Army AL&T magazine is USAASC’s quarterly professional journal, comprising in-depth, analytically focused articles. The magazine’s mission is to instruct members of the Army AL&T community about AL&T processes, procedures, techniques and management philosophy; it is also to disseminate information pertinent to the professional development of workforce members and others engaged in AL&T activities.
The Power of Prototypes
One year on, the Army Rapid Capabilities Office is breaking the ‘one-size-fits-all’ acquisition approach to combating rising threats. by Lt. Col. Marcos A. Cervantes Last August, senior Army leaders unveiled a new secret weapon. But it wasn’t a missile or a radar or a tank. It was the Army Rapid Capabilities Office (RCO), a new organization designed to cut through the bureaucracy and rapidly deploy technologies to combatant commanders in order to address high-priority strategic threats. The office’s mandate, said Gen. Mark A. Milley, the Army chief of staff, was “to ensure that we’re pursing the right capabilities for our Army today and tomorrow, and to do it very quickly, and to cut through the red tape with a direct line to the secretary [of the Army] and myself—with no hurdles to jump and no bureaucracy to get lost in.” A year later, the RCO has followed through by deploying the Army’s newest rapid prototype, which brings new defensive and offensive electronic warfare capabilities to the tactical level. Soldiers in the forests of Europe and the deserts of southwest Texas have evaluated the first phase of the RCO’s electronic warfare efforts, which combine multiple existing systems from the Army’s inventory with emerging technologies to enable ground maneuver in contested electromagnetic environments. As the RCO’s first project, the electronic warfare capability is also setting a precedent for incremental and rapid integration of prototypes for operational assessment and deployment. Mortar men with the 2nd Brigade Combat Team, 101st Airborne Division conduct a live fire exercise during Network Integration Evaluation 17.2, held in July at Fort Bliss, Texas. The Army RCO is using the operational exercise to gain Soldier feedback on its electronic warfare prototypes. (U.S. Army photo by Sgt. Maricris C. McLane, 24th Press Camp Headquarters) BRIDGE TO THE FUTURE FORCE While the RCO continues to evolve, it’s making the progress that Milley and other senior leaders envisioned. Formed as a direct pipeline for senior leaders to address combatant commanders’ strategic-level gaps against near-peer threats, the RCO serves as a bridge to enduring Army programs by fielding a “good enough” solution that meets a critical need now, and continuously adding new technology as the state of the art progresses. The RCO’s one- to five-year timeframe for equipment delivery fits between the Army’s Rapid Equipping Force, which has the task of delivering commercial-off-the-shelf items to deployed company-level units in less than two years—and usually in 180 days or less—and traditional programs of record, which often take many years to field and are intended to provide enduring equipment for the entire force. The RCO is also focused on providing combatant commanders decisive capabilities in contested environments, with the initial focus areas of cyber, electronic warfare, robotics, counter-unmanned aerial systems (UAS), and positioning, navigation and timing (PNT). The power behind the RCO is the direct involvement of the secretary of the Army, the chief of staff of the Army and the Army acquisition executive, who together make up a board of directors that makes decisions on RCO projects. The RCO also incorporates direct feedback from combatant commanders and collaboration across the acquisition and operational communities into its operating model. The advantage of using integrated prototypes that cross portfolios is that it enables the Army to respond quickly as new threats emerge, tailoring its tactics for each project. The RCO can also fail quickly, not being locked into traditional constraints found with programs of record. Instead, a prototype serves as a working model. Over time, that model is shaped into something that could become an official long-term program of record, or it could be scrapped if the capability doesn’t pan out or the threat changes. Beyond responding to current gaps, the RCO is partnered with the U.S. Special Operations Command (SOCOM), DOD’s Strategic Capabilities Office, the Defense Innovation Unit Experimental, the Defense Advanced Research Projects Agency and others. By participating in their efforts, and making small investments in a portfolio of promising technologies such as artificial intelligence and swarming drones, the RCO can help the Army prevent future capability gaps and even achieve overmatch. Being part of this rapid innovation ecosystem allows the Army to insert technology from proven sources into the Army formations that need them most. Soldiers from the 780th Military Intelligence Brigade set up cyber tools May 7 at the National Training Center (NTC) at Fort Irwin, California. The 780th participated in the NTC training rotation for the 2nd Armored Brigade Combat Team, 1st Infantry Division as part of the Army Cyber Command-led Cyber-Electromagnetic Activities Support to Corps and Below initiative. The Army is delivering a range of prototypes for defensive cyberspace operations, focused on both the infrastructure and the tools needed to defend against attacks on Army systems and networks. (U.S. Army photo by Bill Roche, U.S. Army Cyber Command) RAPID TAKEOFF Even before the formal August 2016 office announcement, the RCO was taking shape. Behind the scenes, the Army filled key leadership roles by pairing a civilian acquisition expert with a uniformed operational expert. Douglas K. Wiltsie, the director of the System of Systems Engineering and Integration Directorate within the Office of the Assistant Secretary of the Army for Acquisition, Logistics and Technology and a former program executive officer, became the RCO director. Maj. Gen. Walter E. Piatt, the director of operations in the HQDA G-3/5/7, became the RCO director of operations. Wiltsie brought significant acquisition and technical expertise based on his tenure in the Program Executive Office (PEO) for Enterprise Information Systems and the PEO for Intelligence, Electronic Warfare and Sensors (IEW&S). Piatt contributed decades of operational experience based on numerous commands and deployments—including a recent tour as the deputy commanding general for U.S. Army Europe (ground zero for the need to deter near-peer threats). With leadership in place, work began immediately. Senior leaders and Army staff prioritized operational needs statements (ONS) from the field, and the board of directors directed the RCO to address an ONS from U.S. Army Europe seeking electronic warfare capabilities. The RCO partnered with the Program Manager for Electronic Warfare and Cyber (PM EW&C) within PEO IEW&S—and the Army’s broader electronic warfare, signals intelligence and cyber community—to sketch out a prototype concept and a corresponding timeline to rapidly integrate, assess and deploy the technology. The goal of the project was to provide units on the front lines in Europe something that didn’t exist in the Army inventory, but that they would need in any future conflict: an integrated electronic warfare capability for electronic detection, support and attack in contested environments. The capability would enable Soldiers to detect, identify and engage hostile emitters in the electromagnetic spectrum without being hobbled by enemy interference. INDEPENDENT BUT INTERDEPENDENTMuch of RCO’s success hinges on its organizational structure, designed so that it’s able to respond quickly as new threats emerge. But agile doesn’t mean alone: the RCO works with a range of organizations—including Army organizations, PEOs, defense contractors, small businesses and academicians—to prototype, test and field promising capabilities. (Graphic by the U.S. Army Acquisition Support Center) Moving prototypes to the field After traveling to Europe to meet with the units requesting the technology, and ensuring the RCO’s proposal would meet their needs, it was time to get to work. Working side by side with PM EW&C, electronic warfare officers, Army headquarters staff, the U.S. Army Training and Doctrine Command, the U.S. Army Test and Evaluation Command and others, the RCO condensed the acquisition process and brought its players closer together in order to get immediate results. The RCO maintained continuous dialogue with the field while advancing the electronic warfare systems through laboratory development and integration. In the spring and summer of 2017, the systems participated in Network Integration Evaluation 17.2 at Fort Bliss, Texas, and in operational assessments in Europe that included Exercise Saber Junction and Exercise Saber Guardian. Soldiers provided constructive feedback on numerous aspects of the prototype—from the weight of the dismounted components that can find and attack enemy signals of interest, to the user interface of the mission command system that displays a common operating picture for the electromagnetic spectrum. Their feedback was not limited to the system itself: it also focused on critical implementation factors such as tactics, training and manning (e.g., whether additional electronic warfare officers are needed at various echelons). These tryouts led to improvements in advance of final assessments that are ongoing this fall, with the goal of limited deployment to Europe beginning early in 2018. While this first phase of electronic warfare capability is not expected to be a perfect, enduring solution fielded to the entire Army, it will close a high-risk gap against a rapidly modernizing adversary until official programs of record arrive with more mature technology. It also is informing the programs of record, as PM EW&C can adjust plans and reduce risk based on Soldier feedback from the RCO interim solution. Military forces from the U.S., U.K., Lithuania and Poland conduct a convoy movement from Poland to Lithuania during Saber Strike 2017. A multinational combined forces exercise, Saber Strike is conducted annually to enhance the NATO alliance throughout the Baltic region and Poland. The exercise was led by U.S. Army Europe, from whose operational needs the RCO developed its first operational prototypes. (U.S. Army photo by Spc. Stefan English, 55th Combat Camera) FULL SPEED AHEAD At the same time as the RCO is deploying this electronic warfare capability to select units, it will also move forward to address other gaps and operational needs. In its first year, the RCO also started a PNT project that aims to enable ground maneuver in GPS-denied environments so that Soldiers can operate safely and successfully despite enemy jamming attempts. Working with the PNT community, the RCO identified opportunities where viable technologies exist and accelerated their prototyping and integration. Initially these prototypes will be placed in priority combat vehicles while serving as a proof of concept for additional combat and combat support vehicles. An initial operational assessment of the capability is planned for the spring of 2018. The RCO is also helping to shepherd and shape other Army urgent prototyping projects. Led by the Fires Center of Excellence at Fort Sill, Oklahoma, the Army delivered two prototype vehicles to Europe in March 2017. Known as the Counter-UAS (C-UAS) Mobile Integrated Capability, or CMIC, the system consists of Strykers integrated with advanced electronic capabilities to allow tactical units to detect, identify and defeat UAS through multiple different effects. This summer, through partners that included HQDA G-3/5/7, the U.S. Army Tank Automotive Research, Development and Engineering Center and the U.S. Army Communications-Electronic Research, Development and Engineering Center, a prototype system made its debut in Exercise Saber Strike. Known as the Remote Reconnaissance Vehicle Version 2 (R2V2), the unmanned ground and aerial capability can travel to areas where Soldiers can’t in order to collect information that provides real-time situational awareness of the electromagnetic spectrum. The RCO is supporting CMIC and R2V2 as part of ongoing electronic warfare efforts. The RCO also continues to move forward as the Army looks to fill other crucial gaps that apply across various regions and threats. These areas include cyber, artificial intelligence, long-range precision fires and high-energy lasers. The RCO is already partnering with SOCOM and the Strategic Capabilities Office to advance swarm and anti-swarm capabilities through “ThunderDrone,” a two-month rapid prototyping event focused on drones, tactical swarms and their effects, culminating in a September 2017 demonstration of select systems. At the same time the RCO is delivering prototypes, its Emerging Technologies Office (ETO) is forging ahead in outreach to everyone from traditional defense contractors to consortiums, small businesses, universities and others to identify the most promising technology. The ETO is looking at flexible and rapid industry engagement mechanisms and has established an open-door policy, both in person and through a secure web portal, to identify current gaps and match them with technology trends. The ETO has also partnered with the intelligence community and is poised to transition several disruptive technologies. CONCLUSION One year into its existence, the RCO is proving, through the power of prototypes, to be a change agent for addressing strategic-level urgent and evolving threats while informing the Army’s long-term modernization approach. In doing what it set out to do during its initial year, the RCO established a precedent in prototyping at a pace that is relevant to meet immediate demands and close strategic gaps. Operating on a small scale, taking technology risks that larger programs can’t and finding interim solutions that help inform long-term programs, the RCO is playing a critical role in ensuring the Army is ready to meet real-time demands today through the power of prototyping and is prepared for unknown demands tomorrow. For more information, visit http://rapidcapabilitiesoffice.army.mil/ COL. MARCOS A. CERVANTES served as the deputy director for acquisition for RCO from August 2016 through August 2017, when he was selected as acquisition advisor to the Undersecretary of the Army. As one of the ROC’s first and founding employees, he helped build the RCO mission, culture, operations and accomplishments during its first year. Cervantes holds a B.S. in business administration from The Citadel and an MBA in systems acquisition management from the Naval Postgraduate School. He is Level III certified in program management, and is a member of the Army Acquisition Corps. This article will be published in the October – December 2017 Army AL&T magazine. Subscribe to Army AL&T News, the premier online news source for the Acquisition, Logistics, and Technology (AL&T) Workforce. Related posts: Army fuel reformation looks to increase efficiency, save lives Growing the next generation of Army scientists and engineers through an education and research continuum Mission Command on Semi-Automatic Then & Now: Nobody, Take the Wheel!
India’s howitzers have New Jersey roots
COMMAND/ORGANIZATION: Joint Program Manager for Towed Artillery Systems, Program Executive Office for Ammunition and Marine Corps Program Executive Office for Land Systems TITLE: M777 India production lead, program management engineer YEARS OF SERVICE IN THE WORKFORCE: 7 DAWIA CERTIFICATIONS: Level II in engineering; Level I in program management EDUCATION: B.S. in mechanical engineering, Rutgers University India’s howitzers have New Jersey roots By Susan L. Follett Two M777A2 howitzers arrived in India in May, marking an early milestone under a contract that eventually will provide that country with 145 M777A2s starting in late 2018. Christopher Ayoub is a key player in that effort, as program management engineer for the Program Manager for Towed Artillery Systems (PM TAS) within the Program Executive Office (PEO) for Ammunition at Picatinny Arsenal, New Jersey. Being the M777 India production lead, Ayoub helped establish a letter of offer and acceptance between India and the United States in December 2016, and a contract with the prime contractor shortly thereafter. He assisted in answering inquiries from India and was the government’s lead technical evaluator in establishing the contract, coordinating various reviews by the team throughout the technical evaluation and negotiation process. The howitzer components and subassemblies will be manufactured in the United States and United Kingdom, then shipped to India to be put together at the assembly, integration and test facility. Watervliet Arsenal in New York will manufacture the cannon assembly, to be provided as government-furnished equipment (GFE). In addition to supplying the howitzers, PEO Ammunition, along with BAE Systems, will provide technical manuals, training programs and engineering support to develop firing tables so that the Indian army can fire its own ammunition. PM TAS will begin training the Indian army on the howitzers next year. Ayoub leads a team of government and contractor employees through the cost, schedule and performance aspects of the M777 production program. The team is responsible for the GFE contracts, the prime contract, material handover and warranty portions of the foreign military sales (FMS) case. With roughly 20 people, the team represents an array of skills, Ayoub said. “We have people with experience in design, production and program management, and people with experience in working with other government agencies and acquisition centers—it’s a true integrated product team.” Ayoub and his team recently encountered a production issue at a manufacturing site for a key component. “The biggest challenge we face is to make sure we’re monitoring priorities at government facilities, and that we’re keeping an eye on production and delivery schedules,” he said. “Through communication and developing a contingency plan, we were able to mitigate the risk that the throughput problem might have caused.” The India FMS case, which also covers five years of spare parts, “turns the production lines back on” for the howitzer, Ayoub noted. “As the M777 reaches the sustainment and active-refresh portion of its life cycle, being able to realize cost savings for spares due to economies of scale on an active production line has benefited all customers,” he said. In addition, “Ensuring that there is an institutional knowledge that’s being maintained and developed for the future by keeping production lines operational is vital to the artillery community over the long term.” He has traveled to India a handful of times as part of the project, sitting in on meetings at the Ministry of Defense to discuss the FMS case with high-ranking members of the Indian army’s Directorate General for Artillery, and touring the facility where the joint receipt inspections and material handover for all deliverables will take place. As the contract progresses, someone from his team will be in India each month. “The experience has been eye-opening,” he said. “The difference in the culture is very interesting to see, and from a professional development standpoint, I would never get to sit through meetings with members of the U.S. Army at those levels. It provides insight into what officers at that level are looking for when being briefed.” An engineer by training, Ayoub got his start in acquisition in 2010. After college, he was looking for an employment opportunity “that was not ‘traditional.’ Having interviewed at Picatinny Arsenal, I knew it was a good fit for what I was looking for,” he said. “And seven years later, it is just what I thought it would be: Every day means a new challenge, and never is one day like the previous one.” In 2013, Ayoub took a temporary position as the component acquisition lead for the 105 mm M119A3 Howitzer that ended up having a long-term impact on his career. “At the time, I had been managing my own acquisition efforts, but in the component acquisition role, I was forced to expand my knowledge of procurement contracts and the impacts that they had at a programmatic level,” he said. “I had the opportunity to sit in on higher-level meetings, and that helped expand my knowledge base for leading a program. That assignment was also the first time in my acquisition career that I managed a team.” Also influential to Ayoub’s career was his decision to expand his skills by getting his Project Management Professional certification. “That certification gives me a toolset to evaluate the health of any program, as well as an understanding of the indicators for making that assessment,” he explained. “It’s invaluable for anyone looking to further a career in project or program management.” Finding “a core group of leaders and peers” is also a big factor in long-term career success, he said. Officially part of the U.S. Army Armament Research, Development and Engineering Center and assigned to PM TAS, Ayoub had access to two different groups of potential mentors. “I had the chance to be mentored by various people in different stages of their careers who were able to provide insight on both technical and programmatic perspectives,” he said. “The guidance I have received from the branch chiefs, divisions chiefs, program managers, functional leads, project leads and peers has been instrumental in helping me get to where I am.” This article will be published in the October – December 2017 Army AL&T magazine. “Faces of the Force” is an online series highlighting members of the Army Acquisition Workforce through the power of individual stories. Profiles are produced by the U.S. Army Acquisition Support Center Communication and Support Branch, working closely with public affairs officers to feature Soldiers and civilians serving in various AL&T disciplines. For more information, or to nominate someone, please contact 703-664-5635. Subscribe to Army AL&T News, the premier online news source for the Acquisition, Logistics, and Technology (AL&T) Workforce. Related posts: Training Boom A Green Machine Success Army AL&T’s 2016 ‘ALTies’ are in, and the winners are… Delivering the next generation of 40 mm grenades
Delivering the next generation of 40 mm grenades
New family of munitions enhances training and increases capabilities and lethality. by Mr. James Terhune For nearly 30 years, 40 mm grenades have been a mainstay on the battlefield, undergoing little more than safety and reliability improvements. In 2009, the Army set out to take advantage of new technologies to help counter evolving threats and new tactics and to provide more realistic training to warfighters. The Product Director for Medium Caliber Ammunition (PD MCA), part of Project Manager Maneuver Ammunition Systems (PM MAS), has created plans for the development of the next generation of 40 mm grenades. The 40 mm grenade family contains both high-velocity (HV) grenades, which are fired from Mk19 grenade machine guns (GMGs) mounted on vehicles as well as dismounted, and low-velocity (LV) grenades, which are fired from handheld weapons. The primary 40 mm HV tactical round is the M430A1 High-Explosive Dual Purpose (HEDP) cartridge. It is fired to a maximum range of 2,200 meters and is capable of penetrating three inches of steel and inflicting personnel casualties. The primary 40 mm HV training round is the M918/M385A1 Mixed Belt Target Practice (TP) configuration. It provides a realistic signature, defined as a distinguishable visual characteristic or mark, that can be seen as far out as 1,200 meters. LV grenades are used with the handheld M203 and M320 grenade launchers. The primary 40 mm LV tactical round is the M433 HEDP, which is designed to penetrate lightly armored targets and inflict personnel casualties in the target area. The primary 40 mm LV training round is the M781 TP cartridge, which provides a signature for daytime training only. U.S. Soldiers assigned to 1-10th Special Forces Group fire an Mk19 grenade launcher at Baumholder Military Training Area, Germany, in May. Ammunition currently being developed for the Mk19, the I-HEDP, will increase the accuracy and lethality of Mk19 gunners and allow them to engage and defeat targets with less ammunition than the existing M430A1 HEDP. (U.S. Army Photo by Erich Backes) NEW CAPABILITIES From 2008 to the present, PD MCA has worked with the U.S. Army Maneuver Center of Excellence (MCoE) to generate and coordinate multiple 40 mm Family of Ammunition (FoA) capability development documents (CDDs) and capability production documents (CPDs) to bring new capabilities to the warfighter. These documents identified a number of capability gaps: “Provide the Soldier the ability to fully train on the capabilities of the 40 mm GMG and develop the skills necessary to conduct military operations. Non-dud producing: Greater maneuverability for Soldiers and platforms. Engage targets under limited visibility – Takes full advantage of night vision devices.” – Several initial capability documents (ICDs), joint capability documents and related CDDs and CPDs. “Warfighters lack the ability to achieve desired accuracy and incapacitating effects against personnel targets in defilade [protected from hostile ground observation and flat projecting fire by an obstacle, such as a wall or hill], at ranges out to 500 meters.” – Small Arms Capabilities-Based Assessment (CBA), April 2008. “… Precisely and quickly defeat, out to 500 meters, enemy combatants, their personal equipment, and thin-skinned targets in defilade positions while limiting collateral damage.” – Counter Defilade Target Engagement CDD, January 2011 “Squads lack the ability to conduct ballistic breach at ranges up to 50 meters and conduct rapid (single-shot) breach without pause between actual breach and entry of initial force.” – Small Arms CBA, April 2008. “Platoons lack the ability to achieve desired accuracy and incapacitating effects with volume fire up to 2,400 meters.” – Small Arms CBA, April 2008. “The solution set with the highest potential was the development of an integrated airburst weapon system … consisting of an integrated weapon, target acquisition/fire control and ammunition. An integrated airburst weapon system provides a significant capability for engaging targets in defilade, one of the more challenging tasks identified in the [Small Arms] CBA.” – Counter Defilade Target Engagement ICD, August 2008 The 40 mm FoA CDDs and CPDs have established the Army’s requirements for the HV and LV 40 mm grenade families to be revamped to increase training readiness and lethality, and have enabled the start of multiple research and development programs. Several programs are currently in a range of development stages: 40 mm HV/LV TP – Day Night Thermal (TP-DNT) M918E1/M781E1: Provides an impact signature that can be seen day or night, by the unaided eye and through current and future thermal and night vision sights. It achieved milestone C in May 2017. 40 mm High Explosive Air Burst (HEAB), LV, XM1166: Provides enhanced accuracy, lethality and range against infantry in the open and in defilade. It will achieve milestone B in FY18. 40 mm Door Breach, LV, XM1167: Allows for an in-stride ballistic breach—eliminating the need to set up additional, cumbersome equipment—of a door at ranges up to 50 meters, creating an entry point into a building or other urban structure. It will achieve milestone B in FY18. 40 mm HV, Improved High Explosive Dual Purpose (I-HEDP): Provides enhanced accuracy and lethality to defeat a target in the open and defilade. It will achieve milestone B in FY18. In addition to developing ammunition that’s fielded to troops in theater, PM MAS and PD MCA developed solutions to improve ammunition used in training while complying with requirements for unexploded ordnance. Over a five-year production timeframe, the HV TP-DNT training round would save approximately $98 million over costs associated with the current M918 round, left, and the LV TP-DNT would save about $3 million when compared with costs for the M781 round. (Image courtesy of PM MAS) ENHANCED TRAINING Training on the systems that Soldiers use in combat, including the 40 mm grenade family, improves readiness and mission effectiveness. The Army and other services use 40 mm grenade machine guns and grenade launchers within the tactical environment for offense, defense, patrolling and urban operations in all environments day and night. Improvements in night-fighting capabilities, including thermal sights, and battlefield tactics have led to training gaps for LV grenade training. Additionally, unexploded ordnance (UXO) concerns restrict HV grenade training to static firing ranges, which allow only dud-producing munitions and limited maneuver training. Dud-producing munitions are rounds that contain explosives in which their fuze has not initiated. Although the M918 Training Round contains very little explosive and the probability of a dud is less than 1 percent, they still can pose an unexploded ordnance risk. By FY19, the 40 mm TP-DNT program will make training more realistic by delivering 40 mm HV and LV grenade training cartridges with impact signatures that can be seen at any time, by the unaided eye and through current and future thermal and night vision sights. The cartridges will contain pyrophoric material, which produces the visible signature, and replaces the existing explosive, thereby removing the UXO risk and allowing Soldiers to conduct maneuver training exercises. In addition, the program will provide the Army a significant cost savings over the munitions life cycle while increasing warfighter readiness. A cost-benefit analysis, submitted with the requirements packet, showed that over a five-year production timeframe, HV TP-DNT saves approximately $98 million over current M918 costs, and LV TP-DNT saves about $3 million over current M781 costs. Airburst technology is being developed for the M203/M320 weapon platform to provide rapid defeat of defilade personnel targets at extended ranges, effectively increasing warfighter readiness by providing state-of-the-art technology with new engagement capabilities. When deployed against point and area targets, such as a single enemy combatant in defilade or multiple enemy combatants in the open, the HEAB XM1166 cartridge will enable a grenadier to inflict incapacitating effects against personnel at increased ranges beyond those offered by the current M433 HEDP—up to 600 meters, from the current range of 400. Additionally, the increased range of the XM1166 will allow grenadiers to employ lethal effects against targets throughout the full range of military operations with improved accuracy and at greater standoff ranges, increasing survivability. Today, Soldiers conduct structure breaching with mechanical, explosive and ballistic methodologies. Mechanical and explosive methods put Soldiers at an increased risk of injury because of the close proximity to the enemy. The Grenade Rifle Entry Munition, the current ballistic method, is heavy, requires a long engagement time, is difficult to accurately place on the target and yields extensive collateral damage. The 40 mm Door Breach LV XM1167 provides small units with a lightweight round that can conduct a ballistic breach at ranges up to 50 meters without pause between actual breach and entry of the initial force. This allows units to quickly gain access to a building at a safe distance, while enabling them to gain and maintain a tactical advantage. The cartridge will be lightweight, reducing the Soldier’s load, and has a low recoil force when fired from the M4/M320, minimizing fatigue. The XM1167 cartridge is expected to be fielded in FY20, and will greatly enhance the warfighter’s effectiveness in military operations in urban terrain while increasing safety and survivability. A 40 mm HV airburst munition CDD is currently going through the Joint Capabilities Integration Development System process, with approval expected by Sept. 30, 2017. The I-HEDP is a high-explosive munition that will be able to engage personnel targets in defilade and in the open and defeat unarmored and lightly armored vehicles. The combination of Mk19 and I-HEDP will incorporate a fire control and programming unit to allow the gunner to set one of two modes: airburst for concealed and exposed targets, and point detonation for material targets. Additionally, a self-destruct feature will be incorporated to reduce the chance of UXO on the battlefield. The I-HEDP will increase the accuracy and lethality of Mk19 gunners, allowing them to engage and defeat targets with less ammunition than the existing M430A1 HEDP. The I-HEDP is expected to be fielded by FY23. With current ammunition options, warfighters lack the ability to engage personnel targets in defilade—concealed by obstacles like hills or walls. PM MAS is working on a handful of options that will eliminate that gap. (Image courtesy of PM MAS) CONCLUSION For the past eight years, the Army has invested in and developed an executable plan to modernize the 40 mm grenade family. Working together, PD MCA and the MCoE have crafted the requirements and culled the best technologies that will enable new advancements in technology to be incorporated into the 40 mm grenade family. Over the next several years, we will deliver new training capabilities to enhance Soldier readiness and develop and deliver new tactical capabilities to increase lethality in combat and win back the advantage. For more information, please contact Mr. James Terhune at firstname.lastname@example.org. JAMES TERHUNE is the lead for 40 mm research, development, testing and engineering within PM MAS. He holds an M.S. in technology management from Stevens Institute of Technology and a B.S. in industrial engineering from Lehigh University. He is Level III certified in program management, engineering, and business – financial management. He is a member of the Army Acquisition Corps. This article will be published in the October – December 2017 Army AL&T magazine. Subscribe to Army AL&T News, the premier online news source for the Acquisition, Logistics, and Technology (AL&T) Workforce. Related posts: A Green Machine Success A New Way of Thinking Developing Afghan Force Managers A new ‘FACE’ for aviation acquisition
Champion for technology
Maj. Gen. Cedric T. Wins, RDECOM commanding general, answers questions about how RDECOM solves problems that Soldiers face today, as well as what the Army will face in the future. by Ms. Argie Sarantinos-Perrin Maj. Gen. Cedric Wins, Commanding General, Research Development Engineering Command For Maj. Gen. Cedric T. Wins, readiness is a moving target. The necessity for readiness today is simply a given, but then there’s tomorrow and the host of tomorrows to come. “We need to strike the right balance between near-term and far-term technology so that we can stay ahead of our adversaries. Our goal is to figure out how to capture breakthrough technology and harness its potential so that we keep the technology pipeline full,” Wins said in an interview on July 7. Wins is in a place to know. As commanding general of the U.S. Army Research, Development and Engineering Command (RDECOM), it’s his job to oversee research and development efforts among a team of Army scientists and engineers that is engaged with hundreds of industry and academic partners around the world. By serving as a bridge between the science and technology (S&T) community, the operational community and the acquisition community, Wins champions technology that will bring value to the Army and provide better capabilities. A major subordinate command of the U.S. Army Materiel Command, Wins’ team includes six Research, Development and Engineering Centers (RDECs) and the U.S. Army Research Laboratory, which work together to develop technologies and capabilities for Soldiers across all domains—land, air, sea, space and cyber. Argie Sarantinos-Perrin: What does readiness mean to you? Wins: Army Chief of Staff Gen. Mark A. Milley is on record saying we are on the cusp of a fundamental change in the character of ground warfare that will be as significant as the introduction of the machine gun or the change from horse to mechanized vehicles. Importantly, he makes a distinction between the nature of war, which he says is immutable, and the character of war, which changes with our adversaries, the terrain and, in this case, the technologies we have and the technologies our Soldiers face. As RDECOM commander, I have to make sure we are working on the capabilities our Soldiers need to dominate any adversary with respect to both the nature and the character of war. And we have to do that across the Army’s primary time horizons—the current fight, the next fight and the future fight. We have to give Soldiers what they need to survive the nature of war and win within the character of the particular conflict they might face. The RDECOM team does that by working on programs to take the cognitive load off the Soldier so they can overcome the fog of war, which is part of its nature. At the same time, we’re working on programs that gather data about the character of a particular situation that our Soldiers face for decision makers. Fundamentally, war is a series of actions and reactions. We make changes and our adversaries make moves and countermoves, and we discover second- and third-order effects. For example, the changes in the character of war—the speed of communications, movement, firepower, etc.—mean that decisions are being made at lower and lower levels. When I came in the Army, you had to find a platoon leader or a tactical operations center to find a radio. Now, every Soldier is increasingly becoming a node on the network, and, as a part of the multidomain battle, we expect a continuous, uninterrupted mission command with a robust and resilient network. That brings the obvious power and weight considerations, which we have to address. That’s the RD&E [research, development and engineering] part of the readiness picture. The more we can empower our Soldiers to dominate an adversary, unburden them of what is distracting or unnecessary and protect them from their adversaries, the better our Soldiers can defend our nation and its interests. A VERY COLLABORATIVE PROTOTYPEThe MML, mounted on a medium tactical truck, can rotate 360 degrees and elevate up to 90 degrees. The MML is the first major acquisition program developed by the government in more than 30 years. More than 150 subject matter experts across the AMRDEC enterprise—a subordinate command of RDECOM, one of its six RD&E centers—and representatives from five directorates and more than 20 functional areas, as well as 85 industry partners worked together to design and manufacture it. (U.S. Army photo) Sarantinos-Perrin: How do you see RDECOM shaping readiness for today and tomorrow? Wins: A big part of working across these time horizons is keeping the technology pipeline full. We need to strike the right balance between near-term and far-term technology so that we can stay ahead of our adversaries. One way we do this is by working with industry to capture emerging technology and figure out how we can adapt it for military use. We also collaborate with industry to develop technology that has a military application and can also be used commercially. This collaboration, in my view, needs to occur early and often, minimizing barriers that sometimes occur when government and industry partners compete. Then, we need to make the technology available for our Soldiers as quickly as possible. The Global Positioning System, or GPS, which was once a revolutionary product, is used around the world in cars, boats, planes, trains, smartphones and wristwatches. While our Soldiers rely on GPS to navigate, our adversaries have figured out how to jam the signals, and they are taking advantage of that. In order to stay ahead of our adversaries and keep the pipeline going, we are working on the successor to GPS by developing new algorithms and architectures that will provide stronger signals and plug-and-play integration across multiple platforms. We often pursue long-term technology through our research efforts even though we do not know how it will be applied for the Army or how it will change the character of war. For instance, we are working on high-energy lasers, a technology that we have been working on for 16 years, which will affect the overall character of war by giving us a lethal capability, as well as a logistics capability, but we aren’t really sure about its full potential or how it can be fully applied in a military setting. We have to work the whole range of RD&E now if we want new technologies to build new capabilities for the future fight. If we stop working toward all of those horizons, gaps in capability will occur. Soldiers of the future will turn to us and we won’t have what we need to create the capability they need. That’s the day they walk into a fair fight, or perhaps when we’re at a disadvantage. We can’t let that happen. Once we identify that need, we need people who can not only master the scientific and technological disciplines we know today, but who can also identify and pioneer the ones that have yet to emerge. And the same is true of the facilities and tools they’ll need. With that talent, we have to provide the best environment in terms of labs, equipment and knowledge so they can perform. Consequently, managing talent and infrastructure is a big focus of our internal campaign plan for this reason. Just as the Army realizes you need good trainers and good training facilities to make good Soldiers, we realize you need good scientists and engineers in world-class facilities to create world-class capabilities. KEEPING THE FUEL TANK AND TECH PIPELINE FULLTARDEC and General Motors worked together to develop the ZH2 hydrogen fuel-cell electric vehicle, an example of the state-of-the-art capacity RDECOM champions and evaluates for military use. TARDEC helped inform requirements for the new ZH2, which is currently being evaluated at various military bases around the country. (U.S. Army photo) Sarantinos-Perrin: Speaking of the future, are there any research programs that you’re especially excited about that may not be fielded for many years? Wins: Quantum effects holds great promise for the future. For example, when we can make quantum communications work, we will be able to communicate without worrying about our messages being intercepted. That will potentially be a revolutionary shift from today, when we put so much time and effort into protecting the network. Of course, our competitors are working on this as well. What will it mean when both major parties of a conflict can communicate at the speed and in the volume we do today without worrying about their adversary intercepting their communications? What will that do to the rest of the battlefield? To signals intelligence? What will we have to give commanders to allow them to dominate that battlefield? Artificial intelligence [AI] is another area where we are exploring the use of autonomous or semi-autonomous technology to control combat. By using AI, there is the potential for the Army to engage the enemy at a greater distance and keep them off guard. We are also looking at ways to better protect Soldiers in a multidomain battle, which includes the cyber domain. All domains will be contested, so we have to be able to throw the enemy off by attacking from different domains, which will require more capacity and lethal and resilient systems all around. Soldiers will need to know which network will give them the right effect, which will more than likely not be the network that we have today. The future network will enable Soldiers to perform uninterrupted command in a contested environment—with the ability to scale down to a degraded mode, if necessary, then back up to a robust mode—and it will be self-healing, resilient and allow Soldiers to communicate over extended distances. Sarantinos-Perrin: Can you walk us through the development of a recent prototype? What is it, how was it conceived, how was it developed and where is it going? Wins: Our team at the U. S. Army Aviation and Missile Research Development and Engineering Center [AMRDEC] created the Multi-Mission Launcher [MML] prototype, which is the first development of a major acquisition program by the government in more than 30 years. Truly a team effort, the MML was developed by more than 150 subject matter experts across the AMRDEC enterprise and representatives from five directorates and more than 20 functional areas, as well as 85 industry partners who assisted in designing and manufacturing. The MML program is part of the Indirect Fire Protection Capability Increment 2 – Intercept [IFPC Inc 2-I] system, which is a mobile, ground-based weapon system designed to defeat unmanned aircraft systems, cruise missiles, rockets, artillery and mortars. The project began in 2012 when the IFPC Inc 2-I product office approached AMRDEC to determine if an MML was feasible from an engineering standpoint. Working together, our AMRDEC engineers and the IFPC Inc 2-I product office moved the project forward, and two prototype MMLs were delivered in 2015. Another exciting prototype is a collaborative effort between the U.S. Army Tank Automotive Research, Development and Engineering Center [TARDEC] and General Motors—the new Chevrolet Colorado ZH2 hydrogen fuel-cell vehicle. The ZH2 is an off-road truck that was designed for the Army. The truck’s hydrogen fuel can be produced from a variety of sources, including natural gas, and the vehicle does not produce any harmful emissions, only water. The ZH2 is currently being evaluated at various military bases around the country and offers other benefits, including less heat and noise, which is helpful in situations where stealth is required. TARDEC worked with industry early on in the process and helped inform requirements. WORKING ON THE HOVERBIKEMaj. Gen. Cedric T. Wins, left, commanding general of RDECOM, learns about a prototype version of the Joint Tactical Aerial Resupply Vehicle (JTARV) from Sgt. 1st Class Daniel Guenther, an enlisted advisor at the U.S. Army Research Laboratory Weapons and Materials Research Directorate, during a visit to Aberdeen Proving Ground, Maryland. Also known as the “hoverbike,” the JTARV may one day enable Soldiers on the battlefield to order and receive supplies rapidly from an autonomous unmanned aerial vehicle. (U.S. Army photo by Conrad Johnson) Sarantinos-Perrin: As the RDECOM commanding general, is it your call whether a particular technology goes forward? What goes into making such decisions? Wins: This is a complicated question, because we work across different time horizons and support a wide variety of partners. I have the power to make decisions for any part of RDECOM, but I know it’s best to trust the experts—the folks in the RDECs and labs who work hard to develop the technology. They’re the best in the world. Once we get a technology to the point where it can transition out of RDECOM to be used by someone else, the authority to accept that technology transitions as well. The technology transitions, as your readers know, to program managers and program executive officers whose goal is to make the technology a program of record, which means funding has been approved so the program can move forward. However, the final decision is made by the chief of staff of the Army and the Army acquisition executive. What ultimately drives these decisions are the same realities that drive the rest of the Army—time, technology and resources. Most importantly, does it enhance the capability of the warfighter? Sarantinos-Perrin: You’ve given examples of how RDECOM supports warfighters on the ground. How about Army aircraft? Wins: One area most people don’t know about is the role our RDECs play in flight safety and the airworthiness of our military aircraft. RDECOM’s Aviation-Missile Center inspects every Army aircraft for airworthiness. As part of maintaining aviation readiness in support of the Aviation and Missile Life Cycle Management Command, we are working on the Advanced Threat Detection System, which will protect the aircraft as well as personnel in them. That’s a significant contribution to day-to-day readiness. Looking more long term, we can look at efforts in Degraded Visual Environment [DVE] and Future Vertical Lift [FVL]. The DVE effort combines several technologies to allow pilots to look into degraded environments such as storms or fog or obscurants and identify things like hidden structures, power lines, etc. Part of readiness is being able to operate in different environments, so DVE will make a significant readiness impact when it’s fielded. The FVL is expected to replace the Army’s current aviation fleet over the next 25 to 40 years. AMRDEC is leading the DOD science and technology part of the project, and is working with industry to design and build a joint multirole technology demonstrator, tentatively scheduled for delivery in 2018. A technology demonstrator is a pre-prototype that is built with existing capabilities as well as experimental capabilities, and it is constructed in such a way that future technologies can be incorporated into it. We are working side by side with industry and sharing our S&T efforts to help inform and deliver on FVL technology. Plans for the new FVL include the ability to fly farther and faster, carry heavier payloads, be easier and less expensive to sustain, team with unmanned systems and perform certain optionally piloted missions. Sarantinos-Perrin: Soldiers rely on the Army’s tactical network to communicate and maintain situational awareness, so maintaining cyber resiliency is critical. What research and development projects is RDECOM working on that support cyber resiliency? Wins: While we typically think of electronic warfare in relation to radios and electronic systems, our team at TARDEC is developing cyber resiliency in autonomous vehicles. TARDEC has completed the first trial and will conduct a second one this fall with the Australia Defence Science and Technology Group. This project, which began last fall, evaluated the cyber-resiliency of an autonomously operated vehicle in Australia from TARDEC’s labs in Warren, Michigan. Using a satellite-on-the-move system that was developed in Australia, data was transferred between a control station and the moving robotic vehicle. For the second phase this fall, the team will integrate a weapon system onto the vehicle to test its cyber vulnerabilities. (See “Nobody, Take the Wheel!” Army AL&T, April – June 2017.) I mentioned earlier how the future network will have to bridge both tactical technologies along with commercial technologies, allowing Soldiers to go back and forth seamlessly. Our CERDEC [Communications-Electronics Research, Development and Engineering Center] team is working on hardware network convergence, which will allow Soldiers to operate in a denied environment and leverage communications from different tiers, including the ground, aerial and satellite layers. The ultimate goal is for a Soldier to use his radio to communicate, without worrying about which network he is using or whether he will be able to communicate at all. Sarantinos-Perrin: How does your previous service in G-8 and force development inform your view of readiness and your work at RDECOM? Wins: My previous work in G-8 and the Army Capabilities and Integration Center gave me the opportunity to work the full range, from requirements to resources to technology development. I’ve worked on the requirements side as the director of capability development as part of the U.S. Army Training and Doctrine Command [TRADOC], where Army requirements are generally initiated. I was the first person to determine if a requirement was written in a way that would provide capability to the warfighter. From there, the requirement moved forward to the Department of the Army to be approved and matched with the appropriate resources. I learned to appreciate the process, which, of course, often came with funding challenges. I am now on the front end of the material development side, looking at ways for the technology to be inserted into different capabilities that generally are intended to deliver a material solution. While each team has a different perspective on the technology, the bottom line is how will it meet the tenets of readiness, how will it provide a capability that empowers, unburdens and protects the warfighter. Sarantinos-Perrin: Is there anything you would like to add? Wins: Everything I’ve talked about today is largely possible because of the RDECOM workforce, a team of more than 14,000 people at more than 100 locations around the world. This talented team is responsible for developing and maturing technology that enables Soldiers to do their jobs and support their missions. Key to all these efforts is integration. We are past the time in history when one part of RDECOM can develop a major capability without the help of some other part—or many other parts—of the command and our partners. We work closely with industry and academia, as well as with key Army organizations including TRADOC, the Aviation Community of Excellence, program executive offices, the acquisition community and Soldiers to identify science and technology requirements, manage research and testing and then pass the information to industry to develop. For more information, go to the RDECOM website at http://www.rdecom.army.mil/ or contact the RDECOM Public Affairs office at 443-395-3922. ARGIE SARANTINOS-PERRIN, a public affairs specialist for Huntington Ingalls Industries – Technical Solutions Division, provides contract support to RDECOM. She holds an M.S. in professional writing and a B.A. in mass communications from Towson University. She has 12 years of public affairs experience supporting DOD. This article will be published in the October – December 2017 Army AL&T magazine. Subscribe to Army AL&T News, the premier online news source for the Acquisition, Logistics, and Technology (AL&T) Workforce. Related posts: RAMBO’S Premiere Keeping design on target Medical Operations in the Multidomain Battlefield Building a Love for Math and Science
Integrating systems, experiences
COMMAND/ORGANIZATION: Project Manager for Soldier Warrior; Program Executive Office for Soldier TITLE: Project manager YEARS OF SERVICE IN WORKFORCE: 18 YEARS OF MILITARY SERVICE: 26 (including almost two years as an enlisted Soldier) DAWIA CERTIFICATIONS: Level III in program management and contracting EDUCATION: M.S. in national resource strategy, Dwight D. Eisenhower School for National Security and Resource Strategy; M.S. in management, industrial procurement and contracting, Florida Institute of Technology; B.B.A., Marshall University AWARDS: Dwight D. Eisenhower School and National Contract Management Association Award for Excellence in Research and Writing; National Reconnaissance Office Director’s Circle Award Integrating systems, experiences By Susan L. Follett “If you want to have a direct impact on the Soldier, you will be hard-pressed to find a place where you will have a greater positive impact than PM SWAR and PEO Soldier.” Col. Wayne E. Barker should know: He is the project manager for Soldier Warrior (PM SWAR) in the Program Executive Office (PEO) for Soldier at Fort Belvoir, Virginia. “In PM SWAR, as well as PEO Soldier, we focus on providing our Soldiers the kit they need to ensure that they never go into a fight without the advantage,” he said. It’s a pretty big mission, with PM SWAR housing three organizations: the Product Manager for Ground Soldier Systems, which provides dismounted situational awareness via Nett Warrior; the Product Manager for Air Warrior, providing aviation life support and safety systems as well as pilot situational awareness; and the Project Director for Soldier Systems and Integration, which supports power and hearing protection platforms and the Soldier Enhancement Program, and ensures that various systems across PEO Soldier work together smoothly and with minimal demand on the Soldier. “For PM SWAR and throughout PEO Soldier, the biggest challenge is integration,” said Barker. “Each new technology that comes out means a new challenge if the interfaces are not managed correctly. We try to bring all of it together while managing space and weight constraints and reducing the burden—cognitive as well as physical—on the Soldier.” For PM SWAR, a systematic approach to integration helps identify problems early on—“at the concept or design stage rather than during production,” said Barker. Barker, left, briefs civilians, military members, and industry representatives in April at Fort Belvoir on the mission and capabilities of the project manager for Soldier Warrior. Integration of systems, which Barker considers the biggest challenge of his work, requires good communication at the concept or design stage, he said. (Photo by PM SWAR staff) That effort includes conversations as early as possible in the development phase and integrated product teams that involve a variety of stakeholders. “We want to make sure that the equipment being developed in one PM shop doesn’t conflict with the space and weight claims for equipment being developed in other PM shops, that they’re complementary. The ultimate goal is to ensure that the Soldier can use whatever capability we develop without any problems,” he said. Barker’s career followed an atypical path. “When people ask me how I got here, I usually joke that it’s because I haven’t been able to hold a job,” he said. Barker enlisted in the Army in 1988 as a field artillery forward observer, eventually earning a Green to Gold Scholarship and entering the officer corps as an infantry officer. He spent four years with the branch detail program, which transitioned him to the Military Intelligence Corps. “I completed three years as a military intelligence officer, and during the latter part of my company command, I was exposed to the wide range of opportunities in the Acquisition Corps,” he said. “The thought of doing something other than the tactical world I had lived in was intriguing, so I submitted a packet and was subsequently accessed into the Acquisition Corps as a senior captain.” That was in 1999. Barker spent the first six years in a highly classified environment as director of contracting. “When it came time for my O-5 command, the Army selected me to be a program manager at the National Reconnaissance Office, and that served as my transition to the program management side.” Between that post and his current one at PM SWAR, which began in September 2015, he served as the executive officer (XO) for the Hon. Heidi Shyu, then the assistant secretary of the Army for acquisition, logistics and technology and the Army acquisition executive. That assignment was one of several “leaps of faith” that shaped his career, Barker said. “When I was selected to interview with Ms. Shyu, I was not well-known, given all the time I spent in the classified world. She took a leap of faith on me as a relatively unknown lieutenant colonel, and I am so thankful she did. Ms. Shyu taught me so much about patience, resilience and listening, along with so many other things, and I carry those with me today in both my professional and personal life.” Another leap that shaped his career was his assignment to the highly classified job that he was told little about. “The culture of that organization was that of the quiet professional: not caring who gets credit but caring only that the job gets done,” he said. “The position provided daily feedback on what we were doing to impact the global war on terror. Working in an environment as dynamic as that was an invaluable experience.” In addition to the leaps, Barker noted the career-shaping contributions of several mentors. “Lt. Col. John Carmichael, my second battalion commander, looked out for me in so many ways and taught me what it meant to be a good officer and an even better man.” Lt. Gen. Paul A. Ostrowski has also served as a mentor, when he was an O-6 PM with U.S. Special Operations Command and when he served as PEO for Soldier—first during Barker’s time in the classified world and later when he was Shyu’s XO. “He helped me in my early days as I was learning to navigate the waters of the Army staff, the Office of the Secretary of Defense and the Pentagon.” During his tour as XO, Barker also had the opportunity to work with Maj. Gen. Harold J. Greene, then Shyu’s deputy for acquisition and systems management. (He later served as deputy commanding general of the Combined Security Transition Command – Afghanistan and was killed in August 2014 in an attack by an Afghan soldier in Kabul.) “Aside from having a brilliant mind and being an esteemed acquisition professional, he reminded me every day that if you’re not laughing and having fun, you’re doing something wrong,” Barker said. Greene passed along some job-related advice that still resonates. “He said the things you can always control are doing a good job and having a good work ethic, wherever the Army sends you or whatever it asks of you. If you can do those simple things, you will be surprised at the doors that will open. He was a very wise man.” For Barker, trust is the key to success, and trust is built with time. “Get to know your people and those you work with on a daily basis, and you will be amazed at the trust you build,” he said. “When things are tough, … they are there for you.” Time in the classroom is important, too, he added, for more than just book smarts. “Schooling and certifications help establish a baseline skill set and provide the opportunity to make important friendships and connections. You’ll find out how small the world is when you start to run into people you’ve met throughout your career.” This article will be published in the October – December 2017 Army AL&T magazine. “Faces of the Force” is an online series highlighting members of the Army Acquisition Workforce through the power of individual stories. Profiles are produced by the U.S. Army Acquisition Support Center Communication and Support Branch, working closely with public affairs officers to feature Soldiers and civilians serving in various AL&T disciplines. For more information, or to nominate someone, please contact 703-664-5635. Subscribe to Army AL&T News, the premier online news source for the Acquisition, Logistics, and Technology (AL&T) Workforce. Related posts: Innovation to win in a complex world Lessons learned in FMS #AAC25 CROWS arrives in Iraq to keep gunners inside, out of sight #AAC25 XM25 Counter Defilade Target Engagement system may lose ‘X’ by next August
- Read the current issue.
- Download PDF’s of the current and archived issues.
- Subscribe to the magazine to be added to the mailing list or if you’d like to update your current subscription, e-mail us with “Subscription Request” in the subject field.
- Submit articles, announcements, workforce profiles and ads.
- View and download photos from the magazine.
- The magazine is also available as an app for iOS and Android devices and in hard copy.