AFA Air, Space, Cyber Conference with Maj. Gen. Steven Whitney, Maj. Gen. Douglas Schiess, Maj. Gen. Greg Gagnon, CMSgt. Roger Towberman, Dr. Christopher Scolese, et. al.
Notes were taken in real time and are unedited. Global Threats and Opportunities Dr. Christopher Scolese, Director, National Reconnaissance Office Lt. Gen. John D. Caine, Associate Director for Military Affairs, Central Intelligence Agency Vice Adm. Frank Whitworth, Director, National Geospatial-Intelligence Agency Maj. Gen. Gregory Gagnon, Deputy Chief of Space Operations for Intelligence, USSF Moderator: Lt. Gen. Bruce "Orville" Wright, USAF (Ret.), President & CEO, AFA Threats Scolese: -The threat, we’ve been around for 60 years and most of those years we’ve been dominate. -China is now developing space weapons and ground-based capabilities to destroy our capabilities in space. They’ve proven to be a technological competitor. -Russia has mostly focused on denying our ability to operate in space. The threat is not only in space but also cyberspace. -SF and NRO have collaborated to launch SILENTBARKER. We are putting a system of satellites in the GEO belt. Caine: -Russia is our acute threat. China, China, China. The director has committed to China as our number one challenge. It’s not the rising part that’s the challenge, it’s what they’re doing with their power that’s confusing. -At CIA we not only watch what leaders say but we watch more importantly what they do. Xi is getting stronger and strong commitment abroad. Whitworth: -Russia and China, we’re in a very dynamic situation that forces us to look at all domains. -“Know the world, show the way, from sea-bed to space.” Identifying behaviors that are not consistent with international norms is part of what we do. Domain awareness is a big part of what we do. Gagnon: -The threat to space is a threat from China into space. But it’s also a threat from space. Last year PLA were successful in putting almost 200 satellites up into orbit. In 2014, they put 26. Of those 200 satellites, over half are remote sensing. -Our monopoly on space superiority is over unless we earn it. New mission statement. Space superiority is more than a SF objective. It’s the joint force’s objective. Space superiority unlocks the AF. Air and space power combine empower maneuver warfare. As we move forward the adversary knows our special sauce. Moving Forward Scolese: -NRO has been delivering information for the last 60 years but of course it went from drops that took months to minutes. -We had to increase our capability. We had to look at how we can improve our technologies. We have to improve our ability to collect data and move faster. That involves proliferation. We also have to harden our systems on the ground and in space. We have to double down on cyber security. Commercial Sensors and Risks Whitworth: -The more we get the better. -Navigation mission, we use a lot of commercial data. -Ensuring you can put the pieces together from a collective perspective, that’s a whole orchestration. That includes commercial availability of data and images. That’s something we’re really proud of and constantly getting better at. AI/ML will help with that as well. Gagnon: -There’s a lot of activity. New licensing that’s being done by MAXAR. Non earth imaging, that’s an important capability. -SILENTBARKER is helping us grow better, faster, and stronger. Holding Targets At Risk, GMTI Gagnon: -We’ve often discussed the changes in the PLA. Inside that construct, what PLA has designed its joint force to do is to be power projecting. We see that today. You see that when they conduct air and UAV operations around Taiwan. You see them on the east side of Taiwan and them rehearsing but what you don’t see is their space elements embedded into that. -China now has capabilities today that previously, only we had. This is a profound shift in the operational problem. They have a commercial sector as well however theirs is nowhere near as innovative and creative as ours. Our commercial sector is the key enabler of our strength. -Since 2019 we have changed procedures, equipment, we’ve tripled launch. Range of the Future we talked about in 2019 is now the range of today. Title 60 Perspective Scolese: -NRO has existed in Title 10 and Title 50 for its entirety. From the perspective of NRO we provide overhead ISR. Intelligence information, it doesn’t belong to IC or DOD it belongs to all of us and we need to be able to deliver that information at the pace the community needs it. -As we move from collecting a lot of data to turning into information that’s needed by the user… Caine: -I think we really want to get at Title 60 outcomes. -There’s absolute commitment, in addition to the tech piece, I’m encouraged that we’re getting towards the right places. [End] Air & Space Superiority Today and Tomorrow Gen. James B. Hecker, Commander, U.S. Air Forces in Europe-Air Forces Africa Gen. Mark D. Kelly, Commander, Air Combat Command Maj. Gen. Douglas A. Schiess, Commander, Combined Force Space Component Command, Vice Commander, Space Operations Command Moderator: Lt. Gen. David A. Deptula, USAF (Ret.), Dean, Mitchell Institute for Aerospace Studies Space Superiority Schiess: -We’re following the three LEOs from the CSO to get after space superiority. -How do we know we have space superiority? We have adversaries out there working to make sure that we don’t. We have to make sure we have systems to get after it but we also need to make sure our guardians can operate. We also couldn’t do this without our partners. War in Ukraine and Lessons Learned Kelly: -For any AF to execute take down and establish superiority at a time and plan of their choosing, that’s hard and it’s expensive. But hard and expensive for an AF is way easier than losing as a nation. There’s a lot of competing priorities so it’s not easy. If we can’t field the force structure we need then what you see is months now years of warfare. -Do we need to revector our force structure? We need to have a hard look as Sec Kendall said. Hecker: -If Russia had air superiority, none of that equipment would’ve gotten to Ukraine. There would’ve been an air control and they wouldn’t have gotten any equipment. That shows how important it is. -All the equipment we’re giving them, most of it depends on space superiority. Schiess: -Proliferated LEO satellites and providing communications. Obviously in the fight we’ve seen electronic interference for this and GPS. You have to fight through that. How do we make resilient architectures in a denied environment? -Missile warning, there are lessons there as well. -In space community, partnerships we’re continuing to excel. This has brought the NATO community together. We have to keep getting closer together. Commercial Capabilities Schiess: -One thing we do is we have the Commercial Integration Cell. Right now that’s ten different companies that provide services. They have clearances and they sit on our opps floors. That has allowed us to talk to them at the classified level, talk to them about the threats and then they can go take action. -As we continue to grow, I think of imaging and others, we’re going to have to figure out how do we command and control those and how we get that right now. Right now it’s a lot of us asking not tasking. Soon we’re going to have to work through this as a nation. -We’re working through CASR as well. Mission Schiess: -Intel focus, we have to have the right intelligence to know what’s going on in our domain. We need SFA and to know what our adversaries are doing. -We also have to be cyber secure. How does it get to the satellite and user? Can it be jammed or intercepted? We have mission defense teams to look at this. -Combat credible, we have to do our reps and sets and make sure we have advanced training. Spectrum Superiority Kelly: -It definitely consumes a lot of time and energy. It’s a DOD national focus. It’s a global common. If we lose EMS we’re going to lose the war and we’re going to lose it quickly. -We’ve got to stick the landing on these capabilities going forward. Schiess: -Delta 3, that’s our electromagnetic delta. We’re standing up SF components out at the combatant commands. One thing we have to do with electromagnetic is push those forward so we have a common operating picture. -p-LEO, it makes it much harder for the adversary to jam. -We’re outgunned for counter communication systems. Modern Deterrence on Orbit Kelly: -The key to p-LEO is the p. If there are thousands of satellites and there are constellations coming over every 95 minutes, that’s overwhelming to try to counter. Hecker: -p-LEO is definitely the key. Working with industry who can do many more launches has changed a lot. It’s enabling a lot. Schiess: -We have to have competitive endurance and make sure the adversary knows today is not the day you could win. -We also have to have the capabilities and make sure we can protect and deny their assets if needed. I look to our guardians and say how can we get to space superiority? How can I help and how can I get out of your way? [End] Keynote Address- Your Space Force, Your Future Chief Master Sergeant of the Space Force Roger Towberman Changing the Game -Every day in my office we work to change the game and change the world. We need the stuff and the leaders and if you think that’s the only thing we need then you have a misunderstanding. The enlisted force of this nation is the greatest military advantage in history. -The goal is not to buy players, it’s to win. That means that we see them not as a means to an end but the end itself. -If we set out to buy instead of win then the winning is at risk. Four Cs -Character, connection, commitment, courage. We got a team together and came up with the Guardian Ideal and Guardian Spirit. We had guardians every step of the way telling us what they value, what they wanted to value, and what’s important to them. -Our four cs matter to me and all of our guardians. What makes them unique is that we have an opportunity to weave values into everything we do because we started with them. Our annual awards live up to these core values. -We’re so proud of the work that’s been done. It’s hard work. We were able to celebrate our first Polaris award winner last year. We look forward in February to celebrate on a more national stage. -We also weaved our core values into our promotions. -We weaved our core values into the way we develop our folks. Our training, BMT, it’s amazing to see what the team has done. They’re making it an experience that matters to guardians in a variety of ways. We’re trying to pay attention to the ecosystem. -SF uniforms, it’s so good to see the new uniforms around. I’m certain we’ll have PT gear by the spring. -They also drove our talent management. Our talent management boards are proving incredibly successful. Guardian One App and Newsletters -We have the app now and CTIO office and other offices are sending out newsletters. We’re working to communicate better. We’re going to keep being transparent. Boss sends out the C notes. I’m trying to do podcasts. We’re doing everything we can to talk to you. Keep holding us accountable. Guardian Handbook -We’ve got a draft of a guardian handbook in the works. It gets after the guardian spirit. Our guardian commitment, if we all make and keep the 24 promises, we’ll be a pretty awesome team. -Handbooks shows what these promises mean. Promotion System -Guardians created a promotion system that ends competition against each other and encourages cooperation with each other. -We’re excited about this possibility. -We have work being done on a new evaluation system. [End] Amplifying the Guardian Spirit Katharine Kelley, Deputy Chief of Space Operations for Human Capital Maj. Gen. Steven Whitney, Director of Staff, Headquarters, U.S. Space Force Chief Master Sgt. James Seballes, Senior Enlisted Leader, Space Training and Readiness Command Moderator: Lt. Gen. William J. Liquori, USAF (Ret.), former Deputy Chief of Space Operations, Strategy, Plans, Programs, Requirements, and Analysis Amplifying the Guardian Spirit Kelley: -The spirit piece for me, I think about how we show up to work every day and the attitude and mindset we bring. Thinking about what the greater purpose is. Those four core values are what we keep in mind coming to work every day Whitney: -Guardian spirit is about how we dedicate to a common cause and achieving that. SF is a learning org and for me I think about amplifying the guardian spirit as the contract that I have. Seballes: -It’s the excitement and hope and opportunity to be in this new service. How we amplify it is we come back to the promises we’ve made and fulfilling them and moving forward. Future SF Culture Seballes: -We have to continue to appreciate the folks we’re bringing over. We have to continue to cultivate that. The folks coming in are going to be driven. I think as leaders you’re responsible to vector them and make sure they’re going in the right direction. We need to remove the roadblocks and let them go. Kelley: -There’s not a week that goes by where someone doesn’t come to me thinking about how to build SF culture. -Power and value of the SF, power of the total force we have. I think it’s an unbelievable amount. People’s experiences from the other services, civilians, people coming directly in, that talent coming in is huge for us. It’s not only challenging as we build our culture and identity but it’s also a force multiplier. Whitney: -Patching ceremony is such a fabulous way of building culture. Seballes: -Patching ceremony we started. Guardians came up with that idea. It’s very unique. SF patches, they wear them, write a note, and graduates get them. Enhancing Teamwork and Partnership Kelley: -As a senior civilian, how do you make sure civilians are heard and seen? When we say guardian we really do mean all of us who are on the team. It can get very lost if you don’t put intention behind what you do and say. When you’re doing a project, are you grabbing multiple and a variety of players? -We’re a small service so there aren’t many decisions that don’t have an impact on the total force. Whitney: -If you’re a leader of a team, that means I’m the leader and it’s my job to develop and recognize each member of the team. There are different awards and benefits. You’ve got to demonstrate this behavior. You have to be 100% committed to that team. Seballes: -In SF we include everybody, officer and civilian. We don’t just give civilian things to civilian, officer to officer, enlisted to enlisted. We intermix. They’re all a part of the team and it’s about amplifying the expertise and roles and continuing to bring in the entire team. -We have to model this. We do tend to focus on the military aspect of development and we sometimes forget about the civilians. We’re aware and we’re working on it. Developing Leaders Whitney: -That’s my sole purpose. The legacy I leave is the people I leave behind. How do we grow the people? It’s not always pleasant conversations. It’s sitting down after a meeting and talking about what went right or wrong and how to get better. Having these conversations, others can point out my blind spots as well. You've got to be willing to invest and take feedback. Seballes: -The feedback piece is absolutely critical. Feedback process is not something we really got taught well in the middle. How do I give feedback and get it to roll down? Feedback is critical. -We can’t take a traditional approach. We’re too small to wait on that. We have to look at nontraditional ways and take risks Kelley: -What ecosystem do you build for guardians to be a part of? What do we as a service set conditions by which guardians can move through career paths? Identification of the right individuals with the right skills, align them to the right job… We’re trying to design an ecosystem that allows a feedback loop. There’s this piece of individualized development. Leveraging Guardians Seballes: -We’re bringing a very high caliber, highly skilled force in. We have to delegate down to really give them the opportunity to use their voice to thrive and present ideas we don’t think of. Whitney: -Leadership is about problem solving and sometimes the best ideas come from others. Kelley: -Having the strategic patience to seek out other people’s views… We move so fast and you want to knock things out quickly but if you can take the time to slow down and ask others for help and their ideas, that can really make a difference. Pathfinder for DOD and Amplifying the Guardian Spirit Kelley: -Every single day you come to work you’re a pathfinder for the DOD. Our size, as much as a hinderance it can be, the size is also what gets people willing to say yes. We’ve been able to convince Congress and DOD to allow us to do some things that otherwise would’ve been a no. Recruiting and Value Proposition for the SF Seballes: -It comes back to a different perspective, the size of the force. You can do talent management in a completely different way. In our service, with the size, the chiefs, we’re all in the same texts. The power of that, that’s huge. -Showing the things we actually do. So many Americans don’t understand what it means to have a SF and the impact we have. I think we need to keep spreading the word and that will attract people. Whitney: -Size allows us to think differently. -Thank you guardians for what you do every day. Kelley: -Size is one thing but what do you like about coming to work every day? Do you understand where you fit and what you’re contributing? I think you can really feel a huge sense of purpose in the SF. [End]
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