • 00:04:10
    I I think I'll tease this out but maybe
  • 00:04:12
    I'll just jump in at the beginning uh in
  • 00:04:15
    2018 secretary Mattis gave us a mandate
  • 00:04:18
    this all services to get to 80% up
  • 00:04:21
    fighter aircraft and the Navy was able
  • 00:04:23
    to do it and no small uh credit to
  • 00:04:26
    Bullet Miller in the front row here but
  • 00:04:28
    it was a whole ecosystem and it really
  • 00:04:31
    required us to kind of abandon our
  • 00:04:34
    Enterprise Behavior we're going to have
  • 00:04:37
    an Enterprise approach to this and we
  • 00:04:39
    realized we needed to have a single
  • 00:04:40
    accountable officer and that single
  • 00:04:42
    accountable officer was bullet Miller
  • 00:04:44
    for the first instantiation but we
  • 00:04:46
    learned a lot of lessons and the the
  • 00:04:49
    machine had
  • 00:04:50
    sub-optimized for uh success in their
  • 00:04:53
    view so I'm the N Naval Supply Commander
  • 00:04:56
    I'll just use that as an example and my
  • 00:04:59
    shipping is all happening I'm I think my
  • 00:05:01
    targets I'm green it's not me I'm green
  • 00:05:05
    well it is you because you're not
  • 00:05:07
    focused on the output which is what we
  • 00:05:10
    need to focus on the United States Navy
  • 00:05:12
    Focus you know cavitated a 55% aircraft
  • 00:05:16
    available for decades decade and a half
  • 00:05:19
    and in imple implementation of this
  • 00:05:21
    framework we were able to get to 80% and
  • 00:05:24
    since then the Naval Aviation Enterprise
  • 00:05:27
    has maintained it dayto day and every
  • 00:05:30
    Friday I get a report from the airboss
  • 00:05:33
    that says where they are for every type
  • 00:05:35
    model series and it's either green or
  • 00:05:37
    red and if it's red it explains what
  • 00:05:39
    they're doing about it that's the
  • 00:05:41
    unflinching problem solving approach
  • 00:05:44
    learning engine that I'm talking
  • 00:05:47
    about good
  • 00:05:50
    um so we're GNA get to the nav plan I
  • 00:05:52
    know you want to talk a little bit about
  • 00:05:53
    Ceno's navigation plan she rolled it out
  • 00:05:56
    in September she was kind enough to come
  • 00:05:58
    here to csis and and talk about the plan
  • 00:06:01
    and what's in it um if you missed that I
  • 00:06:06
    would go back and and watch I brought a
  • 00:06:08
    copy with me the video to share with all
  • 00:06:11
    of
  • 00:06:12
    you um but essentially if I were to
  • 00:06:15
    summarize it it's it's largely about
  • 00:06:18
    getting more players on the field um
  • 00:06:21
    with the budget that you have while also
  • 00:06:23
    thinking about the future Navy um and
  • 00:06:27
    then what's driving it you know it's got
  • 00:06:28
    a it's got an date of 2027 I'll let you
  • 00:06:31
    talk about why
  • 00:06:32
    2027 um but how would you describe the
  • 00:06:36
    nav plan and then how does it differ
  • 00:06:39
    from other uh Navy strategy documents
  • 00:06:41
    well first and foremost she wasn't the
  • 00:06:44
    originator of the original na plan that
  • 00:06:46
    was adal gild day right and he did it
  • 00:06:48
    because I observed him coming in after
  • 00:06:50
    being jointed for a long time came in to
  • 00:06:52
    be the CNO and I think you know I don't
  • 00:06:54
    know that I haven't Road tested this
  • 00:06:56
    analogy with them but I'll road test it
  • 00:06:57
    with you the Pentagon particularly the
  • 00:07:00
    Navy staff is like a super tanker it may
  • 00:07:04
    be a hundred times bigger than the sup
  • 00:07:05
    biggest super tanker that exists today
  • 00:07:07
    it's on course and speed and it wants to
  • 00:07:10
    stay that way so ad will go they saw the
  • 00:07:13
    intransient that was happening it wasn't
  • 00:07:15
    people being evil but he saw some things
  • 00:07:18
    we needed to get after and he created a
  • 00:07:21
    document to try to focus and appride
  • 00:07:24
    Clarity to the staff that was the
  • 00:07:26
    original my my interpretation of that
  • 00:07:28
    original being there when he released it
  • 00:07:32
    and uh and we'll talk a little bit about
  • 00:07:34
    that but I don't FR CAD has adopted that
  • 00:07:36
    she did not abandon that and come up
  • 00:07:38
    with a new rubric she did apply a bell
  • 00:07:42
    to that super tanker she wants to
  • 00:07:45
    accelerate the journey that we're on the
  • 00:07:48
    speed at which we're getting uh to where
  • 00:07:50
    we need to be so I I like that model the
  • 00:07:54
    staff doesn't cavitate because it's a
  • 00:07:55
    new thing they understand what it is uh
  • 00:07:58
    we're exec
  • 00:08:00
    that but she's applied uh some very
  • 00:08:02
    specific things and we talked about
  • 00:08:04
    those seven goals with a date with a
  • 00:08:07
    single accountable officer to be
  • 00:08:09
    responsible for each one of those goals
  • 00:08:11
    and in the back of that plan if you
  • 00:08:13
    haven't read it are those seven targets
  • 00:08:17
    and just off the top of my head they are
  • 00:08:20
    80% combat surge ready ships aircraft
  • 00:08:23
    and Submarine that's number one I'm the
  • 00:08:24
    single accountable officer for her to
  • 00:08:26
    deliver that uh the second one is
  • 00:08:29
    advancing robotic and autonomous systems
  • 00:08:31
    in the Navy that's not new Admiral Guild
  • 00:08:34
    started it but she wants to increase the
  • 00:08:36
    bell and she wants to do it by 2027 and
  • 00:08:39
    then she wants a vision for a hybrid
  • 00:08:40
    Fleet into the future so it's not like
  • 00:08:42
    we're all going to sail off the edge of
  • 00:08:44
    the Earth in 2027 stop doing things but
  • 00:08:47
    she wants to get to a certain point in
  • 00:08:49
    2027 and then set us up to keep
  • 00:08:51
    delivering and iterating and building on
  • 00:08:54
    that uh the third one is fight from the
  • 00:08:56
    mock right so are our Fleet maritime
  • 00:09:00
    operations centers designed equipped
  • 00:09:02
    trained with humans and equipment to do
  • 00:09:04
    that to employ a fleet that is going to
  • 00:09:07
    operate in a contested environment where
  • 00:09:09
    we may not have complete Clarity and
  • 00:09:11
    control based on the adversary so we
  • 00:09:14
    need to double down on that and and she
  • 00:09:16
    has a specific goal to be certified in
  • 00:09:18
    the Pacific uh by 2027 and ready to go
  • 00:09:23
    retain and recruit Talent you know we
  • 00:09:26
    had a uh really challenging year that we
  • 00:09:28
    kind of and and uh delivered on uh all
  • 00:09:32
    the services are we have a nation that
  • 00:09:34
    is less propen to serve and so hitting
  • 00:09:37
    those targets is requires some clarity
  • 00:09:40
    and focus to do that and the retention
  • 00:09:42
    of those folks is is is important as
  • 00:09:45
    well the quality of service we talked
  • 00:09:47
    about that Barracks Wi-Fi pay on time
  • 00:09:51
    parking the ability to have a good
  • 00:09:54
    quality of life and Quality Service uh
  • 00:09:58
    and quality of work all those are in
  • 00:10:00
    that mix right and I'm the accountable
  • 00:10:03
    officer for that as well um the next one
  • 00:10:06
    is uh Warf fighter
  • 00:10:09
    competency so our ability to train our
  • 00:10:12
    ship our aircraft ships and and
  • 00:10:15
    submarines at se wherever we want to go
  • 00:10:18
    and not have to retreat because we want
  • 00:10:20
    to divulge tactics to anybody that's an
  • 00:10:23
    investment and the Navy leads that we
  • 00:10:25
    have a force generation engine that
  • 00:10:27
    certifies a strike group an ESG when we
  • 00:10:30
    deploy and we've made a lot of
  • 00:10:32
    investments in there but we want to
  • 00:10:34
    continue those Investments and keep them
  • 00:10:36
    moving forward and then the last one is
  • 00:10:38
    the foundational critical infrastructure
  • 00:10:40
    so they're aligned with the America's
  • 00:10:41
    Warf fighting Navy she's broadened that
  • 00:10:44
    she's applied specificity she's taken
  • 00:10:47
    the nav plan the nav plan implementation
  • 00:10:50
    framework which we I hope we get at a
  • 00:10:52
    little bit added seven targets with
  • 00:10:54
    accountable officers and she's
  • 00:10:56
    rearranging her schedule to make sure
  • 00:10:58
    that we are doing what she says as an
  • 00:11:01
    example yesterday we had a surface P2P
  • 00:11:03
    meeting her staff had other designs for
  • 00:11:06
    her slick her schedule flops into the
  • 00:11:08
    middle of the meeting where are we at in
  • 00:11:09
    the movie Here how's it going show me
  • 00:11:12
    your work tell me what you're doing so
  • 00:11:15
    to me that's an example of how she
  • 00:11:18
    intends to prioritize her time and other
  • 00:11:20
    folks's time to get after these seven
  • 00:11:22
    targets so to me that's different and
  • 00:11:25
    it's different to have a date uh so
  • 00:11:28
    that's important I mean the world world
  • 00:11:29
    is increasingly more complex as everyone
  • 00:11:31
    in this room knows from the Red Sea to
  • 00:11:34
    the Eastern Med to the Black Sea to the
  • 00:11:37
    South China Sea to the East China Sea
  • 00:11:39
    all that is increasing in in action and
  • 00:11:46
    U import by many many different
  • 00:11:49
    different countries so uh she sees this
  • 00:11:52
    as a claxon call to to get hot and she's
  • 00:11:55
    not shy about it yeah great um you
  • 00:11:59
    mentioned that you're the accountable
  • 00:12:01
    officer the single accountable officer
  • 00:12:03
    for two of the seven that's right so I
  • 00:12:05
    want to try to Deep dive into in your
  • 00:12:07
    two if you wouldn't mind I can give you
  • 00:12:08
    the others if you want but they're
  • 00:12:10
    important that you know Jimmy pittz is
  • 00:12:11
    the nine for remote autonomous syst
  • 00:12:14
    remote autonomous systems Rick gesman is
  • 00:12:16
    the one you know in charge of uh the
  • 00:12:18
    recruiting in Talent KT Thomas in two
  • 00:12:21
    and six is responsible for the fight
  • 00:12:23
    from the mock and uh let's see what else
  • 00:12:27
    did I miss uh Jeff Javin this critical
  • 00:12:29
    infrastructure you know that makes sense
  • 00:12:31
    and Jimmy pittz is also the warf fighter
  • 00:12:34
    competency live virtual constructive
  • 00:12:36
    investment so we all we all have our
  • 00:12:38
    name on the roster here as a former 35b
  • 00:12:42
    and I see another former 35 in in the
  • 00:12:44
    audience I wonder how they escaped get
  • 00:12:46
    being the stcky but I think applaud them
  • 00:12:49
    plenty for them to
  • 00:12:50
    do um so let's talk about the ready
  • 00:12:54
    platforms sure um the the goal there 80%
  • 00:13:00
    combat surge Readiness right um so two
  • 00:13:04
    questions really the first question is
  • 00:13:06
    what constitutes combat surge ready
  • 00:13:09
    right and then it's a pretty um
  • 00:13:12
    aggressive goal like 80% yeah um how are
  • 00:13:15
    we going to get there let's start out
  • 00:13:17
    with the first question right and and
  • 00:13:19
    the idea behind combat surge already is
  • 00:13:22
    uh we have a machine called optimized
  • 00:13:25
    Fleet response plan that creates and
  • 00:13:27
    certifies strike groups and esgs to
  • 00:13:29
    deploy and individual deployers too and
  • 00:13:32
    it is pretty robust system and we're
  • 00:13:35
    super proud of what we
  • 00:13:37
    do uh there is an ability as we saw with
  • 00:13:41
    the Ukraine to forward flow ships
  • 00:13:43
    forward that haven't completely gone
  • 00:13:45
    through that cycle that areand trained
  • 00:13:47
    and equipped to do those Mission sets so
  • 00:13:51
    it is really a formalization of that
  • 00:13:54
    process to understand where our ships
  • 00:13:56
    are at any given time and what they need
  • 00:13:58
    to be ready to go if I remember back the
  • 00:14:00
    fleet forces for that Ukraine crisis we
  • 00:14:03
    needed six ships so we did pretty quick
  • 00:14:06
    math on who's who in the zoo where are
  • 00:14:09
    they in the you know Manning perspective
  • 00:14:12
    what Munitions do we have at Yorktown
  • 00:14:14
    what is the state of their material
  • 00:14:16
    condition and which ones can we flow in
  • 00:14:18
    what priority order to me this is an
  • 00:14:20
    instantiation of that that we know at
  • 00:14:22
    all times the condition of our ships and
  • 00:14:24
    the ability to flow them forward to make
  • 00:14:26
    sure they're ready and trained and
  • 00:14:28
    equipped to do that strike group four
  • 00:14:30
    certified them for those missionaries
  • 00:14:32
    through a process that was something
  • 00:14:35
    less than the what we're used to but
  • 00:14:37
    still sufficient to make sure they were
  • 00:14:39
    ready to go so ensuring that those
  • 00:14:42
    aircraft and those ships and those
  • 00:14:44
    submarines are ready is my definition of
  • 00:14:46
    combat surge ready it is different for
  • 00:14:48
    the surface Community than the submarine
  • 00:14:49
    committee than the aviation committee
  • 00:14:51
    but that's the desire more players on
  • 00:14:53
    the field right 55% available uh f18s
  • 00:14:59
    80% f18s that is a bigger Navy by
  • 00:15:04
    definition because I can use those
  • 00:15:06
    assets to do something where I couldn't
  • 00:15:07
    use them before so that's the the idea
  • 00:15:11
    here right
  • 00:15:13
    now when she produced that goal there
  • 00:15:16
    was a lot of push
  • 00:15:18
    back like I was getting calls hey hey
  • 00:15:21
    Vice
  • 00:15:22
    Chief how about
  • 00:15:25
    73% no it's 80%
  • 00:15:29
    and I'm going to go back to the example
  • 00:15:30
    I cited uh when that and I don't know
  • 00:15:33
    how secretary
  • 00:15:35
    madis with his you know with his
  • 00:15:37
    pressence picked 80% but he did if you
  • 00:15:41
    took every single process that existed
  • 00:15:43
    in the United States Navy to produce a
  • 00:15:45
    ready aircraft and maximize the output
  • 00:15:48
    you would not get to 80% so the the
  • 00:15:51
    machine is flawed you have to do
  • 00:15:54
    something different to have a different
  • 00:15:56
    output and in the case of this stretch
  • 00:15:58
    goal
  • 00:15:59
    in the meeting I was in yesterday I
  • 00:16:01
    won't divulge the percentage we're at in
  • 00:16:02
    the surface Fleet now but it's not 80
  • 00:16:05
    and the Machine is doing exactly what
  • 00:16:07
    the aviation Enterprise did they're
  • 00:16:09
    optimizing within those individual
  • 00:16:11
    processes but at some point you're gonna
  • 00:16:13
    have to break it open and change
  • 00:16:15
    something and if I remember bullet you
  • 00:16:18
    changed really two things to kind of
  • 00:16:21
    make a step function increase in output
  • 00:16:23
    and now they're going after it
  • 00:16:25
    incessantly looking for leverage in the
  • 00:16:27
    aviation Enterprise and that's the
  • 00:16:29
    mentality we're talking about so I
  • 00:16:31
    believe with every fiber of my being
  • 00:16:34
    that you must have a stretch goal that
  • 00:16:36
    is uncomfortable to push the Enterprise
  • 00:16:38
    in a manner that they're going to
  • 00:16:39
    produce
  • 00:16:41
    differently
  • 00:16:44
    great um if we're talking about
  • 00:16:47
    readiness but something that seems to
  • 00:16:50
    always come up is is maintenance period
  • 00:16:53
    especially today you know when we're
  • 00:16:55
    we're running their ships pretty hard
  • 00:16:57
    with all the you know what's going on
  • 00:16:58
    Red Sea primarily in eastern
  • 00:17:00
    Mediterranean we extended groups um and
  • 00:17:04
    generally as as it goes the longer that
  • 00:17:08
    you spend at Sea the more maintenance
  • 00:17:10
    that's going to be required on the back
  • 00:17:11
    end so how has that impacted the whole
  • 00:17:15
    dynamic and you know well as you watch
  • 00:17:18
    Admiral mlan who's the swo boss deal
  • 00:17:20
    with us and Admiral Downey who is his
  • 00:17:22
    Supporting Cast members NC how can we
  • 00:17:25
    get after this differently so there's an
  • 00:17:27
    element of do your plan early enough to
  • 00:17:30
    order your longly material and have it
  • 00:17:32
    available we call that a120 you got to
  • 00:17:35
    fund a120 uh which means we got to fund
  • 00:17:38
    that process to get it moving and not
  • 00:17:40
    have it be a photo finish because that
  • 00:17:42
    always ends up poorly so thing one get
  • 00:17:45
    the planning done keep the Avail tight
  • 00:17:48
    plan realistically not optimistically so
  • 00:17:51
    I'll give an example of optimistic
  • 00:17:52
    planning yeah we really don't want to
  • 00:17:54
    have to do our intakes and uptakes on
  • 00:17:55
    this ddg how about we just do an
  • 00:17:57
    assessment and we hope that it's not
  • 00:17:58
    it's all good M uh it's not good now we
  • 00:18:02
    have Growth work right and we have to
  • 00:18:04
    buy the long Le material that we didn't
  • 00:18:06
    buy when we should have bought it so
  • 00:18:07
    that injects delay so let's just do that
  • 00:18:09
    up front and get over that Journey right
  • 00:18:12
    and make sure we're focusing on time
  • 00:18:14
    because that is what matters here time
  • 00:18:17
    uh as much as the cost of the
  • 00:18:18
    availability because I'm going to spend
  • 00:18:20
    more time I'm spend more money if if I
  • 00:18:22
    don't do it correctly right so what
  • 00:18:24
    whatmobile Clan has found both at Surf
  • 00:18:26
    land and surf uh pack now surf before is
  • 00:18:29
    if he can shorten the Avail and keep
  • 00:18:32
    that package tight and do them more
  • 00:18:34
    frequently he can have more available
  • 00:18:36
    ships for the combat surge ready thing
  • 00:18:38
    and get the maintenance done on time
  • 00:18:40
    he's I think he's like nine for 10 for
  • 00:18:42
    ddgs and an isra availability right now
  • 00:18:45
    getting out on time so shorten the Avail
  • 00:18:48
    and sometimes that won't work with
  • 00:18:49
    modernization packages because that's a
  • 00:18:52
    driver like things like canes take 110
  • 00:18:54
    days so we probably have to play with
  • 00:18:56
    that duration but let's keep it tight so
  • 00:18:59
    we just don't expand to the right like a
  • 00:19:01
    gas in a in an available space because
  • 00:19:04
    we can't so we have to pressurize that
  • 00:19:06
    and there's a lot more to that right
  • 00:19:09
    materials on time focus on the worker
  • 00:19:11
    project manager is the center of the
  • 00:19:13
    universe with that C's C the CEO th
  • 00:19:16
    those are all things uh we're
  • 00:19:18
    pressurizing from the leadership level
  • 00:19:20
    to get change so duration is it matters
  • 00:19:24
    Jim Downey would tell you if he was here
  • 00:19:25
    six months six months optimistic I can
  • 00:19:29
    get my submarine on time more than six
  • 00:19:30
    months starts to degrade because of
  • 00:19:33
    growth work and all the things that come
  • 00:19:35
    from that so there's an element there
  • 00:19:37
    about do we have the maintenance plants
  • 00:19:38
    right and we're looking at all of that
  • 00:19:40
    but it is this hunt for
  • 00:19:43
    leverage I'm looking for Value where the
  • 00:19:46
    system I didn't I didn't care before you
  • 00:19:49
    know y makes sense um any impact of dry
  • 00:19:55
    dock availability on maintenance avails
  • 00:19:59
    sometimes you hear about that but is
  • 00:20:01
    that impacting today the the maintenance
  • 00:20:03
    avails yeah the the problem today is not
  • 00:20:06
    number of dry docks it's getting my
  • 00:20:08
    ships out of dry docs on time now yeah
  • 00:20:12
    but if I can get to the goal that the CN
  • 00:20:14
    set then I'm going to have to start
  • 00:20:16
    thinking and acting a little differently
  • 00:20:18
    with dry Ducks especially if I get to
  • 00:20:20
    that 80% for submarines and I grow the
  • 00:20:22
    Navy so there is a capacity thing that
  • 00:20:25
    we have to deal with but right now thing
  • 00:20:26
    one get them out on time get them in on
  • 00:20:29
    time get them out on time so we're we're
  • 00:20:32
    okay now but we're looking at those
  • 00:20:34
    things and of course this the shipyard
  • 00:20:36
    infrastructure optimization program is
  • 00:20:37
    designed to help us here and be more
  • 00:20:40
    efficient and buy back some of those
  • 00:20:42
    delays through the way we Orient the
  • 00:20:45
    yard and of course the way the dry docks
  • 00:20:47
    are built and
  • 00:20:49
    fashioned um let's let's talk about the
  • 00:20:51
    other thing for which you're the single
  • 00:20:53
    accountable officer which is quality of
  • 00:20:55
    service can you talk uh a little bit
  • 00:20:58
    about
  • 00:20:59
    what quality of service means yeah and
  • 00:21:01
    then what sorts of things have you been
  • 00:21:03
    doing to ensure that we're improving
  • 00:21:05
    quality so the mathematicians in the
  • 00:21:07
    room will want an equation and I
  • 00:21:09
    probably didn't give it succinctly but
  • 00:21:11
    quality of service equals quality of
  • 00:21:12
    work plus quality of life so there's
  • 00:21:15
    elements there uh a lot of times we've
  • 00:21:17
    treated uh things like a good nice to
  • 00:21:21
    have when they should treat be treated
  • 00:21:22
    like an entitlement let's take Wi-Fi
  • 00:21:25
    right we require Sailors to do a lot of
  • 00:21:27
    stuff on the internet
  • 00:21:29
    and we take away their internet when we
  • 00:21:30
    put them in the shipyard so we should
  • 00:21:32
    put a Wi-Fi on the barge where they live
  • 00:21:34
    and work so they can do their
  • 00:21:36
    professional requirements and be ready
  • 00:21:38
    to go and we're making a concerted
  • 00:21:40
    effort to do that so that's the thing
  • 00:21:41
    one don't make life hard don't make hard
  • 00:21:43
    life harder right the second thing which
  • 00:21:46
    we just tragically found out with the
  • 00:21:49
    the suicides on the George Washington
  • 00:21:51
    was what are we requiring our Sailors to
  • 00:21:54
    do how far do they have to walk where do
  • 00:21:57
    they have to park where do they have to
  • 00:21:59
    live and so we focused at Newport News
  • 00:22:02
    initially like let's get that right
  • 00:22:05
    we're building a thing called The Cow a
  • 00:22:07
    carrier uh overhaul work center 80,000
  • 00:22:11
    square feet on the base at hi next to
  • 00:22:14
    that overhaul where we're going to be
  • 00:22:15
    doing our overhauls forever to make it
  • 00:22:17
    easier on Sailors let's build a facility
  • 00:22:21
    out in town where Sailors can live and
  • 00:22:23
    walk to work and they have medical and
  • 00:22:25
    gym facilities that are adequate there
  • 00:22:27
    let's work on healthy food options in
  • 00:22:30
    the shipyard where I don't have to eat
  • 00:22:31
    cheese Doodles for the rest of my life
  • 00:22:33
    and walk two miles to get them you know
  • 00:22:36
    those are all things that are important
  • 00:22:38
    for that sailor to focus on their job
  • 00:22:40
    and we should treat them like world
  • 00:22:41
    class athletes because they are so we
  • 00:22:43
    haven't done a great job of this
  • 00:22:45
    historically but I'm focused on it now
  • 00:22:47
    so when I go on a trip I go say take me
  • 00:22:49
    to your worst Barracks you know every
  • 00:22:52
    single base and I'm just trying to get a
  • 00:22:55
    mind map of what our Sailors have to
  • 00:22:57
    live in couple weeks ago I went to
  • 00:22:59
    Hawaii we've got 600 Barracks rooms that
  • 00:23:01
    are un air conditioned it's hot in
  • 00:23:04
    Hawaii and I saw a sailor while I was
  • 00:23:07
    there and he saw me and he tried to run
  • 00:23:09
    away and I said hey stop come here come
  • 00:23:11
    here what's it like to live in your this
  • 00:23:14
    barracks and he just looked at me and
  • 00:23:16
    said it's hot I have to leave my door
  • 00:23:19
    open to get a cross Breeze to sleep at
  • 00:23:21
    night that's unset so we've got an
  • 00:23:24
    obligation that we need to make good on
  • 00:23:27
    to take care of our saers and so it's
  • 00:23:29
    just going to require some focus and
  • 00:23:31
    prioritization to get after it we we
  • 00:23:33
    took us a long time to get here it's
  • 00:23:34
    going to take us a long time to get back
  • 00:23:36
    but let's get after it and and then
  • 00:23:38
    start moving the needle there and I'm
  • 00:23:41
    optimistic that if Sailors see something
  • 00:23:43
    different they'll be like hey something
  • 00:23:45
    different is happening here yeah you
  • 00:23:47
    know s or pay let's liquidate your
  • 00:23:49
    travel claim in a reasonable amount of
  • 00:23:51
    time not four months where you're living
  • 00:23:53
    out of your credit card when you should
  • 00:23:56
    be living out of your bank account so
  • 00:23:58
    we've done a lot of work there too I
  • 00:24:00
    mean there was one point I'm embarrassed
  • 00:24:02
    to tell you less than a year ago where
  • 00:24:03
    it was probably taken us four months to
  • 00:24:05
    liquidate a travel claim because we had
  • 00:24:07
    outsourced all our Personnel in to this
  • 00:24:09
    magical place on base where we're going
  • 00:24:11
    to have an IT system that we didn't
  • 00:24:13
    deliver that was going to make this all
  • 00:24:15
    awesome and it wasn't and we took a
  • 00:24:18
    hardcore leadership back to you know the
  • 00:24:20
    third part you told me about thinking
  • 00:24:22
    acting operating differently in a
  • 00:24:23
    framework of problem solving where St
  • 00:24:25
    sway started to look at the data measure
  • 00:24:28
    it every day and he's burnt it down to
  • 00:24:31
    three days that's the average time it
  • 00:24:33
    takes to liquidate a travel claim that's
  • 00:24:35
    what we should be doing we probably
  • 00:24:36
    shouldn't Pat ourselves on the back for
  • 00:24:38
    that but we need to watch the ball there
  • 00:24:39
    and not let it drift off Target again
  • 00:24:41
    yeah so that's an element of this just
  • 00:24:44
    living up to Our obligation to our
  • 00:24:46
    Workforce to make sure they feel valued
  • 00:24:48
    and then they can focus on their job
  • 00:24:51
    yeah um somewhat related maybe just
  • 00:24:55
    achieved um their goal for um recruiting
  • 00:24:58
    yeah can you talk about how you did that
  • 00:25:00
    I can um again we applied the same
  • 00:25:03
    framework where we had a problem solving
  • 00:25:05
    canvas a single accountable officer we
  • 00:25:07
    understood what the problem was we
  • 00:25:09
    created a driver tree to break down the
  • 00:25:10
    problem to understand what it takes to
  • 00:25:12
    make a productive recruiter and then we
  • 00:25:14
    measured it every single day in a
  • 00:25:16
    meeting and what we found is we had a
  • 00:25:18
    sub-optimized system we hadn't manned
  • 00:25:20
    our recruiters properly we took our
  • 00:25:22
    professional recruiting force and kind
  • 00:25:23
    of had them supervising people that were
  • 00:25:25
    new at recruiting put them back on the
  • 00:25:27
    bag and said you recruit and show people
  • 00:25:29
    by doing how to do that uh and started
  • 00:25:32
    to reward people and our incentive
  • 00:25:33
    structure was off if I have a monthly
  • 00:25:37
    quota then I met it this month maybe I'm
  • 00:25:40
    G to hold back some of these guys for
  • 00:25:42
    next month so I can you know you can see
  • 00:25:44
    where that goes now it's like take the
  • 00:25:46
    restraints off bring everybody in you
  • 00:25:48
    can and we had a bunch of sailors who
  • 00:25:51
    were medically cleared but we weren't
  • 00:25:54
    acting on them because people were
  • 00:25:56
    afraid they bring someone in that had a
  • 00:25:58
    condition what something bad might
  • 00:26:00
    happen and we took some bold leaders
  • 00:26:02
    like Caesar Jericho and Jim Waters and
  • 00:26:04
    they just burned through that and they
  • 00:26:06
    made decisions yes yes yes no yes yes
  • 00:26:10
    and we met that was kind of a windfall
  • 00:26:13
    Meanwhile we're trying to orient the
  • 00:26:14
    machine so it's more productive and it
  • 00:26:17
    and it's something we're measuring daily
  • 00:26:19
    which is all attitude and everything
  • 00:26:21
    else uh and I think we're in a pretty
  • 00:26:23
    good space now but that's what it took
  • 00:26:26
    daily visual management and focus by a
  • 00:26:29
    leadership team that knew the problem
  • 00:26:30
    they were trying to solve it goes back
  • 00:26:32
    to the same thing I talked about and
  • 00:26:34
    thing three create a learning Navy that
  • 00:26:37
    is good at problem solving in a
  • 00:26:39
    consistent manner yeah um how much of
  • 00:26:43
    what you're doing efforts like this um
  • 00:26:47
    what the Navy's doing in the Red Sea and
  • 00:26:49
    elsewhere how much what's the public
  • 00:26:53
    perception you know that's that's good I
  • 00:26:55
    don't know that I have a good beat on
  • 00:26:57
    that audience probably has a much better
  • 00:26:59
    essay on that than me I I I feel um this
  • 00:27:03
    is a Kilby opinion that we have a a bit
  • 00:27:06
    of sea blindness in our
  • 00:27:08
    nation I I think a lot of people don't
  • 00:27:11
    know what the Navy does what its purpose
  • 00:27:13
    is where it is that is out and about the
  • 00:27:16
    uniqueness of our servic is we forward
  • 00:27:18
    deploy we have a machine that roughly at
  • 00:27:22
    any given time a third of our forces are
  • 00:27:24
    for deployed a third of our forces are
  • 00:27:25
    getting ready to deploy and a third of
  • 00:27:27
    our forces are in Main to start that
  • 00:27:29
    cycle so to me the value of a Navy is
  • 00:27:33
    having it where it needs to be when
  • 00:27:35
    something happens so you have options
  • 00:27:37
    and so it was in the Red Sea and we had
  • 00:27:39
    a bunch of uh ships with aggressive
  • 00:27:42
    cosos who had been trained to do what
  • 00:27:44
    they were going to do with a fleet
  • 00:27:46
    commander that was focused on the ball
  • 00:27:48
    initially who then became supplemented
  • 00:27:50
    by the ike strike group with another
  • 00:27:52
    great strike group Commander that was
  • 00:27:53
    able to work that situation where it
  • 00:27:57
    almost became a non
  • 00:27:59
    but if you are in the business if you in
  • 00:28:01
    the maritime business and you're
  • 00:28:02
    watching what H what's happening there
  • 00:28:04
    it is a
  • 00:28:05
    complex area of the world and always has
  • 00:28:08
    been and is growing more so complex so
  • 00:28:11
    we should focus on that we should give
  • 00:28:13
    our commanders what they need to do and
  • 00:28:15
    and uh and I could not be more proud of
  • 00:28:18
    the Navy and the performance of our
  • 00:28:20
    Sailors one other piece when when we
  • 00:28:22
    were youngsters uh we did data recording
  • 00:28:25
    on our ships and we would come back from
  • 00:28:28
    event and some human beings would come
  • 00:28:29
    aboard and take all these tapes off and
  • 00:28:31
    they go go crank through them and eight
  • 00:28:33
    months later they come back and give you
  • 00:28:34
    a report and you forgot what happened
  • 00:28:36
    and or maybe weren't even there so
  • 00:28:39
    that's time late uh taking a page out of
  • 00:28:42
    the aviation book and a bunch of smart
  • 00:28:45
    people including industry they were
  • 00:28:47
    turning data from the Red Sea within 24
  • 00:28:50
    hours so I take the tape I send it off I
  • 00:28:53
    analyze it did the system perform as it
  • 00:28:55
    should have yes no if it didn't work
  • 00:28:58
    what was wrong let's get on that and fix
  • 00:29:00
    that did the human perform as they
  • 00:29:02
    should have yes no no what happened in
  • 00:29:06
    the training what happened there let's
  • 00:29:08
    fix that so this feedback cycle this
  • 00:29:10
    learning engine is really synchronized
  • 00:29:14
    to make sure we're pacing this thing and
  • 00:29:17
    to me that is a super Improvement as
  • 00:29:19
    well I don't know if the American public
  • 00:29:21
    knows that I wish they should there's
  • 00:29:23
    been a number of events and and uh and
  • 00:29:26
    and reporters going out and embedding
  • 00:29:28
    themselves and telling that
  • 00:29:30
    story do I know it do does it resonate I
  • 00:29:34
    hope it does because we've got a bunch
  • 00:29:35
    of great citizens out there doing great
  • 00:29:37
    work every day y they're doing doing a
  • 00:29:40
    wonderful job um as I said you got
  • 00:29:45
    questions coming in so I'm going to take
  • 00:29:46
    a pause in mine and I'm going to start
  • 00:29:48
    hitting some of these if if that's our
  • 00:29:49
    sure sir all right all right first one
  • 00:29:52
    from Captain Eric lummen Netherlands
  • 00:29:55
    Embassy how do you see the role of Alli
  • 00:29:58
    I and partners expanding in our security
  • 00:30:00
    strategy and where do you see the
  • 00:30:01
    greatest opportunities and threats for
  • 00:30:04
    intensifying cooperation to truly
  • 00:30:06
    enhance interoperability well we we say
  • 00:30:09
    it a lot and I we mean it we cannot do
  • 00:30:11
    this alone you know if you look at the
  • 00:30:14
    growth rate of the PRC it's ASM totic
  • 00:30:19
    and we're not on that growth rate
  • 00:30:21
    anymore but with allies and partners we
  • 00:30:23
    can uh create a very credible uh and
  • 00:30:27
    unified
  • 00:30:28
    Force but we have to train together and
  • 00:30:31
    we have to do it in a realistic Manner
  • 00:30:33
    and the Indo pacom commander and the
  • 00:30:34
    Pacific flate Commander are really good
  • 00:30:36
    at this and there's a series of
  • 00:30:38
    exercises they run that I think help
  • 00:30:40
    with that greatly and we have allies
  • 00:30:42
    that normally don't deploy the Pacific
  • 00:30:44
    that are the UK is going to send Prince
  • 00:30:46
    of Wales in 2025 to the end of Pacific
  • 00:30:50
    and there's some specific goals we're
  • 00:30:51
    going to try to get out of that
  • 00:30:53
    interoperability between f-35s and their
  • 00:30:55
    big deck and our Big Deck how do we
  • 00:30:57
    employ that and and in so I believe we
  • 00:31:00
    can help our allies and partners keep up
  • 00:31:03
    with this when I had a role in my
  • 00:31:05
    previous life as the the senior us guy
  • 00:31:08
    that worked with the UK on Carrier
  • 00:31:11
    interoperability I was pushing lvc I
  • 00:31:14
    said live virtual constructive it's a
  • 00:31:16
    non-sexy inv investment because it's not
  • 00:31:18
    a big thing that you buy but it's
  • 00:31:20
    important to be interoperable with us
  • 00:31:23
    and you can train from over here with us
  • 00:31:25
    over there and maintain some relevance
  • 00:31:28
    as we move forward so I think there's
  • 00:31:29
    some foundational Investments where we
  • 00:31:32
    can encourage our allies to keep up with
  • 00:31:33
    this you don't have to buy my box but
  • 00:31:35
    your box has to talk to my box and if we
  • 00:31:37
    can do that I think that that we can
  • 00:31:39
    make some inroads but I think it is
  • 00:31:41
    super important because I think it sends
  • 00:31:43
    a message that is really hard to ignore
  • 00:31:47
    uh on how we operate together if you
  • 00:31:50
    talk to U some other nations they really
  • 00:31:53
    prize the US particularly the US Coast
  • 00:31:56
    Guard in the Pacific because of our
  • 00:31:58
    standard of behavior from a coast guard
  • 00:32:00
    perspective and it is the gold standard
  • 00:32:03
    on how we think act and operate as
  • 00:32:05
    opposed to some other coast guards which
  • 00:32:07
    don't have that same mindset so uh I'm
  • 00:32:11
    I'm all for it it is challenging uh and
  • 00:32:14
    we just have to work together I think we
  • 00:32:16
    can do better as far as covering down um
  • 00:32:19
    Global Force management together we
  • 00:32:21
    could send a signal though hey we're
  • 00:32:22
    looks like we're going to have a gap at
  • 00:32:25
    this period because of our maintenance
  • 00:32:26
    of our ships could you cover down on
  • 00:32:28
    that I think we can we can we can make
  • 00:32:31
    some money there as opposed to just
  • 00:32:33
    saying well we have to do all on our own
  • 00:32:34
    it's great when you come but we have to
  • 00:32:36
    do it on our own I think there's room to
  • 00:32:38
    improve here yeah and and as you well
  • 00:32:40
    know there's all kinds of dialogue right
  • 00:32:42
    about China since we're talking about
  • 00:32:44
    the nav plan in 2027 and the fact that
  • 00:32:47
    China's ship building capacity
  • 00:32:50
    essentially dwarfs our own yeah um and
  • 00:32:53
    in World War I World War II we could we
  • 00:32:56
    won those by out proding producing our
  • 00:32:58
    adversary we're not going to outproduce
  • 00:33:01
    China in ship building in particular by
  • 00:33:04
    2027 but there are number of other
  • 00:33:06
    things that we can do including working
  • 00:33:08
    with allies and partners that's one I
  • 00:33:10
    think U getting more players on the
  • 00:33:12
    field is another that's the theme and
  • 00:33:14
    that's why the cno's sign sound of the
  • 00:33:16
    alarm here to be more efficient and
  • 00:33:18
    effective here uh I think the way we
  • 00:33:20
    operate is at a higher level the way we
  • 00:33:23
    integrate in the our US military but in
  • 00:33:26
    particular the Navy is is um unmatched
  • 00:33:30
    and that's an advantage for us the
  • 00:33:32
    ability to train together is unmatched
  • 00:33:35
    and and I meant that we have a we have a
  • 00:33:37
    machine that produces and certifies
  • 00:33:40
    strike groups and esgs to do this body
  • 00:33:44
    of work and not I do not know of another
  • 00:33:47
    Navy that has that machine so let's
  • 00:33:51
    double down on that and the
  • 00:33:52
    effectiveness that it
  • 00:33:54
    has I got about a thousand questions
  • 00:33:57
    okay
  • 00:33:58
    um this one from Mike Vasquez senior
  • 00:34:01
    policy advisor to representative Jake
  • 00:34:04
    Elie from the great state of Texas how
  • 00:34:07
    can the Navy afford all of the
  • 00:34:09
    2033 priorities the CNO included in her
  • 00:34:12
    nav plan yeah well not only this C know
  • 00:34:17
    but her predecessor and her predecessor
  • 00:34:19
    and her predecessor have been consistent
  • 00:34:21
    about the need for a larger Navy that is
  • 00:34:24
    out there what I am bullish about my
  • 00:34:27
    boss is she's put out that demand signal
  • 00:34:30
    but she's focusing her Navy on what we
  • 00:34:32
    can fix and uh some of those things are
  • 00:34:37
    are um I won't say we've been a little
  • 00:34:39
    lazy we probably haven't been as
  • 00:34:41
    attentive as we could have been so again
  • 00:34:42
    I'll use Admiral chbby who's the Naval
  • 00:34:44
    Air systems commander and a vice admiral
  • 00:34:47
    underachiever who is the air boss over a
  • 00:34:51
    couple years with admal whitel who is uh
  • 00:34:54
    under his
  • 00:34:55
    predecessor they found different way to
  • 00:34:57
    do things and they've reapplied that
  • 00:35:00
    money to other things so that's getting
  • 00:35:03
    more out of your money I mean
  • 00:35:05
    substantial money sub money to the point
  • 00:35:09
    where when I became the vice chief adal
  • 00:35:11
    chbi called me up and said hey Vice
  • 00:35:14
    Chief I'd like you to do this video
  • 00:35:16
    where you promise to return to the
  • 00:35:18
    aviation Enterprise savings we find and
  • 00:35:22
    I said wow you must really not think
  • 00:35:24
    very much of me if you have to do this
  • 00:35:26
    on a video but sure trust all about
  • 00:35:28
    trust and we did it and it was about
  • 00:35:32
    tamping down anxiety in his Workforce
  • 00:35:35
    that we were going to reverse course
  • 00:35:37
    here and uh and so he came he Admiral
  • 00:35:42
    chbby explained this process to 20 other
  • 00:35:47
    three two and one
  • 00:35:49
    Stars about how he went about this and
  • 00:35:52
    changed the culture within his
  • 00:35:53
    organization so it's about being more
  • 00:35:56
    efficient it's about hunting for
  • 00:35:58
    leverage within your own resources so to
  • 00:36:01
    me the combination of a stretch goal the
  • 00:36:04
    pressure to make you do something
  • 00:36:05
    differently to not just stand on the
  • 00:36:07
    street and say wello was me I can't do
  • 00:36:09
    it if you don't give me more money
  • 00:36:11
    that's what we're about yeah and uh any
  • 00:36:14
    you know I hate to say this but if I hit
  • 00:36:17
    78% it's better than what I am now so
  • 00:36:20
    let's go after it and spend less time
  • 00:36:22
    quacking about the goal and more time
  • 00:36:24
    doing they're still pouring in all right
  • 00:36:27
    this one from a guy named vice admiral
  • 00:36:30
    Pete Dy US Navy retired former CEO of
  • 00:36:33
    USS
  • 00:36:34
    Russell um you were former CEO of USS
  • 00:36:38
    Russell the first CEO of USS Russell
  • 00:36:41
    without an appropriated budget yet again
  • 00:36:45
    and with a Topline constrained negative
  • 00:36:47
    real growth what are we doing to speed
  • 00:36:49
    things up to address shortages of
  • 00:36:51
    critical
  • 00:36:52
    Munitions well the money piece I kind of
  • 00:36:55
    addressed certainly a focus DOD wide and
  • 00:36:58
    my participation in DMS and and jrocks
  • 00:37:02
    with everyone we recognize this problem
  • 00:37:05
    set I'm seeing competition in the
  • 00:37:07
    industrial space where we haven't always
  • 00:37:10
    had competition I think that's helpful
  • 00:37:13
    um but again it's going to take a while
  • 00:37:15
    to uh to reverse this course but instead
  • 00:37:19
    of having uh minimum sustainment for my
  • 00:37:22
    Munitions there's been a shift to what
  • 00:37:24
    is the optimal procurement rate for that
  • 00:37:26
    munition
  • 00:37:28
    uh and and a growth rate you know
  • 00:37:30
    there's some um there's interest in the
  • 00:37:32
    Army and most recently Army and the
  • 00:37:35
    Marine cor certainly for maritime
  • 00:37:37
    straight tomw Army for sm6 so there's
  • 00:37:40
    some leverage there that we can bring to
  • 00:37:42
    bear uh for Munitions but it is got full
  • 00:37:47
    attention from the deputy deputy
  • 00:37:49
    secretary of defense and the vice
  • 00:37:50
    chairman to all the members of the dmag
  • 00:37:52
    to get after that and we recognize that
  • 00:37:54
    that's a problem but it will take more
  • 00:37:57
    money
  • 00:37:58
    you know so it's not it's not like you
  • 00:38:00
    can't do it for anything so there's got
  • 00:38:02
    to be a shift in prioritization to make
  • 00:38:04
    that happen and I see that shift under
  • 00:38:06
    way yeah Pro probably related to that
  • 00:38:10
    um again lots of dialogue
  • 00:38:14
    about um our use of high and weapons to
  • 00:38:19
    take out $10,000 drones in the Red Sea
  • 00:38:22
    and then we're going to go Winchester
  • 00:38:24
    and then we won't be ready to you know
  • 00:38:26
    take on China but I know there's a lot
  • 00:38:28
    of work that's being done on um coming
  • 00:38:32
    up with other means to take out well
  • 00:38:33
    counter uas is a super Focus area for
  • 00:38:36
    the for the Secretary of Defense and
  • 00:38:38
    really everyone I I feel a little
  • 00:38:41
    personal guilt here is denying that when
  • 00:38:43
    we were pursuing a laser I was kind of
  • 00:38:46
    focused on 500 kilowatts to one megawatt
  • 00:38:49
    to knock down an ascm and everything
  • 00:38:50
    else is a lesser included offense what
  • 00:38:53
    if I had been a little more thoughtful
  • 00:38:54
    and said hey I'm I'm good with 200 kows
  • 00:38:56
    let's knock down
  • 00:38:57
    a bunch of uavs we'd be in a different
  • 00:39:00
    place so mind shift needs to happen mind
  • 00:39:04
    shift change needs to happen we're
  • 00:39:06
    working very hard on deploying ships now
  • 00:39:09
    with some system even if it isn't
  • 00:39:11
    integrated that can help with the uas
  • 00:39:13
    problem right I know Marine corps's
  • 00:39:15
    doing a lot there too and then there's
  • 00:39:17
    the whole replicator process that
  • 00:39:19
    hopefully is helping as well um Bob
  • 00:39:22
    Dishman Sierra Nevada Corporation if you
  • 00:39:24
    want to break some glass would you
  • 00:39:26
    consider not using ship Crews to augment
  • 00:39:29
    the yard Workforce aircraft and Depot
  • 00:39:33
    are not maintained by squadrons why are
  • 00:39:38
    ships read that question again for me
  • 00:39:40
    yeah I got I gotta read it for me too if
  • 00:39:43
    you want to break some glass would you
  • 00:39:45
    consider not using ship Crews to augment
  • 00:39:48
    the yard
  • 00:39:49
    Workforce aircraft and Depot are not
  • 00:39:52
    maintained by squadrons wire ships yeah
  • 00:39:54
    I don't know that we I need to prob go
  • 00:39:58
    offline with this yeah but my sense is
  • 00:40:01
    we're not counting on our crews to do
  • 00:40:03
    work that we're Contracting to the
  • 00:40:05
    shipyard certainly not in the in the
  • 00:40:07
    private space but we do require our ship
  • 00:40:11
    uh Crews to not give up their ship which
  • 00:40:13
    includes
  • 00:40:14
    firewatch other maintenance and there's
  • 00:40:16
    work that ship's force is doing all the
  • 00:40:18
    time in addition in conjunction with u
  • 00:40:21
    right with the paid availability so I
  • 00:40:23
    don't know that I would shift that
  • 00:40:25
    completely there's probably some work we
  • 00:40:28
    could
  • 00:40:29
    Outsource but I I don't I don't I have
  • 00:40:32
    to get with that individual and and I
  • 00:40:34
    will get with you afterwards to get his
  • 00:40:36
    name with my staff to kind of close
  • 00:40:38
    close the loop on that
  • 00:40:41
    okay
  • 00:40:44
    um sorry I'm going through these like as
  • 00:40:46
    they're coming
  • 00:40:48
    in
  • 00:40:50
    um and I'm sort of making sure they're
  • 00:40:54
    suitable Sam LR usnii news coordinating
  • 00:40:58
    the availabilities for maintenance has
  • 00:41:00
    been tough GFE is often late to need
  • 00:41:03
    Navy is sluggish to M to maintenance
  • 00:41:06
    change orders and repair yards don't
  • 00:41:08
    have enough time to plan how will the
  • 00:41:11
    new nav plan priorities change the
  • 00:41:12
    repair effort status quo I think you
  • 00:41:14
    touched on some of that well let's just
  • 00:41:15
    go into that a little bit um because I
  • 00:41:18
    haven't talked to Sam about this
  • 00:41:19
    specifically but let me call out some
  • 00:41:21
    things that are trending in the right
  • 00:41:22
    direction if I can lock down the
  • 00:41:25
    contract at a minus 20 which means a 120
  • 00:41:28
    days before the availability starts I've
  • 00:41:31
    locked down the contract I've ordered my
  • 00:41:33
    longer leave material and I have it
  • 00:41:35
    available so I can start that's that's
  • 00:41:37
    thing one and it hasn't been it's taken
  • 00:41:40
    a while to get there especially when you
  • 00:41:41
    cross over fiscal years uh but the
  • 00:41:44
    second thing that we talked about just
  • 00:41:46
    yesterday was knocking down the decision
  • 00:41:49
    rights for request for contract changes
  • 00:41:52
    so that means I'm doing work on a ship I
  • 00:41:55
    find a known condition I have to modify
  • 00:41:57
    the contract to address this work or not
  • 00:42:00
    and we have been underway on a pilot
  • 00:42:02
    which it takes a long time to adjudicate
  • 00:42:05
    those changes if you run them all the
  • 00:42:06
    way up the flag pole navc c21
  • 00:42:09
    specifically said let's take this
  • 00:42:12
    threshold below and let it be resolved
  • 00:42:14
    by the project manager which kind of
  • 00:42:17
    knocks down the 30-day L weight to about
  • 00:42:19
    seven days so that's an efficiency of
  • 00:42:21
    Time Savings right we're challenging
  • 00:42:24
    that like how high can we go what should
  • 00:42:27
    the ceiling be here for that decision
  • 00:42:28
    rights let's let's look and make sure
  • 00:42:30
    that we're again looking at time as a
  • 00:42:33
    commodity here not a conston that I can
  • 00:42:36
    be whatever it is so I I think those
  • 00:42:38
    points are well taken uh from Sam but I
  • 00:42:40
    think we've we we're working as we
  • 00:42:43
    squeeze the system to get to 80% we're
  • 00:42:46
    looking for those leverage points that
  • 00:42:47
    make
  • 00:42:49
    sense um I'll try to shorten this one
  • 00:42:52
    but this is from will no last name
  • 00:42:55
    member of Industry
  • 00:42:57
    the Navy has utilized several unmanned
  • 00:42:59
    systems across fourth Fleet fifth Fleet
  • 00:43:01
    and now through throughout the Pacific
  • 00:43:04
    but has yet to budget for many of those
  • 00:43:05
    platforms in the services Palm instead
  • 00:43:09
    the Navy has primarily relied upon
  • 00:43:10
    Congressional plus UPS to fund
  • 00:43:12
    initiatives that are often referenced as
  • 00:43:14
    examples of Navy
  • 00:43:15
    Innovation with 2027 as the focus and
  • 00:43:19
    with pal 27 rapidly approaching Clos
  • 00:43:22
    what can you share about the service's
  • 00:43:23
    intentions to organically budget for
  • 00:43:26
    unmanned systems relevant scale my last
  • 00:43:28
    uh check fact check was we have $6
  • 00:43:31
    billion dollar in the Navy budget for
  • 00:43:32
    unman systems some of that is from
  • 00:43:35
    congressional ads but not all of it uh
  • 00:43:39
    the replicator program you described is
  • 00:43:41
    getting at a thing called
  • 00:43:43
    non-traditional sea denial which is one
  • 00:43:46
    of our nav plan implementation framework
  • 00:43:48
    levers I hope we get a chance to talk
  • 00:43:50
    about that but it is
  • 00:43:53
    a large number of unbanned things that
  • 00:43:56
    can bring an effect to bear as we
  • 00:43:59
    Marshall the fleet and other services to
  • 00:44:02
    support that we're on the clock to
  • 00:44:05
    deliver some capability by the uh in the
  • 00:44:09
    next year and a
  • 00:44:10
    half sometimes I've watched when these
  • 00:44:12
    things come into the Pentagon if they
  • 00:44:14
    come from outside the screen it's like
  • 00:44:17
    reverse baseball you know the the ball
  • 00:44:20
    lands in the Outfield and the
  • 00:44:21
    outfielders run away from the ball so
  • 00:44:24
    sometimes you have to encourage them to
  • 00:44:26
    get the ball
  • 00:44:27
    right and in the case of this
  • 00:44:29
    instantiation of surface vessels we've
  • 00:44:31
    encouraged Admiral Dy to pick up the
  • 00:44:33
    ball who is the n96 and work with
  • 00:44:36
    Admiral mlan to do all the dot Mill PF
  • 00:44:39
    required to put that in that part of
  • 00:44:42
    non-traditional SE denal together so it
  • 00:44:44
    delivers an effect with operators that
  • 00:44:47
    meets the conop and conop of pack Fleet
  • 00:44:50
    but we're doing this in a
  • 00:44:51
    non-traditional manner no pun intended
  • 00:44:54
    meaning we're doing it in parallel so
  • 00:44:57
    we're developing conops while we're
  • 00:44:59
    developing systems while we're
  • 00:45:00
    developing C2 while we're developing
  • 00:45:02
    payload and the system that controls
  • 00:45:05
    them at the same time so it's a little
  • 00:45:07
    clunky and uh and I I want to be
  • 00:45:10
    measured here on delivering a capability
  • 00:45:14
    and not chasing perfect but being
  • 00:45:17
    satisfied with good enough to meet the
  • 00:45:19
    Bell and the timeline so I think that's
  • 00:45:21
    an example of that but to the question
  • 00:45:24
    it's exactly why CNO made this number
  • 00:45:27
    two remote autonomous systems tell me
  • 00:45:30
    the plan team tell me what we're going
  • 00:45:32
    to deliver in 27 for that can supplement
  • 00:45:35
    our carrier strikes in our ESG and then
  • 00:45:37
    build me a road map in this in the
  • 00:45:39
    future that I can explain a hybrid Fleet
  • 00:45:41
    in a in a fairly succinct manner that's
  • 00:45:44
    work for us to do even when I was a nine
  • 00:45:47
    we were platform rich and strategy poor
  • 00:45:50
    we had two resource sponsors sitting
  • 00:45:52
    next to each other in the same directory
  • 00:45:55
    creating different systems that differ
  • 00:45:57
    C2 different Communications can't can't
  • 00:45:59
    do that that's not smart so getting the
  • 00:46:03
    team together here on the end state is
  • 00:46:06
    uh is clearly the call and I think that
  • 00:46:08
    question drives us to that too so Point
  • 00:46:12
    acknowledged yeah and I think there's um
  • 00:46:15
    additional challenges one is the
  • 00:46:17
    integration of unmanned autonomous also
  • 00:46:22
    and man and then the other is the whole
  • 00:46:24
    C2 yes you know to connect everything
  • 00:46:27
    right and then then there's your joint
  • 00:46:30
    aspect as well so and any of these
  • 00:46:33
    things uh Reay that you talk about are
  • 00:46:36
    really complex yeah because they involve
  • 00:46:39
    multiple resource sponsors and multiple
  • 00:46:41
    program managers which isn't the way we
  • 00:46:44
    like to do it right so it requires a
  • 00:46:46
    different construct to focus people to
  • 00:46:48
    deliver a product on a timeline you know
  • 00:46:51
    the the things that c highlights here
  • 00:46:54
    that she got from Almo gild and added
  • 00:46:55
    non-traditional SE she had we used to
  • 00:46:57
    call it the 4x4 it was long range fires
  • 00:47:01
    counter five C isrt which is counter
  • 00:47:05
    targeting contested Logistics and um
  • 00:47:09
    what was the last one terminal defense
  • 00:47:12
    those were the top four that's what we
  • 00:47:14
    needed in the Pacific and they were
  • 00:47:16
    aided by some enabling Technologies like
  • 00:47:19
    AI uh Naval Operational architecture
  • 00:47:22
    live virtual constructive uh um efforts
  • 00:47:27
    and uh those were things that are hard
  • 00:47:29
    to deliver each one of those were
  • 00:47:31
    assigned a single accountable officer to
  • 00:47:33
    work across functional team so if you
  • 00:47:35
    picture the four now five with
  • 00:47:38
    non-traditional SE those are five
  • 00:47:40
    Runners racing to the Finish
  • 00:47:42
    Line they need to get to the Finish Line
  • 00:47:45
    together so I need to tie all their legs
  • 00:47:48
    together and the one that's the slowest
  • 00:47:50
    may need the most investment so I can
  • 00:47:52
    deliver that whole package that's a
  • 00:47:55
    different way of thinking about things
  • 00:47:56
    it's a different different way of
  • 00:47:57
    resourcing things in the Pentagon so to
  • 00:48:00
    me that's an emphasis area for us as
  • 00:48:03
    well um I think you said you hoped that
  • 00:48:06
    you would have the opportunity to talk
  • 00:48:07
    about non-traditional seed denial do you
  • 00:48:09
    want to take the opp I did a little bit
  • 00:48:11
    with this thing Adar is talked about
  • 00:48:13
    hellscape that is a code word for
  • 00:48:15
    non-traditional seed denil but it is
  • 00:48:17
    applying a bunch of things at an area
  • 00:48:20
    that can be produced an effect while our
  • 00:48:24
    traditional Fleet gets uh move forward
  • 00:48:28
    to me that's the kind of 2027 initial
  • 00:48:30
    instantiation that beyond what we're
  • 00:48:33
    doing from our normal unman things what
  • 00:48:36
    sna wants is elements of that into the
  • 00:48:39
    ship into the submarine into the airwing
  • 00:48:43
    and we're pursuing that with mq2 that
  • 00:48:46
    that is the first and foremost thing
  • 00:48:47
    that we need to get right so we can stop
  • 00:48:49
    using fighters to tank our Fighters and
  • 00:48:51
    start using tankers to tank our Fighters
  • 00:48:54
    and once we figure that out I think it
  • 00:48:55
    will open the door wide wide open on how
  • 00:48:58
    we work the airwing with manned and
  • 00:49:01
    unmanned aircraft to have maximum effect
  • 00:49:05
    so to me that's what the CNO is
  • 00:49:07
    signaling us for us to do like lay that
  • 00:49:09
    path out for me Beyond 2027 because it
  • 00:49:13
    again we're not going to sail off the
  • 00:49:14
    edge of the Earth in 2027 we got to
  • 00:49:16
    produce a Navy that's does what our
  • 00:49:17
    nation needs it to do so to me
  • 00:49:20
    nontraditional sea denial is an
  • 00:49:22
    instantiation of that in for a specific
  • 00:49:25
    conflict in the
  • 00:49:27
    Pacific uh but the broader vision is
  • 00:49:29
    this hybrid
  • 00:49:32
    Fleet thank you um here's an interesting
  • 00:49:36
    one Robert rise Palace
  • 00:49:39
    advisers what is your greater worry
  • 00:49:41
    Intelligence on the future of Chinese
  • 00:49:44
    aggression in the Southern Pacific or
  • 00:49:47
    the current condition of the defense
  • 00:49:49
    naaval industrial
  • 00:49:51
    base those are both significant worries
  • 00:49:55
    I don't know that I would rate one above
  • 00:49:57
    the other the defense industrial base
  • 00:50:00
    clearly needs our attention you know
  • 00:50:02
    we've we've made it very efficient and
  • 00:50:05
    we need to make it
  • 00:50:06
    effective uh when you go out and about
  • 00:50:09
    and talk to folks they are all
  • 00:50:11
    struggling with a couple of things a
  • 00:50:13
    second and third tier sub vendors and
  • 00:50:15
    having a robust uh supply chain to help
  • 00:50:18
    them they're suffering from a Workforce
  • 00:50:22
    that is green because a lot of folks
  • 00:50:24
    left and they don't have middle managers
  • 00:50:26
    with 15 years of experience they have
  • 00:50:28
    managers with five years of experience
  • 00:50:30
    and that's hard to make up for those 10
  • 00:50:32
    years so I think there is a real concern
  • 00:50:34
    there but we are after that and
  • 00:50:36
    understand that and thanks thankfully
  • 00:50:39
    with the support of conf Congress and
  • 00:50:41
    our um submarine industrial based which
  • 00:50:43
    will which will be Maritime industrial
  • 00:50:45
    based Investments I think that's super
  • 00:50:47
    important the intelligence is vexing you
  • 00:50:51
    know if you look at China they generally
  • 00:50:54
    exceed what our prediction was and and
  • 00:50:56
    they deliver uh consistently so I feel
  • 00:51:01
    pretty good about the intelligence
  • 00:51:02
    apparatus I feel I'm I'm I'm worried
  • 00:51:07
    about their consistent success they have
  • 00:51:09
    a machine that's different than ours so
  • 00:51:11
    we need to double down on our strengths
  • 00:51:13
    and if you listen to folks talk about
  • 00:51:15
    that some of those strengths could be
  • 00:51:16
    software development and are we using
  • 00:51:19
    that and leveraging that to our maximum
  • 00:51:21
    extent I think we have room to grow
  • 00:51:23
    there yeah so there's a combination of
  • 00:51:26
    things but both of those are significant
  • 00:51:28
    worries
  • 00:51:31
    absolutely um Step carmell president US
  • 00:51:34
    Marine management you've talked about
  • 00:51:36
    you were just talking about supply chain
  • 00:51:37
    you've talked about challenges with
  • 00:51:39
    Munitions what are other logistical
  • 00:51:42
    challenge is the Navy face is the Navy
  • 00:51:45
    facing specifically can you comment on
  • 00:51:47
    challenges with fuel delivery yeah I
  • 00:51:50
    think um again one of the uh 5x4
  • 00:51:57
    is contested Logistics and I used my
  • 00:52:00
    Runner analogy about tying legs together
  • 00:52:03
    because I suspect that the the slowest
  • 00:52:05
    runner in that P is the contested
  • 00:52:07
    Logistics Runner so understanding how we
  • 00:52:10
    distribute our fuel differently how we
  • 00:52:12
    and we're working on that with console
  • 00:52:14
    tankers and a bunch of other things uh I
  • 00:52:17
    I think where we keep our fuel in the
  • 00:52:20
    Pacific is an important thing that Ado
  • 00:52:22
    paparo is working on and Ado Kor because
  • 00:52:25
    we're out of the Red Hill business and
  • 00:52:27
    distributing that uh differently the
  • 00:52:29
    Marine Corps is uh very aggressive in
  • 00:52:33
    investigating things like fuel bladders
  • 00:52:35
    that can remain kind of sunken and and
  • 00:52:38
    brought to the surface when needed so
  • 00:52:41
    the ability to kind of distribute that
  • 00:52:43
    differently is an important uh skill set
  • 00:52:46
    for us so uh that is definitely part of
  • 00:52:50
    that because this fight is going to be
  • 00:52:51
    long and the Pacific is huge so being
  • 00:52:54
    able to refuel and sustain eles is is uh
  • 00:52:58
    things that we have to continue to get
  • 00:53:01
    after well unfortunately we have time
  • 00:53:03
    for one more question and I've got like
  • 00:53:06
    17 so I'm going to pick one um Mike
  • 00:53:11
    Hogan the Atlantic Council can you
  • 00:53:13
    clarify a timeline for the for enhancing
  • 00:53:16
    long-term Advantage goal for the
  • 00:53:18
    enhancing long-term Advantage goal of
  • 00:53:20
    C's nav plan and explain what right
  • 00:53:23
    looks like in the end state so her go
  • 00:53:26
    goal in the nav plan is
  • 00:53:28
    2027 that isn't just because that's the
  • 00:53:31
    end of her term it's because our one of
  • 00:53:34
    our potential adversaries is signaled
  • 00:53:37
    that's the point you need to be ready so
  • 00:53:40
    um a couple things we don't want to
  • 00:53:43
    optimize for 2027 and not do anything
  • 00:53:47
    else right so I use an example which is
  • 00:53:50
    familiar to some people in this room
  • 00:53:52
    called Navy integrated Fire Control
  • 00:53:53
    counter a and at a at a reason able
  • 00:53:56
    unclass level from the sea and involveed
  • 00:53:58
    four elements an e2d Baseline n
  • 00:54:01
    Destroyer an sm6 and a uh CC data link
  • 00:54:07
    and the initial instantiation of that
  • 00:54:09
    was an increment uh that delivered some
  • 00:54:11
    degree of capability I can take on X
  • 00:54:14
    targets at X range as we built that
  • 00:54:17
    system out right there were advances in
  • 00:54:20
    the radar for the e2d and the missile
  • 00:54:22
    and the weapon system that allowed us to
  • 00:54:24
    achieve X Plus targets X Plus range in a
  • 00:54:27
    different manner so to me 2027 is the
  • 00:54:31
    focus we owe it to uh the fleet
  • 00:54:33
    commander to tell him in this case admir
  • 00:54:36
    Kaylor what we can deliver by 2027
  • 00:54:38
    across those those elements that I
  • 00:54:41
    described but we also need to keep the
  • 00:54:43
    machine running right because I need to
  • 00:54:45
    go increase in the step function of
  • 00:54:47
    improvement on what I can do next and
  • 00:54:49
    that could be 2028 it could be 2029
  • 00:54:52
    depending on how those things play and
  • 00:54:53
    What technological advancements we can
  • 00:54:55
    make so 2027 for a reason optimized so
  • 00:54:58
    we're ready the CNO is not shy it's
  • 00:55:02
    about war fighting all those things are
  • 00:55:04
    about war fighting and Warf fighter
  • 00:55:06
    Advantage so 2027 is that Focus that
  • 00:55:10
    that distillation but the machine is
  • 00:55:13
    going to keep running after that and
  • 00:55:15
    United States Navy is going to be ready
  • 00:55:16
    to go yeah oh great um thank you to
  • 00:55:21
    everyone for all the the great questions
  • 00:55:23
    sorry we couldn't get to all of them but
  • 00:55:25
    thank you adal k will be for your
  • 00:55:27
    service thanks for what you're doing
  • 00:55:29
    there in in the Pentagon we couldn't
  • 00:55:31
    have a better more capable officer uh as
  • 00:55:34
    the vice chief of Naval operations so
  • 00:55:36
    thank you for all you do thanks thank
  • 00:55:38
    you
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