Approved for public release; distribution is unlimited. | Headquarters, Department of the Army.

| PB 11-25-2
43rd Chief of Signal and U.S. Army Signal
School Commandant,
Col. Julia M. Donley

Regimental Command Sergeant Major,

Command Sgt. Maj. Linwood E. Barrett

Regimental Chief Warrant Officer,

Chief Warrant Officer 5 Chris R. Westbrook

Editor-in-Chief,
Laura Levering
Harding Fellow,
Capt. Vincent J. Kirk
The Army Communicator is published as a
command information e-publication for the
men and women of the United States Army
Signal Corps under the provisions of AR 360-1.
Opinions expressed herein do not necessarily
reflect the views of Office, Chief of Signal,
the U.S. Army or the Department of Defense.

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Picking a topic for this issue was easy. In Deputy Chief of Staff Lt.
Gen. Jeth B Rey’s first message to the force, he gave all of us several
tasks; the first of which is: Lead in Data Centricity. This data-centric
Army of ours cannot function without a unified network, enabling
access to the data layer.
Today’s network isn’t about emailing large PowerPoint briefs in
Garrison. It is no longer there to provide dial tone. Today’s network is
for the data, and the data is for the Warfighter. Lt. Gen. Rey’s call to
action is only the latest evolution in our Regiment’s 165 years of
constant change. Our mindset must continue to change. How do we as
Signaleers provide that unified network to all Warfighters, no matter
the location, ensuring their ability to access their data? In a world
where radios are computers, chat is preferable over voice, and our
fellow Soldiers are increasingly technologically savvy, what are you
doing to enable data services?
In the last month, I’ve had the privilege of observing C2 Fix at
101st Airborne Division (Air Assault) during Operation Lethal Eagle,
Next Gen C2 at Project Convergence Capstone 5, and conversations at
the Unified Network Summit No. 11. As the Army rapidly moves into
the future of artificial intelligence-centered C2 systems, unmanned systems, and man/machine interface,
bandwidth and spectrum demand grows exponentially. As Signaleers, we will continue to evolve to keep pace
with the demand as the data-centric Army grows more reliant on the network.
In this issue, you will find many different ways in which the Signal Corps is “Enabling the Data Centric
Warfighter” – articles like 2/502nd IR C2 Fix Best Practices and Recommendations (Capt. Cody Winston),
Enabling Distributed Operations at the Tactical Level (Lt. Col. Marreo Burch, Maj. Adam Black, Chief
Warrant Officer 2 Justin Carrier), Challenges and Lessons Learned in Data Integration (Capt. Brian Lee
Matias), and AUDS: A New Era in Military Data Integration (Candy Knight) just to name a few.
As I write this, I am attending the Data Literacy course at Carnegie Mellon University. It is one of several
available to Army leaders to improve their understanding of data as well as receive a great overview on the
capabilities of artificial intelligence. While it is an excellent executive level overview, many of our discussions
have brought up the need to include context as well as individual application when it comes to data literacy
training. Including data concepts across professional military education is a good start. The next step is to be
able to answer, “How does this apply to me? What are you doing to improve your own data literacy and how
are you applying that knowledge to improve your organization?”
In 165 years, our purpose hasn’t really changed. As Signaleers, we enable command and control for our
Army. The way we’ve done it constantly changes. From flags and torches, to balloons, to pigeons, telegraphs,
aircraft, switchboards, satellites… Today, it is about data. Tomorrow, quantum computing?
As we look toward the future, we continue to honor those who got us here. Regimental Command Sgt. Maj.
Linwood Barrett has been the Signal Corps’ biggest advocate. He has done more to support the people of our
Regiment than anyone else I know. He served to remind us to be proud of our achievements, and he never
stopped challenging us to be even better. Our bright shining orange beacon, covering the globe, will dim just
a bit as he retires. But never fear RCSM, your example will continue to inspire the Regiment for generations.
Signal Strong! Signal Proud!
Pro Patria Vigilans!
Watchful for the Country!
Col. Julia M. Donley,
43rd Chief of Signal and U.S. Army Signal School Commandant

Army Communicator 3
Team Signal,
There are no words on the planet that can clearly explain how
honored and grateful I am to have been afforded the opportunity to
serve you as your 25th Regimental Command Sergeant Major. As
I prepare to transition, I find myself reflecting on this incredible
journey we have shared together. It has been a profound honor to
serve alongside each of you, witnessing the unwavering dedications,
resilience, and exceptional camaraderie that define our Regiment.
Over the years, we have faced numerous challenges, each one
met head-on with ingenuity and perseverance. From providing vital
communications support in the most demanding environment to
adapting to emerging technologies at the drop of a dime, your
commitment to excellence has never wavered. Together we have
maintained a legacy rooted in professionalism, teamwork, and
unwavering support for one another. We are all cut from the same
cloth, forged in power, sealed by Barton Field gravel, and fueled
by high quality Fort Eisenhower orange liquids.
As I move on to the next mission, I carry with me the valuable
lessons learned and the memories we created together. I encourage
each of you to continue to uphold the values of the Signal Regiment.
Embrace every challenge as an opportunity for growth and never hesitate to support one another along the
way. Remember that we are strong alone, but we are stronger together. I want to extend my deepest gratitude
to all of you – Soldiers, Families, and Civilians for your support during my tenure. Your dedication and loyalty
have made my time here truly unforgettable.
For the past few months, I have taken some very deliberate actions to find ways to personally thank every
one of you. Whether it be an email, phone call, text message, social media post, photo, or in person, I am sure
I have failed and missed someone. Please know that it was not on purpose, and from the bottom of my heart, I
appreciate all 58,000 Signaleers in the Regiment for all that they do.
I simply want to end by saying “thank you.” I thank you for adapting and evolving to meet the requirements
of our Army. I thank you for coaching and mentoring each other. I thank you for ensuring that the band of
excellence of the prestigious Regiment continues, regardless of your rank or position. I thank you for your
professionalism and ability to overcome challenges. I thank you for finding the balance for your families,
your teams, and yourself. I thank you for accomplishing the mission even though at times you are tired, cold,
wet, frustrated and short-staffed. It is our superpower as Signaleers to provide communications at all costs.
We have been providing this support to our nation’s Army for nearly 165 years, and we are here to stay!
Thank you for allowing me to be a part of this remarkable Regiment. I look forward to hearing about your
future success and reminiscing on the extraordinary times we shared. Remember the strength of the Signal
Regiment lies not just in our technical expertise but in our unity as a family.
We are warriors, and when the orange crest goes up or the wigwags get waved, we know exactly what to
do … We “Get the Message Through!”
Command Sgt. Maj. Linwood E. Barrett,
25th Regimental Command Sergeant Major
No Comms, No Bombs!
Signal Strong! Signal Proud!

Army Communicator 4
In February 2022, the secretary of the Army set a goal for the Army
to become more data-centric to enable success on the future battlefield.
Since then, the Army has developed the 2021 Unified Network Plan
(updated this year) and the 2022 Army Data Plan. There are many
articles in the press and from the Army itself regarding this revolution
in how we will fight future wars.
The Army University Press has many examples of units focusing
on data centricity as they complete their culminating training exercises.
I will highlight one here and urge you to take the time to read a snippet
of what is in store for us as this is happening fast: https://
www.armyupress.army.mil/Journals/Military-Review/Online-
Exclusive/2024-OLE/Data-Centric-Culture/
Officers from 4th Infantry Division (ID) laid out an excellent article
talking about their data problem, how they are leveraging the Army
Data Plan to solve the problems at their echelon and describes their
framework on how to drive their processes into the mainstream. It did
involve a lot of education and collaboration to provide a data-driven
set of automated processes and dashboard to enable the commander
and staff in practical use of live data in enhancing readiness.
When 4th ID’s stakeholders collaborated and shared the data they
used in their daily duties, they quickly realized that there was the opportunity to cross-talk and work with each
other’s data to provide insights and provide answers to the commander’s questions without the inevitable
storm of follow-up questions experienced in the past as answers were incomplete or used untimely data in their
analysis.
Enhancing the efforts to make data more accessible, the Unified Network Plan 2.0, https://api.army.mil/e2/
c/downloads/2025/03/04/0b7f95c5/army-unified-network-plan-2-0.pdf, will enable a framework to streamline
the Army’s access to their network, resources, and data in a secure manner. This plan will enable you — as a
Soldier, civilian, and in some cases, a contractor — to move from your home camp, post, or station to another
and have access to the resources you are authorized to access without cumbersome processes or reimaging of
machines through the centralized delivery of services such as identity, access, and credentialing management.
No more System Access Requests when you PCS and global recognition of your past training to retain elevat-
ed privileges.
For fiscal year 2026, the Data for Leader’s Competency Course (9E-F122/920-F119) and Data Engineering
Foundations Course (4C-F83) will be in the Army Training Requirement and Resources System (ATRRS)
for our Signal leaders to receive data literacy training as well as training for our 26B functional area officers
and 255A warrant officers to receive data engineering training if they have already completed the FA26 or
Warrant Officer Advanced Course prior to 2024.

Chief Warrant Officer 5 Chris R. Westbrook,

Regimental Chief Warrant Officer

Army Communicator 5
The U.S. Army is celebrating a substantial milestone this year, as June 14
will mark the Army’s 250th birthday. The theme for this year’s celebration,
“This We’ll Defend,” is intended to highlight the Army’s objective of
fighting and winning our nation’s wars. From the Revolutionary War (1775)
through current missions that are often unseen, Soldiers (and civilians) have
dedicated themselves to protecting the freedom of this nation both stateside
and abroad. As much as the Army is about protecting its land and people, it
is also about offering opportunities to those who serve.
The Army of 2025 is a far cry from the Army of the Revolutionary War
days. With more than 200 career choices for Soldiers and more than 500
career paths available to civilians, those who serve are also presented with
opportunities to grow (personally and professionally), travel to places they
might not otherwise have an opportunity to see, meet people from all walks
of life, make a lasting impact, and so much more. Speaking of impact, did
you know that the Army is behind some of the world’s most notable
inventions?
While skimming through the U.S. Army Facebook page recently, I came
across the article, “Did you know the Army invented this?” Super glue, the Laura M. Levering
first computer, and two-way portable radios are just a few items on the list. Editor, U.S. Army Signal School
There is so much to be proud of as members of the greatest Army in the
world, and this barely touches the surface. Then there is the Signal Corps, which will be celebrating 165 years.
As someone whose background is Army public affairs, I will forever be proud of (and thankful for) the branch
that provided me with a foundation, instilled immense pride in me, and taught me more about the Army than I
could have previously imagined possible.
Throughout my career, I have encountered and written about countless Soldiers across multiple military
occupational specialties – some more unique than others. I don’t know if it’s because I’ve worked the Signal
Corps the longest/most consistently, but out of all the branches I’ve covered, I have never been met with one
that exudes as much pride as the Signal Corps. I share this partly because although I will never be signal, in the
few years that I have been in this position, one thing that I have taken on is a sense of pride that comes with it.
I am proud to have started out my service as a Soldier. I am proud to have been able to tell the stories of Soldiers
doing some of the toughest jobs they were called to do and missions fulfilled. I am proud to have been the
trusted voice of the widows-turned-friends whose Soldier paid the ultimate sacrifice. And now I am proud to
help keep the Signal Regiment alive through the Army Communicator (and other platforms) by assisting with
“getting the message through” – your message. It is an important role that I do not take lightly.
Each of you has a story to tell. Next quarter’s themes are intended to bring out those stories. As we celebrate
the Army and the Signal Corps birthdays, think about what makes you proud to be a Soldier/Signaleer. Put those
thoughts to pen/paper (keyboard to Word doc.), and send them to me. Soldiers are some of the most proud yet
humble humans. Let the pride shine through and share those stories!

Submission guidelines
Articles need to be sent as a Word document with photos and graphics sent as separate attachments. Include
a description of each photo/graphic along with the rank, full name, and unit of person who took photo (created
graphic). Acronyms need to be spelled out on first reference, with the abbreviation of the term acceptable on
subsequent reference. Between 500 and about 2,000 words per article is ideal. This helps ensure a minimum of
one page and maximum of four pages in publication layout (depending on photos, etc.).
Summer 2025 deadline: June 14. Summer 2025 themes: Stewarding the Profession;
250th Army Birthday; 165th Signal Corps Anniversary.
Army Communicator 6
1st Lt. John E. Darling Jr. and the
Battle for Fire Support Base Ripcord
March - July 1970
Steven J. Rauch assigned to 82nd Airborne Division at Fort Bragg,
Signal Corps Branch Historian North Carolina, but soon deployed to Vietnam on
Oct. 12, 1969. There he was assigned to Headquarters
This is the last article Steven J. Rauch provided prior and Headquarters Company, 2/506th Infantry as the
to his retirement in June 2025. He feels it was his best battalion communications officer – the equivalent of
written, most well-researched piece that reflects an a battalion S-6 today.
important subject matter. It was previously published The doctrine of using fire support bases to support
in the September 2020 Army Communicator but has ground operations had fully matured by 1970. An
been revised for this edition. FSB was designed to provide a secure location for
artillery support in remote locations and relied on
On July 23, 1970, Soldiers of the 2/506th Infantry helicopters to emplace, resupply, and displace the
Battalion, 101st Airborne Division, evacuated the hill guns as needed. They also served as command and
known as Fire Support Base (FSB) Ripcord located control centers, assembly points, and landing zones.
about 25 miles west of Hue in South Vietnam. After FSBs were usually established via air assault onto a
almost five months of continuous fighting at Ripcord, hilltop or mountain and had to be defensible against
the final casualties were Lt. Col. Andre C. Lucas, the enemy attack. As might be expected, an FSB made
battalion commander, and the battalion operations of- for a tempting target for an attack, especially with
ficer, Maj. Kenneth P. Tanner, killed while supervising indirect fires such as mortars and artillery.
the evacuation of the base. Their deaths added to the In 1970, the Army set up a string of FSBs east
total of 112 men killed and 698 men wounded from of the A Shau Valley to prevent enemy movement
March 13 to July 23, 1970. During that time, ground into the coastal regions of Quang Tri and Thuan
and aviation units of the 101st were subjected to heavy Thien Provinces. The 2/506th Infantry was given the
rocket, mortar, and ground attacks by the People’s Army mission of establishing FSB Ripcord in March 1970
North Vietnam (PAVN). Many Soldiers compared the to help support the 101st Division’s offensive against
battle to Hamburger Hill, fought a year earlier, and the 803rd and 29th PAVN Regiments in the area.
concluded Ripcord was more wasteful in casualties. Poor weather hindered the operation until April 1,
Among those who lost their lives during the battle for when Company B, 2/506th conducted an assault onto
Ripcord were 1st Lt. Bob Kalsu, who had been an All- Ripcord, bringing with it the battalion jump TOC
American lineman at Oklahoma and was a member (tactical operations center). The TOC included Maj.
of the Buffalo Bills offensive line; Pfc. Weiland C. Laurence J. Law, who was the battalion executive
Norris, the younger brother of actor/martial artist Chuck officer, and Darling, who was the battalion S6.
Norris; and 1st Lt. John E. Darling Jr., the battalion Peter McSwain, a signalman in the commo section,
communications officer for 2/506th Infantry Battalion. remembered,
Darling was born in Fremont, Michigan, Oct. 17, “Lieutenant John
1946. During high school, he was a member of the Darling came to me
National Honor Society, varsity football captain, varsity and said, ‘Mac, get
wrestling captain, and a Boy Scout. He later became an your hard hat, your
Eagle Scout and graduated with honors from Fremont flak jacket, rifle, and
High School in 1964. Darling received an appointment some ammo, and go
to the U.S. Military Academy and was remembered by to the helicopter
his roommate John C. Cruden as “a natural leader: pad.’ A bunch of us
an individual gifted with those traits that attract other went there, took off,
people to him.” and landed on a hill
Darling graduated from West Point on June 5, 1968, that was all cratered
and commissioned into the Signal Corps. He attended and de-vegetated.”
U.S. Army Ranger School, the Signal Basic Officer The Soldiers imme-
Leader Course at Fort Gordon, the Battalion Communi- diately received
cations Officer Course at Fort Sill, and U.S. Army intense small arms, 1st Lt. John E. Darling Jr.
Airborne School. After completing training, he was mortar, and recoilless (Signal History Collection)
Army Communicator 7
rifle fire from the PAVN 803rd Regiment. McSwain install a 50-meter-wide perimeter of barbed wire as
recalled, “As soon as I got a few yards from the Chi- well as many land and claymore mines. The battalion
nook, Lt. Darling yelled at me to jump into a shell TOC was built on the eastern slope near the top of
crater. They told me were getting mortar fire.” the hill. Members of the HHC and battalion staff
The jump TOC was positioned near some large worked around the clock to improve the position
boulders from where Law could coordinate aircraft sup- with sandbags. Among those conducting that work
port to include medivacs. The PAVN had pre-plotted were Darling and his signalmen. Later a separate
mortar strikes which hit the boulder sheltering the jump communications center would be built, as the need
TOC and severely wounded Law. Darling took charge for communications grew from squad level up to
at once and moved the radios and surviving operators strategic aircraft to support the mission.
into a shell hole. He then carried a wounded Soldier Amid the base development, on May 18, 1970,
to a medical evacuation helicopter while under intense Darling boarded a UH-1 helicopter flown by C
enemy fire. Darling then returned to the command post Company, 158th Aviation Battalion, that was on a
and directed helicopter gunship fire upon enemy posi- resupply mission at Ripcord. He and Sgt. Harry J.
tions. U.S. casualties for that day were 21 wounded Stone hitched a ride so they could take a new radio
and seven killed in action. Unknown to him at the time, to A Company back at Camp Evans, and then Darling
Darling would be awarded the Silver Star on Sept. 20, was supposed to begin his Rest and Recuperation
1970, for gallantry in action. The citation said in part: leave the next day. However, during the flight, the
UH-1 was hit by enemy groundfire. And although
“His actions under fire enabled the prompt evacuation the pilot tried to make a forced landing, the aircraft
of casualties and forced the withdrawal of the hostile crashed and rolled down a steep hill and out of sight
force. Lieutenant Darling’s personal bravery and devo- due to the thick jungle canopy.
tion to duty were in keeping with the highest traditions Three crewmen were killed along with Darling
of the military service and reflect great credit upon and Stone. The crew chief managed to jump from the
himself, his unit, and the United States Army.” UH-1 prior to the crash and was found the next day.
Not knowing the exact whereabouts of the aircraft,
Ripcord was abandoned later that day, but 2/506th a rifle platoon was inserted to conduct a search but
returned April 10, and was able to set up the base. From was not able to find the UH-1 due to nightfall. It was
April through June, the battalion continued construction not until May 31 that the aircraft was found, and the
and conducted security operations around the area as bodies, including Darling, were recovered. On June 2,
the 101st continued to prepare for an offensive into the 1970, the Army declared 23-year-old Darling to have
A Shau valley. At Ripcord, a new battalion executive been killed in action.
arrived directing the men to dig defensive positions and Darling’s life had an impact on those who knew
him then and long after the battle. The
battalion chaplain’s assistant, Rick
Blythe, wrote about his experiences at
Ripcord. In a letter home on May 25,
1970, he included the comment, “Our
communications officer was found. His
chopper was all shot up. Only the crew
chief survived. He’s in a state of shock.
Lieutenant Darling was well-liked by
everyone.”
One of Darling’s signal Soldiers,
Ernie Claxon, remembered, “We called
him ‘the Duke.’ He acted like John
Wayne. He was a good man, straight-up
honest good guy. He led by leading.”
Another Soldier in HHC said,
“Darling was a Soldier’s Soldier. He
was an Airborne Ranger. He was a
West Point graduate. I thought he was
an outstanding officer and Soldier.”
The last days of Ripcord began on
July 18, when the PAVN shot down a
Aerial view of Fire Support Base Ripcord. (Signal History Collection) CH-47 Chinook, which crashed into the

Army Communicator 8
artillery ammunition accumulated during
storage area, ignited that one day on an
the artillery ammuni- obscure hill in Vi-
tion, and destroyed etnam. His untimely
six 105 mm howitz- death May 18, 1970,
ers and 2,238 rounds ended his physical
of ammunition. The presence but not his
next day, the PAVN memory.
attacked the base Those who knew
with mortar fire, and Darling remembered
the 2/506th sustained him as friendly, lika-
11 more wounded. ble, and an all-around
At that point, 101st great guy in addition
leadership decided to being a skilled sig-
Ripcord was becom- nal officer. Darling
ing a liability and was posthumously
holding it did not awarded a Silver Star
justify further casual- Medal, Bronze Star
ties. Orders were Plaque dedicated to 1st Lt. John E. Darling Jr. at Darling Hall, Fort Medal, and Purple
issued to abandon Eisenhower (then Fort Gordon), Georgia. (Signal History Collection) Heart.
the base by July 23, On July 8, 1994,
and once all friendly personnel had left, B-52 bombers the 27th Chief of Signal, Maj. Gen. Robert E. Gray,
were sent in to obliterate anything remaining. dedicated the new Soldier Support Center and Garrison
Though he did not serve long as the battalion S6 Headquarters, Building 33720, as Darling Hall, in
for the 2/506th Infantry at Ripcord, Darling should honor of 1st Lt. John E. Darling Jr. Since that time,
be remembered for his actions April 1, 1970, when every Soldier who has attended training at the U.S.
he assumed command of an infantry battalion jump Army Signal School has passed through the doors
TOC, worked to save the lives of his fellow Soldiers, of Darling Hall where several of Darling’s photos,
and direct firepower against the attacking enemy. medals, and Silver Star citation are displayed promi-
Darling made a difference through his leadership nently in the lobby to serve as inspiration for signal
during the chaos and applied all the training he had Soldiers in the 21st century.

Located along Chamberlain Avenue a short distance from Main Gate, Darling Hall is often the first stop
for Soldiers and their family members arriving at Fort Eisenhower, Georgia. (Signal History Collection)

Army Communicator 9
There is Power in Leading with Empathy
Chaplain’s Corner
Chaplain (Maj.) Glen Thompson
U.S. Army Signal School

Do you want to build strong effective teams? Do you want to foster a positive
work environment? Do you really see and value your troops? Are we precep-
tive, adaptive, self-aware, and authentic? As the Army is in an ever-changing
environment, leading with empathy is one way to achieve a safe workspace.
Empathy is one of the character foundations of an Army leader.
Understanding Empathy
Leading with empathy can be complex. According to the Leader Professional
Development published by the Center of Army Leadership (CAL), leading with
empathy can be complicated for six reasons. First, we may not listen well to the
other person. Second, we may believe that showing compassion is a weakness in
the Army. Third, we may lack self-awareness. Fourth, we make the conversation
about ourselves. Fifth, we may want to fix the problem before hearing what the
other person has to say. Lastly, we may be blinded by the mission. Empathy can Chaplain (Maj.) Glen Thompson,
be complicated, but leaders with character adapt and overcome. U.S. Army Signal School
In order to understand empathy, we need to understand what it is not. The Empathy Smart Card produced by
the Center of Army Learning states that empathy is not about you, it’s not feeling sorrow for someone else, it’s
not even acknowledging that hardships exist. Leaders ought not exhibit resistance or limited perspective on
others’ needs. It’s about the ability to comprehend another person’s actions or emotions. It’s an awareness of
another’s problems and understanding their situation. It’s about putting yourself in someone else’s shoes.
Empathy Defined
As defined in The Army Leadership and the Profession (ADP 6-22), “empathy demonstrates an understand-
ing of another person’s viewpoint. It identifies with others’ feelings and emotions.”
Lastly, empathy displays a desire to care for Soldiers, Department of Army civilians, and others. Leaders
must seek to understand someone else’s feelings. Leaders show empathy when they can truly relate to someone
else’s situation and emotions. As leaders, we do not want to lack empathy or not appreciate its importance.
Cultivating Empathy
Field Manual (FM) 6-22, Developing Leaders, states three ways leaders can cultivate empathy. First, be
attentive to others’ views and concerns. Second, personally act to improve situations for Soldiers, DA civilians,
family members, and local community. Third, model empathy for your subordinates. Setting the example of
empathy will be one of the most effective ways.
Conclusion
Leaders must embrace empathy as the military transitions in an ever-changing environment. Leaders must
be approachable and interested in personally caring for their subordinates.
Empathy contributes to professionalism, which drives results. Leaders with empathy have excellent self-
awareness. They strive to understand their teammates by being fully present and exercise active listening.
They find practical ways to serve their team and build mutual trust. Leaders make their subordinates seen,
valued, and heard.
Once empathy is established in the area of operations, it must be maintained. There are excellent resources
to maintain empathy in the workplace. Below you will find three of them:

Empathy Smart Card: https://usacac.army.mil/Portals/1/Organizations/COE/MCCOE/CAL/Empathy%

20Smart%20card%20-%20Aug%202024.pdf?ver=8WMAPq5xFr_YkjACCjBNIg%3d%3d

Leading with Empathy, Leader Professional Development: https://usacac.army.mil/Portals/1/Organizations/

COE/MCCOE/CAL/LPD_Leading_With_Empathy_Quick_Start_Guide_FINAL_v3_20230621.pdf

Empathy Survey: https://usacac.army.mil/Portals/1/Organizations/COE/MCCOE/CAL/

LPD_Leading_With_Empathy_Handout_FINAL_v2_20230621.pdf
Army Communicator 10
Campus Construction, Base Transformation Progressing
Modernization
Article, photos by Laura Levering and MCA4 is planned to house a mix of learning en-
U.S. Army Signal School vironments that will include a 2,000-seat lecture hall
serving as a “shared space for all of CCoE, as well as
the installation, to use,”explained John Batson, deputy
commandant, U.S. Army Signal School.
Batson was among several Signal Corps leaders
who went on a guided tour of MCA2 on Feb. 25.
Brett Wiliford, resident engineer, U.S. Army Corps of
Engineers South Atlantic Division (CESAD), led the
tour and answered questions – one of the main ones
on peoples’ minds being, “When will this project be
completed?”
MCA3 and MC4 have yet to break ground. MCA3
is scheduled to begin construction later this year,
while MCA4 is expected to be included in the FY25
Facility Investment Plan for construction in 2029.
MCA1 and MCA2, on the other hand, are closer to
the finish line.
“They’re on track for construction to finish by the
U.S. Army Signal Corps leaders receive a tour of MCA2, end of this year,” Wiliford said.
which will contain signal and cyber professional military Fitting out the facilities with furniture, equipment
education classrooms and instructional laboratories. and other necessities will likely add an additional 22
months, but Soldiers can anticipate MCA1 and MCA2
Signal Towers was memorialized nearly three will be “troop ready” by 2028. Although it might
seem like a while off, Col. Julia Donley is confident
years ago, signifying a major leap towards moderniza- the wait will be worth it.
tion for both signal and cyber professionals. At the “It is a giant leap forward for signal training in
heart of these modernization efforts is the building comparison to the current 1970s facilities we are
(and completion) of a U.S. Army Cyber Center of using,” said Donley, 43rd chief of Signal and U.S.
Excellence campus. And although there is still much Army Signal School commandant. “It will also be a
work left to do, a recent tour made it evident that a lot greater learning experience for the signal leaders who
of work has been done. are going to come through Fort Eisenhower whereas
Traveling along Chamberlain Avenue, once Fort today they’re struggling with degrading facilities.”
Eisenhower’s main east-west
thoroughfare, it’s impossible not to notice the
progress. To date, several outdated 50-to-60-
year-old buildings have come down and
a sizeable portion of Chamberlain Avenue
closed. In their places stand two Military
Construction, Army (MCA) sites with anoth-
er two in the works.
MCA1 will contain the Cyber School
Headquarters along with a Sensitive Com-
partmented Information (SCI) Training, Re-
search and Network Center. MCA2 will be a
mix of signal and cyber professional military
education classrooms and instructional labor-
atories. It will also house the commanding
general’s command suite and headquarters
staff, a resource center, and conference
rooms. MCA3 is where Advanced Individual U.S. Army Signal Corps leaders leave the site of the future U.S. Army
Training will take place for signal Soldiers, Cyber Center of Excellence campus following a tour of MCA2.
Army Communicator 11
2/502nd IR C2 Fix Best Practices, Recommendations
JRTC 24-10
Capt. Cody Winston Moving forward, we recommend having enough
101st Airborne Division Sustainment Brigade trained drone pilots to operate at least two drones
simultaneously during operations to ensure that the
In August 2024, 2nd Battalion, 502nd Infantry brigade net and all three infantry battalion nets are
Regiment (2/502nd IR) “Falcon” participated in Joint relayed across the battlefield.
Readiness Training Center (JRTC) Rotation 24-10, a C2 Fix Updates
comprehensive exercise that included a large-scale Efforts to extend communication range and ensure
long-range Air Assault (L2A2), brigade-level force-on- connectivity set the stage for the next phase of our
force (FoF) operations, and a brigade live-fire exercise initiative, advancing the mobility and effectiveness
(LFX). of command posts through new C2 Fix technologies.
Throughout the rotation, Falcon continued to The C2 Fix initiative seeks to improve the mobility,
integrate our Capability Set 23 (CS23) Integrated scalability, and survivability of command posts while
Tactical Network (ITN) equipment into our operational simultaneously simplifying the network infrastructure
strategy, rigorously testing its effectiveness in varied commanders use to maintain C2. A key component
and dynamic combat scenarios. Our efforts focused of this simplification process is the use of Android
on enhancing the reliability, interoperability, and Tactical Assault Kits (ATAKs).
functionality of our communications to ensure robust ATAKs are designed to provide Soldiers with a
and seamless command and control (C2). mobile situational awareness tool that enables real-
Below are Falcon’s formal observations and lessons time mapping, secure communication, coordination on
learned regarding integration of the Krause-1000 the battlefield, enhanced decision-making, and
(K1000) drones into our communication architecture, operational effectiveness. Furthermore, the ATAK's
evaluation of the Instant Connect Enterprise (ICE) integration with other systems and sensors helps
Tactical Assault Kit (TAK) application, and continued provide a comprehensive operational picture to com-
efforts to improve our Mobile User Objective System manders at all levels. During this rotation, 2/502nd
(MUOS) on-the-move (OTM) capabilities. IR was tasked to test and validate a new suite of TAK
Krauss-1000 Integration applications. ICE is a new TAK application that we
During JRTC 24-10, 2/502nd IR tested the K-1000’s frequently used throughout the rotation.
effectiveness in extending the range of our Tactical Instant Connect Enterprise
Scalable Mobile Ad Hoc Networking (TSM), a newer ICE is a push-to-talk (PTT) communication plat-
mesh radio networking waveform. The K-1000 is a form that enables real-time voice communications
high-altitude, long-endurance drone designed for across various devices and networks. During JRTC
intelligence, surveillance, and reconnaissance missions. Rotation 24-10, we used the server on our Tactical
The drone's ability to operate for extended periods, Radio Integration Kit (TRIK) to establish, maintain,
coupled with its pseudo-satellite functionality, provided and secure reliable communication between our radios,
us with a reliable airborne relay with recorded air-to- ATAKs, and government cellphones. The server acted
ground links up to 40 kilometers. This minimized as the central hub, processing and managing the data
communication disruptions and ensured that all units transmitted between the ICE application and our bat-
remained connected to the TSM mesh network, talion command net. This integration enabled secure,
regardless of their location on the battlefield. instantaneous voice communications across the battal-
Due to a shortage of drone operators, 2nd Mobile ion and facilitated rapid sharing of critical information
Brigade Combat Team, Strike, could only pilot one amongst key leaders. It also enhanced our ability to
K-1000 at a time. This limited our capabilities because make timely decisions and synchronize efforts across
each drone can only retransmit two TSM nets simulta- the battlefield.
neously. To overcome this obstacle, Strike dedicated We positioned the TRIK Voyager 8 in the rear to
one net to the brigade and prioritized the other net to safeguard it from electronic warfare and enable the
whichever battalion was the main effort in the fight. brigade to sustain beyond-line-of-sight (BLOS)
At the battalion level, we also directed each platoon communications during site jumps. This ensured our
leader to monitor the brigade TSM net to ensure the brigade maintained over-the-horizon capabilities and
commander had a direct link to each element, regard- enhanced the reliability and range of our communica-
less of which battalion is the priority. Additionally, tions systems in a hostile environment. However, the
the K-1000’s availability relied heavily on the weather. effectiveness of our communications was significantly

Army Communicator 12
impacted by a ineffective during
key limitation of combat operations.
ICE: its reliance This is primarily
on Wi-Fi con- due to its inability
nectivity. Wi-Fi to maintain a stable
networks are signal in challeng-
often unreliable, ing environments
susceptible to such as wooded
jamming, and areas and lower
difficult to se- ground. The anten-
cure, especially na struggles to
in dynamic com- perform effectively
bat situations. because dense
This dependency vegetation and
not only forces terrain obstacles
units to operate can obstruct the
within the lim- signal path, leading
ited range of to service loss and
network access unreliable commu-
points, reducing nication. As a re-
mobility, but 2/502nd IR ICE Data Flow sult, this limitation
also creates an impacts our ability
electronic signature that can be detected and exploited to maintain consistent and dependable communication
by the enemy. with higher headquarters and other units in these criti-
Furthermore, we found that the audio volume and cal conditions.
options for ICE on ATAK were insufficient, making One potential solution to improve signal reception
it difficult to hear communication traffic during oper- is upgrading the fielded antennas with high gain or
ations. One improvement we recommend is increas- multi band models that are designed for challenging
ing the volume levels and adding customizable audio environments. Additionally, signal boosters or repeat-
settings to better accommodate the noisy and dynamic ers would also allow us to extend and amplify the
environments typical of battlefield conditions. MUOS signal in weak areas.
Additionally, creating an additional USB-C port Conclusion
on the ATAK would enable us to use headphones During JRTC Rotation 24-10, 2/502nd IR advanced
without having to disconnect from the docking station its communication capabilities through rigorous testing
on the chest rig. Implementing these enhancements and integration of new technologies. We effectively
will ensure clearer communication and more effective used Krauss-1000 drones to extend our communication
coordination amongst units. range, though limitations in drone availability and op-
MUOS On-the-Move erational conditions highlighted the need for increased
Our final initiative focused on improving our deployment and training.
MUOS on-the-move (OTM) capabilities. As MUOS Our use of ICE demonstrated improvements in
is our primary means of communication with higher secure, real-time communication, but exposed issues
headquarters and company command teams, enhanc- with its reliance on Wi-Fi and poor audio settings.
ing its effectiveness is crucial. From a vehicle per- We also encountered performance issues with the
spective, we installed two Ultra High Frequency MUOS man-pack antenna, particularly in obstructed
(UHF) X-wing antennas on our C2 box truck. This environments.
new antenna configuration provided more reliable Moving forward, we will address these challenges
and robust communication links while on the move by seeking to deploy additional drones for expanded
and expedited main command post site setup. coverage, enhancing ICE’s audio and connectivity
Given these positive results, this solution could be features, and looking into the feasibility of upgrading
implemented across all command vehicles, especially our fielded antenna systems. By implementing these
since the fielded ITN MUOS antennas have proven recommendations, we will further strengthen our oper-
less effective. Unfortunately, the MUOS antenna ational effectiveness in communications and ensure
fielded with the man-pack radio continues to prove that we find a way to win in the fiercest conditions.

Army Communicator 13
Enhancing Leadership through Organizational Writing
Words as weapons
Capt. Mike Martinez tasks battalion S3
U.S. Army Command General Staff College to make an opera-
tion order for a
Military leaders must master communication and training event, and
leadership skills because these abilities improve their if that order is not
performance and prepare their unit's future leaders. clear on the task, it
Field grade officers who master these skills become leads to the compa-
essential leaders who guarantee their unit's success ny commander
while developing future leaders. wasting time in
The structure of a military organization relies on understanding the
field grade officers to serve as indispensable team task and potentially
members because they ensure that a unit runs efficient- wasting resources,
ly by understanding the commander's priorities within which can delay
the unit, they can quickly solve complex problems, the execution of
and they can effectively manage a team that accom- the task.
plish tasks to meet the needs of the commander's intent. Preventing
As a field grade officer, it is essential to be knowledge- mismanagement of
able in reading and writing to leverage those skills to time and resources Capt. Mike Martinez, U.S. Army
communicate effectively and develop and increase within an organiza- Command General Staff College
junior leaders' performance. tion requires leaders
Moreover, field grade officers can successfully to take the time to develop and execute leadership
develop a robust organization by creating a writing development for junior leaders, such as writing
program within the unit because effective writing can programs to build junior leaders into influential team
solve complex organizational problems, it develops members within an organization. A leader develop-
confident leaders, and it builds trust that enhances ment program assists in transforming Soldiers and
communication, ensuring all team members are aligned Army civilians into experienced and confident leaders
with the unit's vision. who can lead teams and organizations effectively.
Solving complex organizational problems is possi- Throrne (2017, p.1) explains that the leader develop-
ble with an effective writing program by articulating ment process is intentional, ongoing, incremental, and
risks and providing a solution that minimizes the anchored in Army Values.
resources needed to solve the issue. An organization's Building an effective writing program requires
power to influence outside the chain of command is the organizational leader to assess the specific writing
valuable because senior leaders can prioritize that unit needs and objectives of the junior leaders within the
and allocate the necessary resources to solve problems. unit to ensure relevance and applicability. The next
Effective writing is a technique for influencing step is to design a structured curriculum. It should
senior leaders. Writing a one-page information paper include real-world scenarios such as publishing an
on a problem set enables senior leaders to digest the article or practicing writing executive summaries that
information quickly and decide what resources are can help junior leaders understand the impacts of
needed to solve that problem. Ault and Kem (2019, effective communication through writing. It can also
p.109-110) emphasized that the ability to write clearly help those leaders learn how to synthesize a lot of
and concisely in proper English is instrumental in information into one paragraph early in their careers.
defining and solving problems. Therefore, detailed Effective writing builds credibility and trust within
and precise individual writing can help a unit gain the an organization that can help solve complex problems.
necessary resources or change policies to solve issues Building credibility and trust requires creating a posi-
within a unit. tive climate where leaders can allow their team to feel
A writing program can help develop confident valued and empowered. According to ADP 6-22 Army
leaders within an organization to achieve the unit's Leadership and the Profession (2019, p.6-68), leaders
vision. Leaders who do not understand how to write build trust and boost morale by engaging with their
clearly and concisely can fail due to creating confusion team members, communicating honestly, ensuring fair
among personnel, leading to mismanagement of time treatment, and acknowledging individual contributions
and resources. For example, if the battalion commander and collaborative efforts. Through encouragement and

Army Communicator 14
trust, leaders can encourage subordinates to publish teams into confident leaders, and building trust that
articles on lessons learned during training exercises or will align an organization with their goals.
identify innovative materiel or non-materiel solutions Communicating through effective writing is essen-
that can address existing gaps for the entire Army. tial to ensuring complex issues, such as gaining the
Publishing articles can share knowledge and demon- proper resources, are resolved. Additionally, a writing
strate the organization’s commitment to continuous leader development program can help junior leaders
improvement and collaboration. Furthermore, an become effective writers and critical team members by
organization well-known in the Army community teaching them to take a lot of information and provide
encourages other units to provide recommendations the bottom line upfront for a commander or senior
to aid their success, whether in garrison or during real- leader. Effective writing can establish credibility with-
time operations. This collaborative approach strength- in a team by developing information papers highlight-
ens relationships and enhances overall effectiveness ing the problem and solutions and publishing articles
across the Army. focusing on lessons learned and new materiel or non-
In conclusion, writing programs within a unit can materiel solutions. Overall, effective writing ensures
help field grade officers successfully develop an effi- there is a shared understanding across the organization
cient organization by solving complex issues, shaping that leads to the mission’s success within the unit.

Bio
Capt. Mike J. Martinez is a signal officer currently assigned as a student at U.S Army Command General
Staff College at Fort Leavenworth, Kansas. Martinez earned a Master of Science in Information Technology
Management with a concentration in Information Assurance and Cybersecurity Management, and a Bachelor
of Liberal Arts in Criminal Justice from the University of Texas at El Paso. Notable assignments include
capability developer within Army Future Command, a fellow from the Training with Industry program with
Verizon, and a battalion S6 within 502nd Military Police Battalion (Criminal Investigations Division).

References
Ault, Robert T., and Jack D. Kem. “Where Field Grade Officers Get Their Power.” (March-April 2019): 108–
16. Accessed July 23, 2024.
http://www.armyupress.army.mil/Portals/7/military-review/Archives/English/MA-2019/Ault-Kem-Field-
Grade.pdf.
Headquarters, Department of the Army (HQDA). Army Leadership and the Profession. Army Doctrine Publi-
cation (ADP) 6-22. Washington DC: Department of the Army, 2019.
https://rdl.train.army.mil/catalog-ws/view/100.ATSC/72D4C9DC-B1F1-45F7-8BB0-148CBA9AF247-
1428690957971/adp6_22.pdf
Thorne, Colin B. “Improving Junior Infantry Officer Leader Development and Performance.” Master of Mili-
tary Art and Science (June 2017): 224

Army Communicator 15
‘Lion’ Brigade Takes New Approach to Training
Change is needed
Lt. Col. Julie Leggett, Maj. Jonny Edmunds field together in a race to install.
35th Corps Signal Brigade For SNN teams, the real test comes as they experi-
ence complex challenges at the team level and techni-
Training Circular (TC) 6-02.1 was published in cally troubleshoot and think critically, while isolated
July of 2019, coincidentally before the fielding of the from other peers and leaders in their organization.
first expeditionary signal battalion-enhanced (ESB-E). This is the scenario we must replicate in training,
This latest version of the training circular included where there is no available on-site assistance. SNN
new “Signal Assessment Tables” (SATs) drawn from teams require a new approach to training, and it must
models of maneuver branch gunnery tables. Similar to be centered around the critical high-payoff tasks in
tank and Bradley gunnery, the SATs escalated from ESB-Es: troop leading procedures (TLPs). Priority
individual, to crew, to section training, certification, should focus on training, certifying, and validating
and validation, including a total of seven tables. the four-man SNN team as the unit of action and as
When this TC was published, most signal elements an isolated element.
still operated Warfighter Information Network-Tactical The training also requires teams to perform mounted
(WIN-T) Increment 1b or 2 assets, which included navigation at night to link up with the supported unit,
multiple four to eight-man teams that combined into and then perform signal site selection while assuming
sections responsible for providing services. enemy observation. Ultimately, this level of training
For example, under the WIN-T architecture, a will equip the SNN team to perform in real-world
Satellite Transportable Terminal (STT) or Phoenix scenarios where they are attached to supported units
(PHX) team is responsible for satellite transmissions, without the comfort blanket of mid-grade leaders from
and a Joint Network Node (JNN) or Command Post their organization and company network operations
Node (CPN) team is responsible for network services, (NETOPS) support on site. Advanced SATs will ready
which forced units to integrate separate nodal and teams beyond the fundamentals, empower them to solve
transmissions teams to provide user services. In this complex problems, gain confidence in operating inde-
case, section training was relevant and still applies to pendently, and ultimately produce expert Signaleers.
brigade combat teams, division signal companies, and The graph on the next page depicts 35th CSB’s
S6/G6 staff sections that operate WIN-T equipment approach to develop advanced SATs tailored to SNN
today. However, with the advent of ESB-Es, “section” teams and ESB-E formations. The “Future State”
training validation (tables V-VII) are no longer an emphasizes the glidepath of individual warfighting
appropriate model, given smaller Scalable Network tasks, technical skills, and collective tasks at the team
Node (SNN) teams of network communication systems level. Instead of the traditional seven gunnery tables,
specialists (25H) that operate both the satellite terminal 35th’s proposal features individual validation followed
and network node. With the four-man SNN team, there by qualification on an advanced SAT. This approach
are no longer separate STT teams and separate JNN/ provides the opportunity for multi-echelon training that
CPN network teams that would require validation to- extends to the battalion and brigade levels, all designed
gether as a section. Therefore, training conducted sim- to integrate within a rapid deployment timeline.
ultaneously with multiple teams reduces the complexity The advanced SAT is TLP-based, empowering
for the SNN team, which would otherwise operate team leaders with the critical thinking skills to receive
alone and unafraid. a mission, make their own plan, reconnoiter, and then
Since the model has not yet formally changed, units perform mounted navigation to link up with a notional
often attempt to comply with concurrent team training or real supported unit. Once on the objective, teams
to form sections. However, this “section training” re- are then required to think critically and solve problems
sources the team with oversight and increased cognitive as they are evaluated on signal site selection and equip-
diversity they wouldn’t typically have on site during ment installation procedures. This new validation stand-
missions. ard will increase competency and confidence at both
The validation of eight or more Soldiers in a section the individual and team levels.
formation would provide cognitive and experiential While this condensed but more challenging training
diversity in training that is not available on a real-world solution appears to be working for teams in the 35th
mission. Any training above a four-man team configu- CSB, there needs to be broader change in the signal
ration will essentially make validation easier, especially community. Without the ability to lock crews sternly
when units interpret validation as lining up nodes in a on a training glidepath like Bradley or tank crews,

Army Communicator 16
signal training often ends up being ad hoc and on-the- It is time for signal leaders to notice that change is
job-training, either partially validating teams or fully needed, to include publishing a communally reviewed
validating a partial team. Adopting a model with update to TC 6-02.1 that acknowledges the ESB-E
individual prerequisites prior to a one-time team equipment set. Along with updating the TC, revised
validation gives Soldiers back their greatest resource SATs need to be introduced across all signal profes-
of all: time. This additional time will allow them to sional military education to ensure that Soldiers
approach training support missions and real-world arriving to all tactical signal formations understand
operations with a fully certified team in-lieu of a the processes and standards for training and evaluating
seven-step certification process. team readiness.

Bios
Lt. Col. Julie Leggett is the brigade S3 for 35th Corps Signal Brigade. Her previous assignments include
battalion executive officer and Network Operations officer-in-charge at the 112th Signal Battalion (Special
Operations) (Airborne), tactical officer at the United States Military Academy at West Point, and brigade S6
and signal company commander for 3rd Armored Brigade Combat Team, 1st Cavalry Division.

Maj. Jonny Edmunds is the executive officer for 63rd Expeditionary Signal Battalion-Enhanced at Fort
Stewart, Georgia. His most recent previous assignments include student at Command and General Staff
College, small group leader/instructor at the Signal Captains Career Course, and company commander at
44th Expeditionary Signal Battalion.

Army Communicator 17
A Look at the Impact of ITN Equipment in the LSB
Transformation in Contact
1st Lt. Katie Szewczyk task forces for-
U.S. Army Signal School ward, who move
autonomously
In Military Review’s article, Continuous Transfor- from the LSB.
mation, Gen. James E. Rainey states, “As technology This disbursement
makes warfare more complex, the difference between requires an in-
skilled and unskilled armies becomes more pronounced. creased reliance
The real impact of technology is that it will increase on communica-
punishment of unskilled commanders and untrained tion capabilities
formations. The consequences of failure to adapt will in accordance
be severe” (Rainey, 2024, p.11). with the Primary,
The 225th Light Support Battalion (LSB) is doing Alternate, Contin-
Transformation in Contact (TiC) in the near-term, gency, and
which will inform deliberate transformation and Emergency
concept-driven transformation in the long-term. This (PACE) plan to
article will highlight the implementation and impact effectively com- 1st Lt. Katie Szewczyk,
of fielding Integrated Tactical Network (ITN) and com- municate with U.S. Army Signal School
mercial off-the-shelf (COTS) equipment in the LSB, the LSB, as well
within a light brigade combat team (LBCT) prototype. as the maneuver task forces they support. Not only does
It is crucial to develop strategies and foster a culture this require modernized equipment, but it also requires
of innovation to ensure 225th LSB remains adaptable the battalion (BN) S6 team to diligently review equip-
and connected. The 225th tried and tested its new ment allocation as requirements change. The BN S6
“Light” concept with mission command (MC) and team must continually monitor each BN C2 node, each
command and control (C2) during real-world exercises CLP, and simultaneously support every company com-
Nakoa Diamond 24-04, Nakoa Fleek 24-04, and the mand post (CP) to ensure the LSB is fully operational.
Joint Pacific Multi-Readiness Center (JPMRC) 25-01 Once clustered and the S6 team is split to support each
international exercise on the Island of Oahu. cluster, these requirements become increasingly chal-
Background of Brigade Support Battalions lenging as the team is stretched across additional light
Brigade support battalions (BSBs) are the backbone logistic clusters.
of logistical, medical, and maintenance support. They Implementation of ITN
enable brigade combat team (BCT) commanders to ITN secures its place with the goal of having
maintain freedom of action, operational reach, and pro- multiple means to communicate in case one link goes
longed endurance. TiC transformed 225th BSB to 225th down. These multi-channel radios provide satellite
LSB. The drive to be lighter, faster, and more dispersed communication (SATCOM), Mobile Ad-hoc Network
to support the LBCT altered the communication system (MANET), and resilient waveforms, all on one single
requirements for the organization. The LSB, formerly radio platform, thereby providing the warfighter with
task organized as a BSB, historically operated collocat- multiple options. ITN provides a simplified, independ-
ed in a brigade support area (BSA). The shortened kill ent, and mobile network solution that is available
chain, as seen in Ukraine with unmanned aerial system down to the small unit dismounted leader, facilitating
attacks, as well as the LSB transformation, requires LSB MC, situational awareness, and accurate position
commanders to transform their C2 structure to be lighter location information (PLI) air to ground. ITN includes
and more dispersed. several varieties of high-capacity, line-of-sight tactical
The 225th LSB has prototyped a ‘light logistic radios, including both single channel radios and dual
cluster” concept, disaggregating the BSA into multiple channel leader and manpack radios. It includes voice
C2 nodes to reduce their physical and spectral footprint. and data gateways, tactical cross domain solutions,
The cluster concept forces company and battalion variable height antennas, and small satellite terminals
headquarters to execute distributed MC by splitting with capabilities that enable transmission between
into three separate light logistic clusters. Company different formats and vehicle-based kits. ITN radios
capabilities are task organized to support maneuver bat- deliver applications through the Nett Warrior end-user
talions based on their requirements. The general support device, Android Tactical Assault Kit (ATAK), to
company’s (GSC) combat logistic platoons (CLPs) are consolidate the air, ground, and fires into a single
under the operational control (OPCON) of the maneuver common operating picture. ITN technologies enable
Army Communicator 18
communications through sensitive but unclassified- down to the team level. The ability to communicate in
encrypted (SBU-E) enclave, providing a network that real time, with full mobility and regardless of terrain,
is more secure and resilient by offering units multiple is critical.
network communication pathways in contested or While the intent of the ITN fielding was to phase
congested communications environments. out legacy equipment through the implementation of
The LSB’s current Modified Table of Organization ITN, the LSB still requires legacy systems to fill gaps
and Equipment (MTOE) is built around a centralized across its formations to ensure seamless communica-
concept for a legacy infantry brigade combat team tion. When 2nd LBCT(P) received their initial ITN
(IBCT) and does not support the light, fast, and fielding, we utilized contractor support for vehicle kit
disaggregated LBCT/LSB. The introduction of ITN configurations; contractors assisted with adapting the
provided modernized communication capabilities but older components to work with new software and
also posed challenges in ensuring interoperability with phased out some equipment entirely.
legacy systems. With the desire to be light and mobile, Mounted Mission Command-Software (MMC-S)
legacy at the halt systems are no longer effective in is a software-only upgrade to Joint Battle Command-
2LBCT (Prototype). We have shelved the Tactical Platform (JBC-P), providing digital C2 and situational
Communications Node-Lite (TCN-L) and Satellite awareness at all echelons to the mounted, dismounted,
Transportable Terminal (STT) and integrated and CP domains.
Starshield, Mobile Broadcast Kits, and Scalable Class MMC-S provides all movement and maneuver
of Unified Terminals (SCOUT) to provide end-users applications and Warfighting Functions, including the
with a reliable and mobile non-classified internet pro- integrated common operational picture (COP), Intel,
tocol router (NIPR) connection. Each user accesses Fires, Engineering, Medical, Logistics and several
the NIPR network via a virtual private network other third-party applications. It receives over-the-air
(VPN). While legacy systems such as Advanced updates for maps, software, security patches, and
SINCGARS System Improvement Programs (ASIPs) network keys. MMC-S utilizes the existing JBC-P
and Army Navy / Portable Radio Communications components, requiring only a new software update to
(AN/PRC-148) Multiband Inter/Intra Team Radios run. MMC crosses domains with the Tactical Assault
(MBITIRs) still have their place within platoons to Kit (TAK) network for instant message (IM) free text
assist the fielding gap of ITN equipment, ITN has chat and PLI to monitor troop and convoy movement.
solidified its place and relevance at the command The TAK network provides real-time PLI based off
levels and CPs. Understanding the new equipment, GPS locations.
implementing it into the organization, and adapting to Currently, we run our TAK software off MiFi
it are the exact goals of an ‘Always Ready’ unit that is pucks and mobile broadcast kits. The Windows Tacti-
transforming in contact. cal Assault Kit (WinTAK) Nett Mission Planner
Legacy systems required our CPs to spend a sig- (NMP) has been designed and developed to run on
nificant amount of time to setup a communication the Windows operating systems in both tactical and
package. For example, the TCN-L package requires C2 environments. The ATAK software application
two vehicles with trailers, generators that need to be runs on a Samsung end-user device, which is mounted
grounded, and power generation prior to any network to the individual user’s Improved Outer Tactical Vest
setup. The mobile WiFi (MiFi) pucks can be pre- (IOTV). ATAK is an extensible, collaboration system
charged and provide on the move NIPR capabilities that provides situational awareness by integrating
prior to the establishment of a CP. Alternately, the imagery, maps, and information overlays over a tacti-
mobile broadband kit (MBK) and Starshield can be cal meshed network. WinTAK promotes information
easily powered through solar generators or tactical flow and communication from the tactical environ-
vehicles through a power inverter kit. To fully setup a ment to command enterprise locations. Both TAKs
CP with a TCN-L, at least four Soldiers are required; share the same common operating picture, can send
with new ITN equipment, a single Soldier can setup data packages, and cross domain.
an entire CP with three radios, three external antennas, The MBK, MiFi, and Starshield package have
one laptop, and a MBK or Starshield. With a signifi- begun to replace the LSB’s tactical network vehicles
cantly smaller and more user-friendly communication like the TCN-L and STT. This was a seamless transi-
package, the S6 team can meet the disaggregated tion for the LSB, especially with the NIPR Windows
intent and split our shop throughout the clusters for 11 upgrade providing every user a VPN through Cisco
technical support. AnyConnect, enabling wireless NIPR connectivity
How the LSB Integrates these Systems anywhere. These wireless capabilities allow our users
Voice communications have been, and should to connect to the NIPR network through WiFi
always be, the bedrock of tactical communications. (Cellular 4G/5G) on the MBK or MiFi, as well as
They must be seamless, BCT-wide, and at minimum WiFi via satellite on the Starshield. This transition
Army Communicator 19
provided a much faster setup and on-the-move capa- will continually adapt in real-time as Soldiers move
bility for the LSB. across the battle space, fall out of the mesh, or create
The fight directly impacts the effectiveness and a new hop between systems. 2nd LBCT(P) utilized
longevity of combat operations. Given the LSB’s VHAs and a K1000 drone with a repeater radio
pivotal role, reliable communication becomes more attached to extend this mesh during our exercises.
than just a matter of tactical advantage; it becomes Each cluster is allocated three AN/PRC-158,
the lifeblood of the organization. To increase surviva- one AN/PRC-160, one WinTAK, one Starshield,
bility, 225th LSB disaggregates into three clusters to and one MBK at a minimum. One AN/PRC-158
shrink our physical and spectral footprint. This forces radio supports external channels to other CPs across
the S6 to reorganize communication asset distribution the island, the second radio supports internal channels
to ensure each BN node can effectively communicate within the cluster, and the third monitors and reports
with adjacent units. Each node must be able to execute to higher echelons. Internal to each CP, we use the
seamless external and internal communications. FM and TSM waveform; external to each CP, we use
The introduction of ITN has created a robust net- BLOS MUOS and FM with extensions or retransmis-
work with a coherent communication groundwork sion teams in place to relay FM communications.
to support these nodes. Disaggregating into these The WinTAK at each CP provides the data IM
separate clusters and utilizing fewer radios and net- feature to all leaders across the formation with ATAK.
work assets to run a CP through ITN has majorly The MBK at each CP provides end-users a NIPR con-
lowered our spectral footprint on the battlefield. nection via VPN; this allows a staff that is dispersed
Currently, the LSB utilizes the AN/PRC-158 across three locations to simultaneously participate in
Harris Radio to dual channel frequency modulation creating products and supporting military decision-
(FM), TSM, and primarily Mobile User Objective making process (MDMP). The main cluster CP utiliz-
System (MUOS). This radio is a modular dual channel es the Starshield and an additional radio to monitor
radio, capable of running a wide variety of software and report on the brigade nets.
communications architecture through narrowband The Way Forward
and wideband waveforms. These waveforms include: As the Army adapts and evolves its network to
MUOS, TSM, FM, ultra-high frequency (UHF), UHF reduce complexity and tailor capabilities at each eche-
SATCOM, integrated waveform (IW), Soldier Radio lon, it relies on persistent experimentation, fielding,
Waveform (SRW), and a robust tactical network. The and Soldier feedback to refine network operational
LSB uses this radio in the main company and cluster concepts.
CPs to talk beyond line-of-sight (BLOS). Driven by TiC, 225th LSB is experimenting with
Through the AN/PRC-158 and the AN/PRC-163, new ideas and innovative efforts. Overall, the Army
we utilize the TSM waveform which provides a self- must prioritize communications modernization across
forming, self-healing, and infrastructure-less MANET. the entire formation, or it risks sustainment formations
It is designed from the ground up to support simulta- with significant communication gaps. Sustainment
neous voice, data, video, and position location infor- formations require ITN in their formations to stay
mation in a single tactical network. While using TSM, integrated with their maneuver counterparts. ITN has
every radio is a receiver, transmitter, and relay; there enabled 225th LSB to demonstrate C2 on the move.
are no restrictions to the number of radios that can be Integrating ITN into units is paramount to allowing
in a mesh MANET. TSM has a wide network cover- units to tailor capabilities based on their needs and
age (depending on terrain and hops), and the network continue the desired transformation.

Bio
1st Lt. Katie Szewczyk commissioned into the Signal Corps in 2021 after graduating from Youngstown
State University, Ohio, with an undergraduate degree in English. She has supported or led signal domain
operations from the tactical to the strategic level. Her previous assignment was in the 25th Infantry Division,
2nd Light Brigade Combat Team (Prototype), 225th Light Support Battalion as the S6 OIC. She is currently
a student in the Signal Captains Career Course at Fort Eisenhower, Georgia.

Reference
Marcus, James. E. (2024). Continuous Transformation. Military Review - Army University Press.
https://www.armyupress.army.mil/Portals/7/military-review/Archives/English/September-October-2024/
Continuous-Transformation/Continuous-Transformation-UA.pdf
Army Communicator 20
DEO Workshops Transform Visions into Solutions
Improving readiness
Sgt. Malcolm Pope insight into how they can use the Microsoft A365
2nd Theater Signal Brigade Power Platform tools in their daily operations. The
workshop allows attendees to gain experience and
enhance their skills by testing ‘Power Tools’ such as
Power BI, Power Apps, and Power Automate as part
of these applications’ continuous development and
enhancement. Each application enhances the users’
data collection and analysis abilities.
Power Apps: Used to create applications for vari-
ous processes and will serve as a foundation for the
entire project. With the Invoice Project, Power Apps
improve upon the existing CAIRS application and
create a more responsive design that is more appealing
and encourages an improved user experience.
Power Automate: Used to automate and streamline
repetitive tasks to save time and optimize performance,
reduce user error and improve employee satisfaction.
Power BI: Provides the opportunity to seamlessly
connect to various data sources, allowing the Resource
Sgt. Christian Van De Kamp, data officer, 2nd TSB, writes Management team to fully integrate all sources re-
notes during a software development workshop Nov. 22, quired to generate the most accurate reports. Power
2024. (Photo by Candy Knight, 2nd TSB) BI ensures real-time insights are accessible, with inter-
active visuals promoting improved user experience.
The 2nd TSB continues to seek out innovative
The 2nd Theater Signal Brigade’s (TSB) Data initiatives that enable the brigade to deliver integrated
Engineering Office’s (DEO) mission is to identify and and interoperable theater communications and cyber
implement innovative approaches to enhance one of capabilities to enable decision dominance across all
the brigade’s essential tasks: data collection and strate- levels and phases of war in support of combat forces
gic usage. A significant aspect of the DEO is Software and mission partners in Europe and Africa.
Development. This team is at the forefront of the
Army's efforts to create automated, data-driven pro-
cesses and operations aimed at improving readiness
through predictive analysis.
The team is currently developing applications for
the brigade’s Resource Management Directorate's
Invoice Project. The Invoice Project revolves around
its configuration, accounting, integrity, reports, and
security application. The Directorate's budget team
expressed concerns and identified the need to transfer
all financial responsibilities from CAIRS to a new plat-
form to reduce costs and enhance overall performance.
DEO members, along with Finance and Procurement
team members, came together to accomplish this task.
The DEO’s Software Development team aims for an
application production date of May 2025. Implement-
ing the application will save 2nd TSB an estimated
$1.2 million annually.
The DEO hosts a Power Platform Workshop each
Friday to aid with application and software develop-
ment. The workshop provides a forum for data The 2nd TSB’s DEO team poses for a photo during a
officers, software engineers, and developers within software development workshop. (Photo by Candy Knight,
the European Theatre to collaborate and gain better 2nd TSB)
Army Communicator 21
Making Decisions through Data Overload
It begins with commanders
Maj. Christopher M. Dirks is important, present this information to the commander
1st Armored Brigade Combat Team to make decisions.
Lastly, the U.S. Army must utilize artificial intelli-
An armored battalion commander is ordered to de- gence (AI) to help limit human error and convert data
stroy an enemy armored company near a pass to enable to information faster. With these three supporting
brigade maneuver. When the commander arrives at the efforts, commanders can focus on the pieces of infor-
objective, there are reports over frequency modulation mation they require to make accurate decisions.
(FM) that the main effort is in direct contact with a As with all operations, the solution to solve data
platoon of tanks. Then, a report comes from battalion overload starts with commanders.
scouts observing a platoon of enemy engineer assets DSM and CCIR
moving toward the pass. The commander’s S2 reports Without filters to screen out irrelevant information,
a heavy armored company maneuvering north of the commanders can quickly become overwhelmed by the
battalion’s location. At the same time, the battalion amount of data they consume. Commanders dictate
observes drone footage from One System® Remote the data they wish to receive by determining what
Video Terminal (OSRVT ) showing an anti-tank decisions they want to make in their DSM. The DSM
infantry platoon south of the pass. The electronic outlines decisions they need to make based on future
warfare platoon leader is reporting over the Joint Battle events, decision points, and friendly actions (ADP 5-0,
Command Post (JBCP) that a brigade-sized electronic 2019, p. 2-6). A prime example is the commander’s
is identified 20 kilometers away. Tactical Airspace decision to commit reserve forces. From the DSM,
Integration System (TAIS) is shown on the current CCIR is designated from likely information needed to
operations floor, displaying multiple rotatory and fixed make said decisions.
air assets in the air. Simultaneously, the fires support The DSM and CCIR are not new concepts, and they
officer (FSO) states that a battery received counterfire are usually created and approved after war-gaming
and is recommending a change to the High-Priority during the Military Decision-Making Process (MDMP).
Target List (HPTL). The issue is that the DSM and CCIR are rarely updated
In today’s large-scale combat operations (LSCO) during operations. An example is during Warfighter
environment, commanders, like in the scenario above, Exercise (WFX) 24-5 when “several challenges related
receive more data at a condensed time than ever before. to tracking the status of CCIRs and aligning them to
The average person consumes 74 gigabytes (GB) of the scheme of maneuver ... The sheer number of CCIRs
data daily, and this number is growing by 5% per year resulted in staff desynchronization and a loss of collec-
(Heim and Keil, 2017). In context, the amount of data tion focus due to unmanaged data” (Warfighter 24-25
used to send astronauts to the moon in 1969 was Report, 2024).
0.000076GBs, or 4 kilobytes of random-access memory Updating and validating CCIRs should occur mini-
and 72 KBs of read-only memory (Kurinec, 2023, p. 9). mally daily or as new decisions are required. This also
The average data consumption in today’s society means commanders must validate and update their
typically focuses on one streaming system at a time DSM throughout the operation. Updating CCIRs and
rather than multiple at once (TikTok, YouTube, etc.). DSMs is as, if not more, important than establishing
Commanders on the modern battlefield do not have them during MDMP. Focusing on minimal CCIRs
that luxury. They will receive reports and information allows the staff to identify gold nuggets in the stream
from various sources simultaneously, leading to stalled of data to help commanders make the correct decision.
decision-making due to either data overload or missing With the updated guidance on the information required
key pieces of data due to data saturation. to make new decisions, the staff can start filtering the
How can commanders make rapid and accurate data they receive.
decisions in such an environment? The solution to this Data versus Information
is three-fold, with two already in Army doctrine. It is essential to understand the distinction between
First, commanders owe their staff a list of essential data and information. Data is factual material used for
information, usually published in a Commander’s Criti- discussion or calculation (Webster, 2025). Information
cal Information Requirement (CCIR), which feeds into is knowledge obtained from the study, usually derived
the Decision Support Matrix (DSM). from previously gained data (Webster, 2025).
Second, staff officers need to filter data into usable Staff officers produce information by filtering data
information and, using knowledge to understand what and, with their knowledge and experience, provide the
Army Communicator 22
Figure of the Knowledge Management Cognitive Pyramid. (Matthew Viel)

information to commanders to enable decision-making increase the probability that commanders always have
(see Figure). With their wisdom and insight, they will the necessary information available to make decisions.
take this information and make decisions. AI Analysis in the Fight
Commanders have little use for data, as it lacks AI systems have already been established at a
analysis and structure. Army staff officers must en- minimal scale to help staff officers quickly provide
deavor to provide commanders with information that information to commanders. An example is Camo-
has been thoroughly analyzed and vetted. GPT, which can tell S4 how many kilometers a tank
An example of briefing data is the S6 stating the can maneuver if followed by a full M978A4. The issue
status of retransmission, showing a line-of-site (LOS) is that Current Mission Command Information Systems
slide, and detailing why the ‘C’ in the Primary, Alter- (MCIS) do not yet harness modern AI systems' full
nate, Contingency, and Emergency (PACE) plan is power and benefits.
down. While these are facts, little analysis has been AI can help staff officers who are tired, cold, and
conducted to provide commanders with quantitative hungry make fewer mistakes when pulling information
information to make decisions. Instead, the S6 should from data. We can see examples of this in the game of
identify why a loss of a key terrain will hinder lines chess. Stockfish is an AI that helps players plan future
of communication, leading to commanders changing moves. The best chess grandmasters in the world can
their CCIR. Each warfighting function (WfF) has only calculate up to three to four moves ahead. Stock-
information the commander needs to know to succeed fish can calculate up to 15. That is a difference of 70
on the battlefield. trillion possible moves that AI can calculate compared
Staff officers must use CCIR to focus on the data to the best players in the world (Allis, 1994). Each
that will provide the information required to make WfF can benefit from using AI to help analysis data.
decisions. However, even the most competent staff S6 can use AI to help update the PACE plan by
officers make mistakes and either miss a critical piece pulling friendly locations off the common operating
of information or flood the commander with infor- picture (COP) and deconflicting with the enemy situa-
mation that is not required. To mitigate this, using AI tional template (SITTEMP). S2 and S3 can use AI to
Army Communicator 23
conduct better battlefield simulations allowing AI to In modern-day LSCO, commanders will be over-
calculate causalities in the Correlation of Forces Model, loaded with data and require pertinent information to
allowing a more accurate assessment during wargam- make critical decisions to win on the battlefield. The
ing. Commanders can use AI to provide predictive Army can achieve this through three methods: com-
actions and information required to win on the battle- manders provide a descriptive and updated DSM,
field. Additionally, AI has been used to respond to which feeds into a defined CCIR; ensure staff can filter
tendencies and provide recommendations based on data into usable information and use their knowledge to
prior actions (Carli, 2011, p. 26-35). AI may offer ag- provide the commander with insight to make decisions;
gressive recommendations to commanders who tend to and lastly, the next generation of AI should be integrat-
be more aggressive and vice versa. AI can also recom- ed to support staff and commanders in prioritizing and
mend changes to the DSM and CCIR or make real-time minimizing human error when providing information
recommendations on when to commit to the reserve. to commanders. LSCO will be inundated with data,
Commanders will always have the final approval, both relevant and irrelevant. We must be prepared to
but AI can help staff officers and commanders provide obtain the information needed to make decisions and
recommendations while making fewer mistakes. win against our adversaries.

Bio
Maj. Christopher M. Dirks is currently the brigade S6 for 1st Armored Brigade Combat Team, 1st Armored
Division, at Fort Bliss, Texas. He holds a Bachelor of Arts in history from Kansas State University, a Master
of Arts in military history from Norwich University, and a Master of Arts in operational studies from Com-
mand and General Staff College. During his career, Dirks has served with 1st Infantry Division, 1st Cavalry
Division, 11th Signal Brigade, 89th Military Police Brigade, and 1st Armored Division.

References
Matthew.viel, CC BY-SA 4.0 <https://creativecommons.org/licenses/by-sa/4.0>, via Wikimedia Commons

D. M. D. Carli, F. Bevilacqua, C. Tadeu Pozzer and M. C. 'Ornellas, "A Survey of Procedural Content Genera
tion Techniques Suitable to Game Development," 2011 Brazilian Symposium on Games and Digital Enter
tainment, Salvador, Brazil, 2011, pp. 26-35.
Sabine Heim and Andreas Keil “Too Much Information, Too Little Time: How the Brain Separates Important
from Unimportant Things in Our Fast-Paced Media World.” Young Minds. (2017)

Santosh K. Kurinec, Mark Indovina, Karl McNulty, Matthew Seitz "Recreating History: Making the Chip that
went on the Moon in 1969 on Apollo 11" . Rochester Institute of Technology. p. 9. Retrieved Aug. 29, 2023.

U.S. Army Center for Army Lessons Learned, U.S. Army “Warfighter 24-5 Report.” WFX 24-5 occurred July
31-Aug. 10. 2024.

U.S. Army, “The Operations Process”, ADP 5-0, July 2019, 2-6

Victor Allis, Searching for Solutions in Games and Artificial Intelligence. Maastricht, The Netherlands: Ph.D.
Thesis, University of Limburg. (1994) ISBN 978-90-900748-8-7.

Webster Dictionary, MAR 2025, https://www.merriam-webster.com/dictionary/data

Webster Dictionary, MAR 2025, https://www.merriam-webster.com/dictionary/information

Army Communicator 24
Data Training for all Echelons is Worth the Investment
Drowning in data
Cpl. Mitchell Rasmussen
555th Engineer Brigade In his 2024 article “The Coming Military AI Revolu-
tion,” Col. Josh Glonek explains that artificial intelli-
In 2020, International Business Machines (IBM) gence (AI) is the only way to handle the data, as
estimated that the world generated an immense 2.5 the human mind cannot process and analyze such
exabytes of data daily (IBM). To visualize this, consid- immense volumes (Glonek). The Army has already
er that a modern CD has a diameter of 4.72 inches and proven success of AI through use of Army Vantage,
a thickness of 0.047 inches, with a capacity of 700 the data platform of the Army Data and Analytics
megabytes. The interior dimensions of a standard 20- and Platform (ARDAP). In 2020, Army Vantage
foot shipping container are 19 feet and 4 inches long; helped contracting officers recoup over a billion
7 feet and 9 inches wide; and 7 feet and 10 inches high dollars in unsettled funding commitments. One can
(Stoltz). A stack of CDs measuring 7 feet, 10 inches imagine what AI could do to a backlog of work
high would contain 2,000 CDs, totaling only 1.4 tera- orders. However, relying solely on technology is not
bytes. One 20-foot shipping container could hold 931 enough. Lt. Col. Brian Forester proposes that while
such stacks, amounting to around 1.2 petabytes. To future success will depend on AI-driven analytics,
match the daily data generation of 2020, one would leaders must avoid overanalyzing and instead focus
need 2,134 shipping containers or 3.9 billion CDs. on cultivating effective data analytic knowledge
2,134 shipping containers is enough to cover 5.9 foot- (Forester). One of the better indicators of data
ball fields. Annually, that number soars to 778,910 analytic knowledge is the use of Microsoft Excel.
containers, 1.4 trillion CDs, or 2,153.5 football fields. The Army often misuses Microsoft Excel, treating
A leading cybersecurity company, Imperva, it as a one-size-fits-all solution without fully leverag-
comments on this massive wave of data, revealing ing its capabilities. In the 2024 Fall/Winter edition of
that 49.6% of 2023 internet traffic came from bots; the Army Communicator, Maj. Donald Ingham and
more than half of which were built for malicious intent Capt. Noe Lorona criticized the Army's lack of inno-
(Smith). Global network Cloudflare reports a daily vation, attributing this partially to the failure to fully
average of over 25 million HTTP requests per second, utilize available tools, including Excel (Ingham &
with 57% of their total traffic coming from API inter- Lorona). Excel is mentioned as a "powerful tool for
actions (Cloudflare). This massive and increasingly organizing, analyzing, and automating data" (Ingham
malicious flow of data directly fuels the cybersecurity & Lorona). However, having personnel trained on the
challenges of the Army. Furthermore, managing data software may not be in the picture.
has become challenging due to the growing volume of A research paper written by Jonathan Pemberton
cyber threats and inefficient training. Addressing this and Andrew Robson in 1995 found that, in a sample
requires improved education and more effective use of 57 office staff personnel, roughly 50% had only
of available tools. This is not a new issue. basic spreadsheet skills, 25% lacked any skills, and
As early as 2004, Professors Martin Eppler and the remaining 25% had advanced but not expert-level
Jeanne Mengis from Switzerland introduced the con- skills (Pemberton & Robson). When 75% of an
cept of information overload on an interdisciplinary office staff lacks the skills to properly utilize Excel,
basis (Eppler & Mengis). Even though it was a litera- mistakes are bound to happen. From 1990 to the
ture review, the paper showed that this information present, numerous companies have lost hundreds
overload was a multifaceted problem not just limited to to billions of dollars due to Excel user errors.
specific areas like accounting. Back in 2004, American On the other hand, using Excel beyond its limita-
internet users were still switching from dial-up to tions also hinders operations. For instance, the Army
broadband, so even archaic data flows could be over- Digital Training Management System can export
whelming. Now, for obvious security reasons, the U.S. mandatory training summaries as Excel files, which
military does not publish its data footprint size. How- can be reformatted into pivot tables. However, creat-
ever, signs indicate that the military also struggles to ing a unit training tracker database remains a labori-
manage the current data flow. ous task involving multiple Excel files. In that case,
In 2017, U.S. Navy Commander J. Lee Bennett having the option to export the data as either an
called for modern software improvements to help Access or Azure database file would be more suitable
Sailors avoid information fatigue syndrome caused by for the task. The 93rd Signal Brigade solved this
the vast amount of maintenance-related data (Bennett). problem by developing the Training Tool Tracker
Army Communicator 25
appealing than military life;
a recurrent issue that started
as far back as the Industrial
Revolution. The Army must
invest in more training oppor-
tunities for enlisted personnel
to develop data science skills,
ensuring they can effectively
support their leaders.
Implementing any solution
will be challenging. The sim-
plest approach is to exempt
a selection of data analytics-
related certifications from the
Certification Assistance (CA)
three-certification-per-10-year
limit. This way, enlisted
Developed by 93rd Signal Brigade, the Training Tool Tracker Application enables personnel will have more
training managers to check training records efficiently. (U.S. Army photo) incentive to pursue data ana-
lytics proficiency without
Application to help their training manager track train- sacrificing a certification slot for career-advancing cer-
ing more efficiently. This tool uses Microsoft Power tifications like the CompTIA trifecta of A+, Network+,
BI and SharePoint Online to provide both an overview and Security+. Microsoft already offers a robust data
of unit and individual training status. science program with diverse pathways.
Enlisted personnel need more opportunities to Additionally, Microsoft Excel training could be in-
develop data science skills, like the examples above, cluded. However, once these certifications are earned,
to better support their leaders. Officers have numerous how will the new skills be utilized? For instance, if a
opportunities to acquire data science skills through network communication systems specialist (25H) earns
various programs and certifications. For example, the the Azure Data Scientist Associate certification, they
Army Talent Management program allows STEM de- will be equipped to build machine learning models
gree holders to commission as network or information on Azure. Yet, the 25H career progression remains
systems engineers and work as data scientists. unchanged. The specialist will eventually become a
Additionally, the functional area (FA) 49 Operation sergeant with extra knowledge that might be useful in
Research/System Analysis (ORSA) is available to the training room but largely unnecessary otherwise.
officers with graduate STEM degrees or those who The specialist is left to manage these skills inde-
have completed the ORSA-Military Application pendently. To truly incentivize data training, there
Course (Henry & Smith). needs to be a way to recognize these efforts, such as
In contrast, enlisted personnel have fewer opportu- creating a data additional skill identifier (ASI). This
nities for official training in data science. The closest ensures that when relevant job roles open up, there are
option is the Knowledge Management Qualification already trained personnel ready to fill them.
Course (KMQC), which is limited to battle staff Alternatively, creating a data-focused military
personnel and focuses on managing organizational occupation specialty (MOS) presents a more complex
knowledge rather than data analysis. Apart from the solution. This new MOS could be developed from
KMQC, enlisted personnel are left to self-study and scratch or adapted from existing ones. For instance,
earn certifications for promotion points and better the Military Intelligence (MI) field already has analysts
productivity. However, structured training programs specializing in specific areas. One of these specialties
are essential for developing comprehensive data sci- could be data analytics. The MI field could model its
ence skills. Without adequate training, NCOs struggle analyst training after the prime power production
to support their leaders effectively, ensuring they have specialist (12P) training, where all 12Ps receive the
"maximum time to accomplish their duties" (NCO same fundamental electrical education before branch-
Creed). ing into specialties. Similarly, MI analysts could
The 1st Stryker Brigade Combat Team Raider undergo basic data analytics training before moving
Analytics, Innovation, and Data (1SBCT-RAID) on to different specialties.
team is open to individuals with relevant talents in Another field already has data analytics built into
data analysis. However, retaining these specialists is their job responsibilities: human resources specialists
challenging, as they often find the private sector more (42A). Using the Integrated Personnel and Pay System
Army Communicator 26
-Army, 42As can generate human resources (HR) Managing the advancing tsunami of data is a
metrics with Microsoft BI. However, this is a gross critical issue in cybersecurity. Service members need
underutilization of their potential as data analysts. more data analytics training to effectively handle this
Creating a new 42 series MOS dedicated to HR data challenge. Available tools must be fully utilized to
analytics could ensure proper utilization of this spe- maintain operational effectiveness. Leaders and opera-
cialty. If new data specialty MOSs are created, units tors need to complement each other within the data
should receive educational briefings to understand science field. Addressing these issues will require a
the full scope of possibilities and use these specialists concerted effort from leaders and operators to stay
effectively. The goal is to avoid the situation that ahead of the data curve and ensure the security and
occurred with the cyber network defender (25D) efficiency of military operations.
MOS, where units misunderstood their scope of If the Army fails to invest in comprehensive data
practice and underutilized their cyber expertise by training, the consequences will extend beyond ineffi-
assigning them to Communications Security vaults. ciencies – the Army will drown.

References

5 things to know about IBM’s new tape storage world Record. (n.d.). IBM Newsroom.
https://newsroom.ibm.com/5-Things-to-Know-About-IBMs-New-Tape-Storage-World-Record

Army University Press. (n.d.). The coming military AI revolution. https://www.armyupress.army.mil/Journals/

Military-Review/English-Edition-Archives/May-June-2024/MJ-24-Glonek/

Cloudflare 2024 API security and management data report | Cloudflare. (n.d.).
https://www.cloudflare.com/2024-api-security-management-report/

Eppler, Martin J., and Jeanne Mengis. "The Concept of Information Overload: A Review of Literature from
Organization Science, Accounting, Marketing, MIS, and Related Disciplines." The Information Society 20,
no. 5 (2004)

"Fight Information Overload." Proceedings, July 2017, Vol. 143/7/1,373.

Forester, B., Forester, B., & Forester, B. (2023, May 17). Toward the Data-Driven Army of 2040: Avoiding
analysis paralysis and harnessing the power of analytics. Modern War Institute -. https://mwi.westpoint.edu
toward-the-data-driven-army-of-2040-avoiding-analysis-paralysis-and-harnessing-the-power-of-analytics/

Imperva’s 11th Annual Bad Bot Report 2024. (2024, May 16). Higher Logic, LLC.
https://community.imperva.com/blogs/percy-smith/2024/05/16/impervas-11th-annual-bad-bot-report-2024

Knowledge Management Qualification Course – U.S. Army Training and Doctrine Command. (n.d.). U.S. Army
Training And Doctrine Command - Victory Starts Here. https://www.tradoc.army.mil/ocko/training-portal/
knowledge-management-qualification-course/

Major Donald Ingham and Captain Noe Lorona. “Call to Action.” Army Communicator, Fall/Winter 2024

Major Henry, James and Major Smith, William. An introduction to uniformed operations research. (2015,
January 6). https://www.army.mil/article/140106 An_introduction_to_uniformed_operations_research

NCO Creed - Army values. (n.d.). https://www.army.mil/values/nco.html

Pemberton, J., & Robson, A. (1995). The spreadsheet – just another filing cabinet? Management Decision, 33(8),
30–35. https://doi.org/10.1108/00251749510093914

Stoltz, R. (2023, July 24). 20ft Container Dimensions - Interior, Exterior, Weight, and more. . . Container Addict.
https://www.containeraddict.com/20ft-shipping-container-dimensions/

Army Communicator 27
Challenges and Lessons Learned in Data Integration
‘Complex but necessary’
Capt. Brian Lee Matias drivers were
4th Combat Aviation Brigade often delayed or
denied, stifling
The Army's need for modernization is undeniable, our ability to
particularly in the Digital Age, where data promises rapidly adopt
to transform military operations. Leaders across the new tools for
globe in all types of units are tasked with exploring data analytics
how to leverage data, integrate it into operations, and effectively.
fully utilize its potential. However, the path to data Learning from
integration has not been smooth. the Ground Up
The 4th Combat Aviation Brigade (CAB) has When 4th
spearheaded efforts to harness data, enabling leaders CAB established
within the unit to make rapid decisions based on the its data team, the
most accurate and timely information available. team members
Importance of Data Awareness were selected
At its outset, the Army's journey toward data inte- based on mini-
gration faced a critical issue: misunderstanding the mal experience Capt. Brian Lee Matias,
concept of data. Leaders were mandated to implement or mere interest 4th Combat Aviation Brigade
data-driven solutions without fully grasping what data in the field.
entails or how it could be effectively used. Many had no experience using data analytic tools.
According to Cambridge University, data refers to This led to a steep learning curve where team members
facts or numbers collected to assist decision-making. had to teach themselves how to use the tools, often
In the Army, this data empowers leaders to make relying on external resources like YouTube tutorials.
informed, rapid decisions under pressure. This lack Unfortunately, many examples found in these
of clarity in defining data across units led to its misuse resources did not align with the unique challenges
in many contexts. For example, some leaders referred faced within military operations, mainly due to the
to routine reports or isolated anecdotes as "data," sensitive nature of military data and a plethora of dis-
failing to distinguish between raw information and parate authoritative sources. To bridge the knowledge
actionable, collected insights meant for strategic gap, we supplemented our learning with Udemy
decision-making. courses on data integrity, connection, and Power BI
The Army recognized the need for modernization usage. Additionally, some team members pursued
in various areas, including Soldier performance the CompTIA Data+ certification, hoping it would
monitoring to equipment maintenance, supply chain provide further expertise in managing and analyzing
optimization, and training enhancement through pre- military data. As the data team grew in capability, it
dictive analytics. However, the leap from recognition became evident that managing data systems could not
to implementation was fraught with difficulties. be an additional duty. The time-intensive nature of
Struggles with Data Integration the work, coupled with the complexity of the systems
A significant challenge we faced in integrating data involved, required a dedicated role. Without full-time
was the Army's reliance on outdated tools, like Excel, personnel responsible for data integrity and mainte-
which are inadequate for handling large datasets and nance, we often came in early or stayed late to resolve
complex analyses. Our data team within 4th CAB issues.
consisted of four members, each with diverse exper- Overcoming Fragmentation
tise, working together to overcome these obstacles. One of the core struggles of implementing data
While more advanced tools such as Power BI offered in the Army was the decentralization of information.
promise, integrating these tools with existing Army Every section, every duty position, and every leader
systems was extremely difficult. approached data differently. They utilized different
One key hurdle was the Army's IT infrastructure, systems of record and had their own methods for pull-
managed by the Regional Network Enterprise Center ing and analyzing data. This fragmented approach
(RNEC). Due to cybersecurity restrictions and admin- created a lack of synchronization and standardization.
istrative roadblocks, requests for installing essential For data to be effectively integrated, we had to central-
tools like Python and Open Database Connectivity ize the information and establish a uniform method for
Army Communicator 28
data pulls across the entire organization. This process way that empowers leadership to make well-informed
required extensive coordination and a clear visualiza- decisions.
tion standard for presenting data to leadership. Friction Points
From Chaos to Standardization One of the major friction points in data integration
The widespread adoption of Power BI was a turn- efforts within the brigade is restrictive cybersecurity
ing point, but it came with challenges. Without any protocols imposed by the RNEC. These restrictions
formal training or guidance, each section was left to prevent the installation of critical tools, hindering the
figure out how to use the tool on their own. Instead ability to automate and streamline data analysis. This
of a coordinated effort, the team relied heavily on one results in labor-intensive, manual processes that delay
or two self-taught experts to execute critical tasks and decision-making and reduce efficiency. Another chal-
guide others through the complexities of the platform. lenge is the decentralized nature of data management
The lack of a clear goal for what we were trying to across various sections. Different teams and leaders
achieve compounded the problem. Leaders wanted rely on their systems and methods for collecting and
data presented in a way that allowed for rapid analyzing data, leading to a fragmented approach that
decision-making, but no one knew how to get there. creates inefficiencies and complicates the process of
After much trial and error, we finally established centralizing and standardizing data.
data visualization and reporting standards. However, Solutions and Recommendations
the difficulties didn't stop there. In many cases, we To overcome some of these challenges, we should
couldn't pull accurate data directly from systems of pursue a more flexible cybersecurity approach tailored
record and manually compile reports using Excel, to data analytics needs. Leadership should work with
which was time-consuming and prone to error. As a local RNECs to secure waivers for segregated environ-
result, we had to refine our processes continually to ments, such as sandbox systems, where advanced tools
ensure data accuracy and relevance. can be used safely without compromising security.
Overcoming RNEC Limitations A centralized data management framework needs to
A significant roadblock we encountered was the be implemented, including standardized data collection
limitations set by the RNEC. While we eventually and reporting methods across all sections. Designating
received Power BI Pro licenses, many of the tool’s a brigade-level data officer to oversee this effort would
advanced capabilities – such as Python scripting and ensure synchronization and data integrity. Offering
database integration with systems like SQL servers training sessions for personnel to align with these new
and Amazon Redshift – remained inaccessible due standards will further enhance data cohesion and oper-
to strict cybersecurity regulations. These constraints ational effectiveness across the brigade.
hindered our ability to fully exploit the power of data A standardized training program should be imple-
analytics. For instance, we had to manually capture mented across the Army to equip leaders with the
flight hour tracking data, which was time-consuming skills and capabilities to use these systems effectively.
and prone to errors. If we could link this data directly As the Army continues to advance in data-driven oper-
to Power BI dashboards, it would significantly en- ations, leaders must be prepared with the knowledge to
hance operational efficiency within the aviation com- navigate current and future challenges in this evolving
munity. This integration could have enabled real-time landscape.
pilot data management and more accurate tracking, Conclusion
but these opportunities were blocked by restrictive Data integration within the Army is a complex but
policies. necessary evolution. Through our challenges, we have
Creating a Data Management Role learned the importance of proper data education, cen-
It became clear that data integration can’t be tralized data management, and the need for dedicated
treated as an additional duty. There is a growing need personnel to manage these advanced systems.
for the Army to establish formal data management Moving forward, we must prioritize flexibility in
roles within its units. Soldiers in these roles would our IT infrastructure, streamline cybersecurity proto-
need specialized training with a curriculum tailored cols, and provide comprehensive training to ensure
to the military's unique data challenges. This would that the Army fully capitalizes on the power of data
allow them to manage, analyze, and visualize data in a analytics.

Bio
Capt. Brian L. Matias, native of Isabela, Puerto Rico, is currently serving as a data systems engineer with
the 4th Combat Aviation Brigade, 4th Infantry Division at Fort Carson, Colorado. Matias holds a master’s in
cybersecurity from Webster University and a bachelor’s in computer science from Interamerican University,
Puerto Rico. He also possesses several Computing Technology Industry Association certifications.

Army Communicator 29
Enabling Distributed Operations at the Tactical Level
AFN-OTM
Lt. Col. Marreo Burch, Maj. Adam Black, communications (SATCOM) terminal, a “kick out”
Chief Warrant Officer 2 Justin Carrier SATCOM terminal, a commercial cellular wireless
1st Infantry Division router, two line-of-sight (LOS) radios, and a band-
width diversity solution, which automatically selects
In March of 2024, 1st Infantry Division (ID) was the best path of transport.
tasked by U.S. Army Forces Command (FORSCOM) Each vehicle’s UVMS system provides the ability
Headquarters to execute the Armored Formation to call Secure voice over Internet Protocol (SvoIP)
Network On-The-Move (AFN-OTM) Pilot II with phones located in the division command and control
1st ID (HQs and Division Artillery) and 1st Brigade nodes (DC2N) and Very High Frequency (VHF)
Combat Team, 1st ID, at Fort Irwin, California, during over Soft Channel Access Unit (CAU), from inside
the National Training Center (NTC) Rotations 25-03 the vehicles while both OTM and At-The-Quick-Halt
and 25-04. The events that took place after this tasking (ATQH). 1st ID also received four Variable Height
culminated with the successful completion of 1st ID’s Antenna (VHA) drones. The VHA drones came in
Division HQs 25-03 NTC rotation utilizing the AFN- both tethered and untethered configurations and were
OTM kit. able to extend the LOS signal path across significant
Commanding General of 1st ID, Maj. Gen. Monté distances to create a meshed network between AFN
Rone, clearly articulated how integral the AFN-OTM vehicles.
equipment was to the success of the 25-03 rotation. Each vehicle is also equipped with a bandwidth
“AFN-OTM allowed the [Big Red One] to fight diversity solution that uses the automatic primary,
dispersed, reduced our [electromagnetic signature], alternate, contingency, and emergency (auto-PACE)
and provided options to me as the commander that functions to ensure communications are working
I previously would not have had in terms of how to close to 100 percent of the time. Having communica-
echelon unit command posts, redundancy, and reduce tion equipment with that type of resiliency is unheard
transition time.” of in 1st ID’s current Modified Table of Organization
This equipment set, combined with the new AFN- and Equipment (MTOE) program of record for Tacti-
OTM-enabled redesign of the division command post cal Network Transport equipment. The robust AFN-
structure, has the potential to revolutionize U.S. Army OTM UTI communications package enabled 1st ID
Armored Formations’ ability to conduct large-scale to become the first division-level rotation to complete
combat operations (LSCO). an entire rotation without connecting to NTC’s fiber
AFN-OTM’s cutting-edge technology possesses infrastructure; truly operating as a “division in the
the ability to transform the way armored divisions dirt.”
operate by enabling distributed command and control 1st ID’s Lt. Col. Marreo Burch (ACoS G6), Lt.
(C2) at the tactical level. The successful integration Col. Aaron Adams (ACoS G3), and Lt. Col. Duane
of AFN-OTM during NTC Rotation 25-03 has far- Clark (ACoS G5) created an effective plan to utilize
reaching implications, aligning with the priorities the AFN-OTM trucks for maximum dispersion of the
of the chief of staff of the Army, FORSCOM’s division’s forward command posts (CP) – namely,
commander, and 1st ID’s commanding general. the Division Main and Division Tactical Command
This article examines the significance of AFN- Post (TAC) - while simultaneously reducing the foot-
OTM in enabling distributed operations and how it print of the Division Main during the rotation.
supports the priorities of "continuous transformation," Four of the five Division HQ AFN-OTM trucks
"readiness," and "continuous transformation to meet accompanied a M1087 “expando truck” with an eight-
emerging threats.” port switch inside, which were allocated to specific
The Program Executive Office for Command, division warfighting functions (WFFs)/sections (Intel/
Control, Communications & Network (PEO-C3N) Fires, Plans, DIV TAC) and the Mobile Command
equipped multiple 1st ID vehicles (mostly High Group (MCG). The fifth AFN truck supported the
Mobility Multipurpose Wheeled Vehicles and Joint Division G2’s Analysis and Control Element (ACE),
Light Tactical Vehicles) with an Upper Tactical Inter- which had a massive bandwidth utilization require-
net (UTI) suite of transport, a baseband kit, and the ment and was co-located with the rear CP at Marine
Unified Voice Management System (UVMS). Corps Logistics Base (Yermo Annex), California.
Each vehicle’s UTI transport suite consists of a AFN-OTM’s capabilities also enabled 1st ID to
vehicle-mounted Lower Earth Orbit (LEO) satellite become the first unit to jump their rear CP during an
Army Communicator 30
NTC rotation, while maintaining situational awareness developing a more competent, cohesive, and adaptable
of combat operations during the movement. Army, capable of operating in a rapidly changing
Each AFN-OTM truck/expando combo conducted environment. The integration of AFN--OTM during
geographically distributed operations throughout the NTC Rotation 25-03 demonstrated a significant step
entire rotation, mostly operating away from Division towards achieving this goal. By providing real-time
Main and Division TAC. While dispersed, each AFN- situational awareness and enabling seamless commu-
OTM truck/expando combo remained directly tied nication between units, the AFN-OTM kit enhanced
into the division’s current operations on both UTI and the effectiveness of C2 at the tactical level (TRADOC,
Lower TI. 2020). This, in turn, strengthens the profession by
The 1st ID network operation functions allowed fostering a culture of innovation, adaptability, and
continued awareness of the common operating picture. decentralization, allowing junior leaders to make
Additionally, this equipment reduced the need for an- informed decisions and take initiative (Krepinevich,
cillary equipment such as static antenna masts, spools 2019).
of cable, or multiple generators normally required for The FORSCOM commander's priority of readiness
significant dispersion. The ability to operate multiple was also directly supported by the integration of
distributed CPs created several dilemmas for NTC’s AFN-OTM (FORSCOM, 2022) during 1st ID’s NTC
Opposing Forces (OPFOR) and presented opportuni- rotation. Readiness is critical in today's operational
ties for Maj. Gen. Monte Rone to successfully com- environment, where the ability to respond quickly
mand the division from his mobile command group and effectively to emerging threats is paramount.
(MCG), while the Division TAC or Division Main AFN-OTM enhanced readiness by providing 1st ID’s
simultaneously conducted multiple survivability CPs, WFF and integrating cells (Joint Air-Ground
moves throughout the rotation. Integration Cell [JAGIC], ACE, Current Operations,
The AFN-OTM capabilities demonstrated during and Plans) the ability to operate in a distributed
1st ID’s NTC rotation directly aligned with the guid- manner, leveraging advanced communication and
ance of U.S. Army senior leaders. Chief of Staff of networking capabilities to stay connected and in-
the Army, Gen. Randy A. George, has emphasized formed (CBO, 2019).
the importance of "continuous transformation" as a The capability provided with this pilot allowed the
top priority (George, 2023). This initiative focuses on division’s chief of Operations (CHOPS) and all subor-
dinate units to use a “Strike Net” tactics, techniques,
and procedures (TTP) on a commercial collaboration
service. This enabled units to respond rapidly to
changing situations, making them more effective
and efficient in their operations. Furthermore, the real-
time situational awareness provided by AFN-OTM
allowed units to anticipate and prepare for potential
threats, reducing the risk of surprise and increasing
overall readiness (Joint Chiefs of Staff, 2019).
Maj. Gen. Monte Rone’s priority of "continuous
transformation to meet emerging threats" was also
closely aligned with the integration of AFN-OTM
during this NTC rotation (1st Infantry Division, 2024).
The division's focus on continuous transformation
recognizes the rapidly evolving nature of modern
warfare, where new technologies and tactics are con-
stantly emerging. AFN-OTM was a key enabler of
this transformation, providing units with the ability
to adapt and innovate in response to changing circum-
stances encountered during NTC Rotation 25-03.
By leveraging advanced networking and communi-
cation capabilities, units can quickly integrate new
technologies and capabilities, staying ahead of emerg-
ing threats and maintaining a competitive edge
(Gompert, 2019).
View of a tethered VHA base (front) and an untethered The integration of AFN-OTM vehicles and its
VHA a short distance behind it. associated equipment during NTC Rotation 25-03
(Photo by Lt. Col. Marrero Burch, 1st ID) marked a significant milestone in the development of
Army Communicator 31
distributed C2 capabilities at the tactical level. This
new equipment set removes the limitation that organic
MTOE equipment emplaced on bandwidth intensive
WFF tools and Mission Command Information Systems,
fully realizing their capability in training and operations.
This rotation also demonstrated the potential of this
technology to transform the way armored divisions
operate in LSCO.
By providing real-time situational awareness with
nearly 100% uptime, enabling seamless communication
between units, AFN-OTM supports U.S Army senior
leaders’ priorities of “readiness, strengthening the pro-
fession, and continuous transformation to meet emerg-
ing threats.” As the Army continues to evolve and adapt
to emerging challenges, the integration of AFN-OTM
will play a critical role in enabling distributed operations View of a tethered VHA fully deployed.
and maintaining a competitive edge in LSCO. (Photo by Lt. Col. Marrero Burch, 1st ID)

References

1st Infantry Division. (2024). Continuous Transformation to Meet Emerging Threats. https://www.1id.army.mil/

CBO. (2019). The Army's Network Modernization Strategy. Congressional Budget Office. https://www.cbo.gov/

FORSCOM. (2020). Readiness. Retrieved from https://www.forscom.army.mil/

Gompert, D. C. (2019). The Future of Warfare. RAND Corporation. Retrieved from https://www.rand.org/

Joint Chiefs of Staff. (2019). Joint Publication 3-31: Command and Control for Joint Land Operations.
https://www.jcs.mil/

Krepinevich, A. F. (2019). The Future of Land Warfare. Center for Strategic and Budgetary Assessments.
https://www.csbaonline.org/

George, R. A. (2023). Army chief of staff outlines service priorities at AUSA. https://www.army.mil/

TRADOC. (2020). The Army Operating Concept: Win in a Complex World. https://www.tradoc.army.mil/

Army Communicator 32
Exploring Technology’s Risk in Modern Warfare
Double-edged sword
Maj. Michael Herb unmanned sensors
2nd Battalion, 5th Security Force Assistance Brigade to replace human
reconnaissance.
Emerging technologies such as drones, robotics, I spent two
autonomous weapons, artificial intelligence (AI), years fighting U.S.
electronic warfare (EW), cyber capabilities, and space Army brigade
operations are prominent across the military and in- combat teams at
dustrial sectors. New technologies offer improved the Joint Readiness
situational awareness, communication, collection, and Training Center as
effects. part of 1st Battal-
There are many discussions on the future of warf- ion, 509th Infantry
ighting to include how robotics and drones will (Airborne)
replace the risk to humans, thus changing how future "Geronimo."
wars are fought. The conflicts in Gaza and Ukraine The battalion had
Maj. Michael Herb, 2nd Battalion,
highlight the persistent presence of small unmanned unique enablers, 5th Security Force Assistance Brigade
aerial systems (sUAS) and/or one-way drone or loiter- including sUAS,
ing munitions. EW (both collection and offensive), as well as space
Technology has always been a great tool for warf- and cyber capabilities. Though employed in innovative
ighters. From the wheel to AI, technology has influ- ways and with good results, technology never achieved
enced warfare by changing how a relative advantage the end state or replaced Soldier fundamentals. Humans
can be achieved and exploited at a pace the enemy are overconfident in technology and have a false sense
cannot match. Technologies are designed to reduce of security about what it will realistically achieve. On
human involvement in dangerous tasks, create situa- the battlefield in Ukraine, technology for precision mu-
tional awareness for decisions, cause greater effect nitions is employed, but the effects have dramatically
on the enemy, and prevent the need for war. Inversely, decreased. Overreliance on technology is dangerous,
history and current conflicts demonstrate that techno- but it can be mitigated by understanding its strengths
logical advances do not limit human casualties in war. and limitations.
Technology exponentially increases casualties when The second risk is failing to understand how tech-
humans apply it to warfare without fully understand- nology changes risk to force. World War I is an exam-
ing its risks and implications. Technology introduces ple of the technology used in warfare developing faster
new risks to mitigate in warfare while also offering than the tactics and mitigation. The risk of not using
new opportunities, as demonstrated by both historical technology is being outpaced by the enemy, but there
examples and conflicts in Gaza and Ukraine. is a risk in using it. In ongoing large-scale combat
Risks of Technology operations (LSCO), technology is being employed to
War has – and will always be – a human endeavor, receive and process information enabling commanders
shaped by the ever-changing character of conflict as to make decisions and achieve effects. Conversely,
humans continuously adapt to new risks introduced employing technology often makes it easier for the
by technology. In recent history, machine guns and enemy to collect and deliver effects. Whether telegraph
aircraft revolutionized the battlefield of the early 20th wires or using electronics, there is little on the battle-
century, and now AI and drones are altering the risks field of yesterday or today that has not been collected
in warfare today. The broad dangers of technology on by an adversary to make an assessment. These are
are twofold: overconfidence in technology's ability to hard problem sets. How do you not expose formations
achieve an effect or mitigate an enemy effect and fail- to massed fires, yet mass combat power at the decisive
ure to understand the risk technology brings by being point? How can offensive formations be synchronized
employed by and against humans. while keeping command and control (C2) systems
First, there is a risk of overconfidence in technolo- undetectable in the EMS to prevent destruction? How
gy's ability to achieve an effect or mitigate a threat. do you conceal the main effort when there is near
Daylight Precision Bombing was introduced as the persistent collection within every domain?
answer to end World War II, yet the technology could Mitigating Risks
not achieve the promised effect. Heavy bombers were Risks from technology can be mitigated, as many
promised to be all that was needed for victory but did fundamental principles remain applicable and effective-
not end World War II. Today, the Army is turning to ly address the new challenges. By enforcing strict
Army Communicator 33
control measures, we gain a better understanding of means are readily available to all. Active and passive
risks and mitigate them more effectively. For instance, defensive mitigations like camouflage, dispersion,
implementing restrictions on the use of Bluetooth or displacing rapidly when identified, and hardening
Wi-Fi devices, being cautious about social media systems across the domains help ensure survivability.
posts, and taking measures to remain undetected when Simple things, like power generation being concealed
stationary are crucial control measures. These are not and offset; making a battalion command post mirror a
unfamiliar concepts and can significantly contribute to combat train command post to make identification
risk mitigation. Understanding the enemy's sUAS and harder; or multiple nodes for C2 dispersion. All these
establishing a Security Zone to contest the employ- contribute to mitigating threats across the domains.
ment of sUAS and disruption from enemy systems Staffs must understand the unit's signature across all
enables the synchronization of the main effort with five domains to incorporate the risks into their plan-
greater efficiency. ning. Staffs must enable commanders to deliberately
Another example of risk mitigation is rifle compa- assume risk when the benefit of employing technology
nies moving through severely restricted terrain with allows a relative advantage and not blindly, assume
EMS discipline to thwart enemy attempts to collect the risk.
data on them. Moving this way to consolidated attack Conclusion
positions allows forces to mass without exposing them By carefully balancing the benefits and risks of
on the approach. Simple actions have potential to miti- technology, we can maximize our operational effec-
gate risks across multiple domains. The Army recog- tiveness. As military professionals, it is our responsi-
nizes land, air, maritime, space, and cyberspace as bility to continuously adapt to these technological
domains that influence Army operations, meaning changes, ensuring that we not only harness their power
they must be fully considered for risks to operations. but also safeguard our forces against the vulnerabilities
Mitigating risks from technology requires staff to they create. We also need to recognize that while tech-
examine protection across all five domains, which is nology will support the warfighter and always has, it
essential to tactical ground formations. This enables does not remove the risk for the warfighter. In Eastern
staff to convey risks to the commander so that they Europe and the Sinai, technology is not preventing
have a realistic picture of which risks they want to as- human suffering; only enabling it at scale. LSCO still,
sume to exploit an opportunity. For example, Blue- and always will, have an unquenchable appetite for
tooth devices in a mobile C2 platform risk identifica- material resources and human life. History and ongo-
tion in the EMS; however, is it worth the opportunity ing conflicts demonstrate that technological advances
to rapidly issue guidance and synchronize operations change the character and thus, the risks of war.
effectively on the objective? If that risk is acknowl- Technology is not a coup d'état or an assurance
edged and included in the calculation, then probably. of victory. Technology brings new opportunities and
Dozens of systems provide value to commanders risks. Technology will not end wars or prevent humans
while presenting a risk in the EMS. Determining from facing risk in war, and it is dangerous to believe
which systems are always required, how to mitigate technology alone will solve problems in warfare.
constant employment, and when is the ideal time to Technology in warfare punishes unadapted tactics and
maximize employment must be included in planning untrained, undisciplined units. Leaders are charged
factors. Seeing the formation across the domains and with understanding the character of war and preparing
not focusing on a singular domain is important. All Soldiers to fight adversaries trying to apply technology
the domains influence the tactical echelon and must against them and mitigate the risks as much as possi-
be considered during planning, or units will fail to ble. The opportunities to achieve a relative advantage
mitigate the risks present. For example, a command will change with technology, but technology is a tool
post not being observed from aerial drones is a posi- for the human warfighter, not a substitute for training
tive, but ground reconnaissance, space, and electronic or eliminating risk for Soldiers.
References
Marcus, Gary., and Ernest. Davis. Rebooting AI : Building Artificial Intelligence We Can Trust. Pantheon Books,
2019
Singer, Peter. Wired for War : The Robotics Revolution and Conflict in the 21st Century. Penguin Press, 2009.
“Strategic Bombing: Victory Through Air Power.” Accessed September 28, 2024
https://www.nationalmuseum.af.mil/Visit/Museum-Exhibits/Fact-Sheets/Display/article/195872/strategic-
bombing-victory-through-air-power/
“The Russian Momentum Is Back” Accessed June 17, 2024. https://www.youtube.com/watch?v=gk7D_TliAuE

Army Communicator 34
AUDS: A New Era in Military Data Integration
Army Global Domain
Article, photo and graphic by Candy C. Knight are sharing our lessons learned with the brigade’s
2nd Theater Signal Brigade Operations Directorate, who are engaging our theatre
partners to help set them up for migration success
The 2nd Theater Signal Brigade (TSB) is making with a dedicated FAQ site.”
significant strides in enhancing its data management Key Features and Benefits
capabilities by adopting the Army Unified Directory By creating a unified directory, the Army is able to
Services (AUDS). This groundbreaking initiative aims ensure that all personnel will have access to accurate
to streamline information sharing, improve operational and up-to-date information, enabling them to make
efficiency and bolster cybersecurity across military informed decisions and collaborate more effectively.
installations. “AUDS is an improvement to the current system
“We have taken on the early adoption to demon- because it gives users flexibility, allowing them to
strate our commitment to U.S. Army Network Enter- deploy anywhere in the world and remain connected
prise Technology Command’s Continuous Improve- to their devices without any problems,” said Staff Sgt.
ment Activities Board initiatives,” said Ray Chase, Ricardo Cabrera Murphy, NCOIC, Communication
director, Communication and IT Support, 2nd TSB. and IT Support, 2nd TSB.
“Our initiative demonstrates the ability to lead the Furthermore, integrating cybersecurity protocols
European Theatre toward the Army’s cloud-driven within AUDS helps protect sensitive personnel data.
future.” The system employs advanced encryption and access
What is AUDS? control measures to safeguard against unauthorized
“AUDS is the Army Global Domain that allows access.
the ability to move throughout the globe without User Experience
communications disruption seamlessly and having One key feature of AUDS is its user-friendly
to re-establish domain accounts,” Chase said. “This interface. This ensures that users can quickly locate
environment will foster zero-trust/cloud security, the information they need.
allowing for a more secure environment.” “The AUDS system has proven to be notably fast-
AUDS is a central repository designed to unify er and more efficient, and the upgrade to Windows 11
various directory services previously scattered across has been a major improvement, with far fewer bugs
different Army branches and sys-
tems. AUDS seamlessly integrates
with existing Army applications
and systems, ensuring smooth
communication and data exchange
across platforms. This interopera-
bility facilitates a more cohesive
operational environment, enhancing
overall effectiveness of the Army.
Furthermore, the brigade’s
Communication and IT Support
Directorate is working with the
Regional Cyber Center-Europe
and battalions to collect emerging
problems and lessons learned for
the AUDS project manager.
“By encouraging our brigade
and battalions to migrate, their
experiences help the AUDS team
identify problems and provide
a way forward to help create a Ray Chase, lead communications and information technology specialist,
seamless transition to the rest discusses AUDS migration progress with Sgt. 1st Class Daniel Watts, systems
of the users across the European operations NCO, March 25, at USAG Wiesbaden, Germany. Both gentlemen
Theatre,” Chase said. “Also, we are with 2nd TSB. (Photo by Candy C. Knight)
Army Communicator 35
and issues than we experienced previously,”
said William Houser, program manager,
Geographic Combatant Commander
Communication Team-Europe. “Along
with the new features, I’ve noticed that
AUDS has reduced the risk of compatibility
issues, improved network performance,
and reduced the downtime for upgrades.”
Nevertheless, some users experienced
growing pains during their initial AUDS
migration.
“My AUDS migration took about one
and a half workdays,” said Christine Straus,
International Relations advisor, 2nd TSB.
“There was a glitch with downloading an
application. I called our S6 team,
and a team member immediately came to
my office and fixed the issue.”
In some instances, certain software and
applications are not immediately accessible
once a user migrates to AUDS. Users are
encouraged to submit their issues to the The 2nd TSB is making significant strides in enhancing its data
Global Cyber Center. management capabilities by adopting the AUDS. This ground-
“If the GCC doesn’t know about these breaking initiative aims to streamline information sharing,
one-off situations, they can’t provide a improve operational efficiency, and bolster cybersecurity
solution,” Chase said. across military installations.
The GCC reviews and approves all
allowed software. Once approved, the software and Challenges and Future Outlook
application are made available on demand. The Army Although the launch of AUDS promises numerous
Enterprise Service Desk-Europe also supports users benefits, the Army must navigate challenges such as
experiencing issues during their initial migration, ensuring data accuracy and managing the integration
ensuring a smooth transition to AUDS. of various legacy systems. Ongoing training will equip
Operational Impact personnel with the know-how to effectively utilize
Implementing AUDS is expected to have far- the new system. As the Army continues to enhance
reaching effects on organizational efficiency and on its technology infrastructure, the AUDS stands as a
mission execution. Commanders and personnel will testament to its commitment to modernizing military
benefit from real-time access to pertinent information, operations. With its potential to revolutionize data
reducing the time spent searching for essential data. management and operational efficiency, AUDS’ role
Moreover, AUDS supports the Army’s broader digital is critical in the Army’s future mission success.
transformation strategy, aligning with initiatives to “AUDS represents a significant step forward in the
leverage technology to enhance military readiness Army’s data integration and cybersecurity approach,”
and effectiveness. Chase said. “As it becomes fully operational, its im-
As the Army increasingly relies on data-driven pact on the effectiveness and efficiency of Army oper-
decision-making, reliable and accessible information ations will likely be profound, reinforcing the Army’s
becomes paramount. readiness to meet current and future challenges.”

Army Communicator 36
Legacy of Innovation: Shaping the Future of Cyberspace
Defense and Cyberspace Security Critical Task
25D CTSBB
Sgt. Maj. Thomas Lee Jr. By fostering a positive and fair environment, I encour-
U.S. Army Cyber Command aged panel members to contribute their expertise and
ideas, which significantly contributed to the overall
As a subject matter expert (SME) panel member success of the 2025 25D CTSSB.
in 2012 for the newly established 25D military occu- Vital Role of CTSSBs
pational specialty (MOS), cyber network defender, CTSSBs play a crucial role in ensuring effectiveness
I had the opportunity to contribute to the development and relevance of MOSs in response to evolving threats
and establishment of critical tasks to support cyber and operational demands. Established to periodically
network defense efforts. More recently, I served as the review, refine, and update the critical tasks associated
chairperson for the 25D Critical Task Site Selection with specific MOSs, these boards ensure that the tasks
Board (CTSSB) as a sergeant major, leading the evo- assigned to military personnel are current, relevant,
lution of tasks that shape cyber space defense and and in line with the latest strategic objectives.
cyber space security efforts. The history of these boards dates to the early 2000s,
The goal was to ensure that the tasks remained when rapid advancements in technology and the dy-
relevant and impactful by supporting a steadfast mind- namic nature of global security threats necessitated a
set to drive relevant and effective changes. With the more agile and adaptive approach to task management.
help of the Training Development staff and the Office By gathering subject matter experts and leveraging
Chief of Signal (OCOS) enlisted staff, clear guidance their insights, these boards help maintain a robust and
was provided to the panel members. This guidance forward-looking defense posture, ensuring that military
played a crucial role in shaping, refining, removing, personnel are well-equipped to address contemporary
and adding proper tasks for the 25D. challenges and protect national security. Their work
My primary focus was to ensure that our defense not only enhances operational readiness but also drives
capabilities remain robust, adaptive, and forward- continuous improvement within the armed forces.
looking. As a leader, I have always been dedicated to Optimizing Cyber Defense Operations
enhancing our cyber defense posture and ensuring that The 25D CTSSB panel took a very deliberate ap-
the tasks we perform are both relevant and impactful. proach in conducting a gap analysis to clarify the roles
and responsibilities between the 25D30,
25D40, 25D50, and the 255S warrant
officer MOS. The gap analysis involved
a thorough review of past and current
task lists to identify overlaps and gaps
in responsibilities. This careful process
ensured that each role was clearly de-
fined and distinct, aligning with Army
doctrine, specifically DoDM 8140.3.
DoDM 8140.3, the "Cyberspace Work-
force Qualification and Management
Program," provides a framework for
the qualification and management of
the DoD cyberspace workforce.
By aligning the roles with DoDM
8140.3, the gap analysis not only defined
clear responsibilities for each position
but also reduced redundancy, ensuring
that tasks flowed seamlessly with mini-
Regimental Command Sgt. Maj. Linwood Barrett and U.S. Army Signal mal overlap. This comprehensive align-
School Deputy Commandant John Batson express their gratitude to 25D ment ensured that the delineation and
CTSSB members for their dedication to enhancing critical tasks for the demarcation points between roles were
25D. (Photo by Master Sgt. Kimberlyn Burns, U.S. Army Signal School) accurately thought through, fostering a
Army Communicator 37
clear and effective separation of work between each
25D rank level and the 255S warrant officer. As a
result, each position had a distinct and well-defined
scope of work, which aligned to operational cyber
space defense requirements.
Challenging Outdated Lexicon
Panel members of the 25D CTSSB pushed the
boundaries by challenging the outdated lexicon from
the U.S. Army Training and Doctrine Command
(TRADOC) approved action verb list, which often
fell short of addressing the nuanced demands of
contemporary cyberspace defense efforts. The exist-
ing action verbs failed to capture the specificity and
technicality required for cyber operations, thereby
hampering the development of precise and relevant
tasks. By providing valid justifications from DA
PAM 611-25 and FM 3-12, which emphasize the
Sgt. Maj. Thomas Lee Jr. and Sgt. 1st Class Anthony Vidal
need for updated and context-specific terminology, served together at the Regional Cyber Center-Europe and
panel members successfully argued for the inclusion were recently reunited as members of the 25D CTSSB
of new action verbs that better aligned with current panel. (Photo by Sgt. 1st Class Jason Decker, U.S. Army
cyber defense practices and terminology. This pivotal Signal School)
move not only improved task accuracy and relevance
but also set a new precedent for future CTSSBs, pav- the 17C. This careful delineation ensured the right
ing the way for a more adaptive and forward- looking tasks were assigned to where the 17C was not present
approach to defining military tasks. in U.S. Army Forces Command units and regional
Crosswalk Analysis cyber centers, maintaining a coherent and efficient
The 25D CTSSB panel conducted a detailed cross- division of labor within the cyber defense community.
walk analysis between the roles of system administra- Conclusion:
tion and network administration performed by 25Bs, The 25D CTSSB has greatly impacted the evolu-
255As, and 255Ns. This analysis aimed to ensure that tion of cyberspace defense and security. The board's
the tasks assigned to the 25D cyberspace defenders emphasis on implementing necessary modifications,
correlated more appropriately with cyberspace de- conducting gap analysis, and performing crosswalk
fense responsibilities rather than the traditional tasks analysis has resulted in resilient, adaptable, and clear-
of system and network administration. ly defined cyberspace defense tasks. Furthermore,
By meticulously examining the responsibilities advocating for modernized action verb lexicon has
and duties of each MOS, panel members identified enhanced task accuracy and relevance, cultivating a
and resolved any overlaps, ensuring that cyberspace more agile and forward-thinking strategy in cyber-
defense tasks were clearly defined and distinguished space defense. The board's unwavering commitment
from those of system and network administrators. to preserving a robust and adaptable defense posture
Furthermore, the crosswalk was extended to the 17C has considerably advanced overall success in cyber-
MOS to ensure that tasks supporting defensive cyber- space defense and security endeavors, aligning
space operations (DCO) and DCO-internal defensive unified network operations within the Department
measures (DCO-IDM) efforts did not infringe upon of Defense Information Network – Army.

Bio
Sgt. Maj. Thomas Lee Jr. is the U.S. Army Cyber Command G3/6 sergeant major. previous assignments
include senior enlisted advisor at the Regional Cyber Center-Europe, Wiesbaden, Germany; first sergeant and
senior incident responder for 304th Expeditionary Signal Battalion, Camp Humphreys, South Korea; current
operations cell NCOIC at Joint Force Headquarters-Cyber Army at Fort Eisenhower, Georgia; and information
assurance staff NCOIC for 1st Stryker Brigade Combat Team, Fort Wainwright, Alaska.

Army Communicator 38
A Force Multiplier in the Age of Transport Diversity
Military SATCOM
Chief Warrant Officer 2 Tiffany Kitarogers orbit (pLEO) constellations are emerging to support
302nd Signal Battalion LSCO. Leveraging CONUS Army Gateways in this
manner offer an increased footprint for landing SAT-
Since its inception, the U.S. Army Signal Corps has COM missions previously thought to be limited to
been at the forefront of military operations, enabling RHN Liberty and RHN Roberts.
commanders to communicate, coordinate, and domi- Transport diversity plays a key role in increasing
nate the battlefield. From the early use of the telegraph capacity, alleviating the burden on aging military
during the Civil War to the adoption of radio communi- satellite constellations, and ensuring resilient commu-
cations in World Wars I and II, the Signal Corps has nications in an era of evolving threats. By integrating
continually evolved to meet the demands of modern MILSATCOM with COMSATCOM, the Department
warfare. The Cold War ushered in the era of satellite of Defense can enhance bandwidth availability, reduce
communications (SATCOM), providing global reach single points of failure, and provide added redundancy
and secure connectivity for military operations. in both contested and congested environments. Though
Today, as emerging reshape the battlespace, the this type of capability is often exercised in theaters
Signal Corps remains critical to warfighting. Ensuring Outside the Continental United States, the 302nd SB
seamless and resilient communication across multiple has the capacity to expand CONUS landing sites,
domains – land, air, sea, space, and cyberspace – is providing greater flexibility and resilience to the warf-
critical to maintaining information superiority and ena- ighter. Despite the rapid advancements in commercial
bling warfighters to execute complex, multi-domain space capabilities, overreliance on COMSATCOM
operations. presents operational risks.
The Army has shifted its warfighting strategy away While commercial providers offer scalable and cost
from enduring counterinsurgency (COIN) missions to -effective solutions, most primarily serve civilian and
large-scale combat operations (LSCO), emphasizing enterprise customers, making them vulnerable to mar-
the need for seamless integration of mobile, reliable, ket fluctuations, regulatory changes, and adversarial
dynamic, and scalable communications. Commercial targeting. In contrast, MILSATCOM provides dedicat-
satellite communications (COMSATCOM) have been ed, secure, and protected communications, ensuring
the preferred transport vector amongst commanders that the military retains full operational control over
in recent years. As the battlespace evolves and COM- its most critical transmissions, especially in high-threat
SATCOM solutions expand their role in military opera- environments.
tions, military SATCOM (MILSATCOM) remains a The 302nd SB remains ready to provide transport
critical force multiplier that must not be discarded. diversity and dynamic solutions for the modern-day
In April 2024, the 302nd Signal Battalion (SB) warfighter through a robust MILSATCOM infrastruc-
and 50th Expeditionary Signal Battalion-Enhanced ture. The recent shift toward hybrid architectures –
(ESB-E) successfully leveraged a Continental United integrating military and commercial assets – demon-
States (CONUS) Gateway and Global Agile Integrated strates the necessity of maintaining a layered and
Transport (GAIT) to pull services from a CONUS redundant communication strategy. Our successful
Regional Hub Node (RHN). While this frequently demonstration reinforces that MILSATCOM is not
occurs overseas, traditionally, the Gateways that fall obsolete; it is indispensable. By leveraging transport
under 302nd SB have not been used to provide this diversity and integrating both military and commercial
capability, though it is readily available. This successful capabilities, we ensure that the joint force remains
exercise highlights the resilience and adaptability of connected, agile, and mission ready, even in the most
MILSATCOM in an era where proliferated low Earth challenging operational environments.

Bio
Chief Warrant Officer 2 Tiffany Kitarogers is a native of Norfolk, Virginia. She joined the Army in January
2007 as a signal support systems specialist (25U), and in 2019 was appointed as a network operations warrant
officer (255N). Her assignments include 2nd Brigade Combat Team, 101st Airborne Division (Air Assault);
160th Special Operations Aviation Regiment; and 2nd Security Force Assistance Brigade. Kitarogers currently
serves as the senior battalion warrant officer for 302nd Signal Battalion, 21st Signal Brigade, Fort Detrick,
Maryland.

Army Communicator 39
Fort Eisenhower Receives Comms Technology Upgrade
AN/PRC-160
Article, photos by Sgt. Truxtun Brodhead will cover various
U.S. Army Signal School aspects of radio opera-
tion, including setup,
The United States military continually seeks to maintenance, trouble-
enhance its operational capabilities through adoption shooting, and tactical
of advanced technologies. One significant upgrade deployment.
in communication equipment is the transition from the During AIT, Fort
AN/PRC-150 radio system to the more sophisticated Eisenhower Soldiers
AN/PRC-160. This change is not merely a shift in will learn about the
hardware; it represents a fundamental evolution in how technical specifica-
military personnel will communicate, coordinate, and tions of the new
execute missions. equipment and how
The AN/PRC-150 is a legacy radio system that has these features can be
served various branches of the U.S. military for years. leveraged in real-
It operates primarily in the high-frequency (HF) band world scenarios.
and is known for its reliability in long-range communi- They will engage in
cations. However, as technology has advanced, so too hands-on exercises
have the requirements for modern military operations. that simulate combat
The need for secure, reliable, and versatile communi- conditions where ef- Pvt. Zahara Shropshire, AIT
cation systems has led to the development of the AN/ fective communication student, completes a practical
PRC-160. is crucial for mission exercise during class.
The AN/PRC-160 offers several enhancements success. This practical
over its predecessor. It supports multiple frequency experience will help solidify the Soldiers’ understand-
bands, including HF and very high frequency (VHF), ing of both basic and advanced functionalities of the
allowing for greater flexibility in communication. AN/PRC-160.
Additionally, it incorporates advanced encryption The transition from the AN/PRC-150 to the AN/
capabilities to ensure secure transmissions, which is PRC-160 is expected to have a profound impact on
critical in today’s information warfare environment. military operations. With enhanced communication
To facilitate this transition, military personnel will un- capabilities, units will be able to share information
dergo Advanced Individual Training (AIT) specifically more rapidly and securely across different platforms
designed to equip them with the necessary skills to and environments. This improved connectivity can
operate the AN/PRC-160 effectively. This training lead to better situational awareness among troops on
the ground and command centers alike.
Training initial entry Soldiers on new equipment
is crucial for several reasons that directly impact their
readiness for the battlefield. First, modern warfare
increasingly relies on advanced technology, communi-
cation systems, and surveillance tools. Familiarity with
this equipment ensures that Soldiers can operate effec-
tively under pressure, minimizing the risk of errors that
could compromise missions or endanger lives.
In conclusion, transitioning from the AN/PRC-150
to the AN/PRC-160 represents a significant advance-
ment in U.S. military communications technology.
Through comprehensive training programs like AIT,
Soldiers will acquire essential skills that enhance oper-
ational effectiveness and adaptability on modern battle-
fields. As these advancements are implemented across
various units within the armed forces, they signify a
Pvt. Brandon Giardina (left) and Spc. Alexander Shub, progressive step toward ensuring that U.S. military
AIT students, display their knowledge on the AN/PRC-150. personnel remain at the forefront of signal technology.

Army Communicator 40
Tips and Techniques for Accelerating Your Writing
Professional development
Capt. Noe Lorona
Army Software Factory

Writing is an essential skill for communication, influence, and professional growth. However, many people
struggle with getting started, maintaining momentum, or overcoming writer's block. Whether you are crafting a
technical report, a blog post, or a journal article, accelerating your writing process requires a combination of
structure, strategy, and motivation. Below are some key steps to help you write faster, more effectively, and
with greater confidence.

Set Writing Targets and Deadlines

Deadlines create urgency, which helps overcome procrastination. Without clear goals, writing projects can
linger indefinitely. To stay on track, set word count goals by breaking your writing into manageable word count
targets per session. Use timers, such as the Pomodoro technique, to write for 25-30 minutes with short breaks to
maintain momentum. Commit to a publishing date, even if self-imposed, as having a target completion date
adds accountability. Writing with intent makes a difference, so align ideas with the format and audience.
Self-imposed deadlines create urgency. Writing communities provide motivation.
Pairing up with someone who checks in on your progress can be a game changer.

Take a Stroll in the Idea Phase

Before you start drafting, invest time in generating and refining your ideas. Rushing into writing without a
clear direction often leads to disorganized thoughts and multiple rounds of heavy revisions. Do not rush into
drafting; instead, stay in the idea phase longer. Use mind mapping to create a visual representation of your
ideas and their connections to ensure logical progression. Brainstorm by jotting down all your thoughts, no
matter how scattered they may seem, and categorize them later. Backward planning is useful. Begin with the
final goal in mind to make it easier to structure the supporting arguments or sections leading up to it. Sticky
notes or index cards help by allowing you to write key points down and arrange them physically to sort and
prioritize content.
Sometimes there's a fear of lacking structure that holds people back from writing.
But by spending more time in the idea phase, you create a framework to guide your writing.

Army Communicator 41
Write First, Edit Later
One of the biggest roadblocks in writing is self-editing too soon. If you obsess over perfecting each sentence
as you go, you may find yourself stuck in an endless loop of minor revisions without significant progress.
Focus on getting words onto the page without worrying about grammar or structure initially. Once your ideas
are fully formed, you can refine and polish them during the editing phase. Write first, edit later, and do not
worry about small mistakes.
When I was writing for my degree, I was drafting over eight pages per week..
I learned that words on paper are better than a blank page. Write now, edit later.

Leverage AI Tools
Technology can be a powerful asset in streamlining your writing process. AI-driven tools such as generative
AI chatbots, grammar tools, and speech-to-text software can enhance efficiency. AI can help generate additional
content, suggest different perspectives, or provide related concepts to enrich your writing. Grammar and style
checks allow you to catch typos, improve sentence flow, and ensure grammatical accuracy without spending
excessive time on manual proofreading. Text-to-speech tools let you listen to your writing being read aloud to
detect awkward phrasing or unclear sentences. Voice dictation can be beneficial if typing slows you down, as
speech-to-text tools can transcribe spoken ideas, allowing you to capture your thoughts quickly and structure
them later.
AI won’t and shouldn’t write your paper for you, but it can refine your words
and make them more professional. Use AI as an enabler, not a crutch.
Find Your Flow
Just as a software developer experiences a "flow state" in coding, writers can achieve a similar deep focus
when writing. Optimize your environment to encourage this state. Eliminate distractions by closing unnecessary
tabs, putting your phone on silent, and setting specific time blocks for writing. Set a routine by dedicating time
each day to help train your brain into a writing mindset. Using background noise, such as white noise or ambient
sounds, can help maintain focus and drown out distractions. Experiment with different writing locations, as
some people work best in a quiet home office, while others thrive in a coffee shop or library.
I’ve walked on a treadmill while dictating ideas and ended up with
several pages of content without typing a single world.

Embrace Collaboration and Accountability

Writing does not have to be a solo endeavor. Working with others can provide accountability, feedback, and
motivation. Pair writing is like pair programming (an extreme programming practice), where a partner keeps
you on track and gives feedback. Join writing groups to gain community support that encourages productivity
and provides valuable critiques. Leveraging peer reviews ensures that another set of eyes can review your work
to catch mistakes and improve clarity. A partner keeps you on track and gives feedback.
Overcome Writer’s Block
If you find yourself struggling to write, try different methods to break through the block. Take a walk.
Physical movement can clear your mind and spark new ideas. Talk it out by dictating your thoughts using a
speech-to-text tool. Write the worst version first and refine it later. Getting something on paper, even if it's
rough, is easier to fix than starting from scratch. Use writing prompts to trigger new ideas if you feel stuck.
Iterate and Refine
Like Agile development, writing benefits from continuous iteration. Plan your writing by outlining your main
points before drafting. Write freely without excessive self-editing. Review and revise by refining structure, im-
proving clarity, and adjusting for tone. Get feedback by sharing your draft with others or by running it through
some AI for constructive input. An outline is an MVP (minimum viable product) and should not be seen as
final but as a guide to shaping your work. By treating writing as an iterative process, you reduce the pressure
of perfection and gradually improve the quality of your work over time.
Final Thoughts
Writing faster is not about rushing; it’s about optimizing your process. By planning your content, leveraging
AI tools, setting clear goals, and embracing a flow state, you can accelerate your writing while maintaining
impact and clarity. The more you write, the more natural and effortless it becomes. Start today and watch your
writing speed and confidence grow!
AI Disclaimer
Although AI was used to help with rewriting style and formatting, it did not generate the content. All content
was the original thoughts of this author, and AI was only leveraged as a writing assistant.
Army Communicator 42
Signal Instructors Connect with Industry Partners
Train the trainer
Article, photos by Laura Levering
U.S. Army Signal School

About a dozen leaders from the Signal Operations

Support Specialist (25U) course received upper-level
training on Integrated Tactical Network (ITN) radios
from Sev1Tec, one of the military’s many industry
partners.
Held at Sev1Tech’s Augusta location Feb. 10-21,
the training was the first of future collaborations that
follow a “train the trainer” model.
By teaming up with industry partners such as
Sev1Tec, signal Soldiers are equipped with the latest
in technology and take the skills they learned back to
their classrooms.
“They will train each other so when the equipment Sgt. 1st Class Christopher Melton, 369th Signal Battalion,
is implemented in the 25U course, our instructors will participates in ITN training Feb. 13.
be more prepared to educate the Soldiers on the equip-
ment,” explained Terry Moore, chief of Satellite Com- how quickly technology changes and understands the
munications and Network Communications Branch, value in equipping today’s trainers with what they
Training and Education Development Directorate, need to execute their mission. And the support doesn’t
U.S. Army Signal School. necessarily stop when Soldiers complete the training.
The 10-day course is a combination of classroom “Soldiers can call in if they have an issue out in
instruction and practical exercises. Chris Young, Train- the field with their radio, they can call [us] regardless
ing Development team lead for Sev1Tec, said they “are of where they are in the world,” said Lawanda Bos-
fortunate to well, Project Manager Tactical Radios Help Desk lead
have the and former information technology specialist (25B).
resources – Boswell, who retired from the Army last year, said if
everything she is unable to personally assist when called, she will
from person- seek someone who can. Soldiers also have access to a
nel support website equipped with product support, tutorials, and
to equipment other resources.
and every- “Our work with the [Signal School] is to make sure
thing in- that they are integrating these new tactical radios into
between.” their curriculum and to ensure that their instructors are
Like many trained in order to execute properly,” Young said.
employed “As the Army rapidly and iteratively fields the lat-
by industry est technologies across the force, we need to maintain
partners, pace and currency in order to best prepare the signal
Young Soldier to provide critical communications capabilities
retired from to their command,” said the 43rd Chief of Signal and
the military U.S. Army Signal School Commandant, Col. Julia
and wanted Donley. “Having Sev1Tec update us on ITN equip-
to continue ment really brings the instructors here at the school-
serving in house up to speed with some of the latest C2 Fix
some capaci- capabilities.”
ty. As a for- Future iterations of ITN training are planned and
mer radio will cover Mobile User Objective System, Field Level
operator- Maintenance, and Ruggedized Applications Platform-
Staff Sgt. Jamel Baldwin, 15th Signal Brigade, maintainer, Tactical Radios/Atom.
participates in an exercise on Day 4 of ITN he knows Sev1Tech has 11 locations throughout the United
training hosted by Sev1Tec. firsthand States and provides services to the military worldwide.
Army Communicator 43
An Assessment of the ITN’s Viability for C2 in LSCO
Up to code
Maj. Tony Formica, Capt. Andrew Ciserano An Unqualified Win for ITN: Faster Planning
Department of Army Our brigade’s greatest successes with ITN came
from leveraging its data transport capabilities. This c
The way that Army doctrine characterizes modern apacity allowed us to dramatically shorten the amount
conflict is stark in terms of both scale and speed. Bri- of time it took our staff to run a cycle of the Military
gade combat teams (BCTs), the cornerstone of Army Decision-Making Process (MDMP) and enabled us to
forces, must grapple with areas of operation (AOs) increase our overall operational tempo. Specifically,
that are 5-25 kilometers in depth (Department of the ITN’s data transport facilitated our staff’s preference
Army, 2022). Meanwhile, the Army’s premier tactical for analog planning in a deployed environment.
echelon, divisions, face AOs spanning 20-40 kilome- The benefit of analog planning is speed and intrinsic
ters, which incorporate multiple BCTs (Department of synchronization. It is faster for brigade planners to
the Army, 2022). collaboratively draw a concept sketch or synchroniza-
Doctrine tells us that brigades must be able to plan tion matrix on the back of a laminated map than it is for
operations 12-24 hours into the future, while their divi- them to huddle around a computer and try to get the
sion headquarters deal with time horizons spanning 24- zoom settings and formatting correct. The downside to
48 hours (Department of the Army, 2022). These vast analog planning is dissemination of orders and fighting
distances and short time windows impose a require- products, which if not generated on a computer, have to
ment for BCTs and their division headquarters to share be manually duplicated and then delivered. This draw-
a robust command and control (C2) architecture. back tends to negate any efficiencies the staff might
The Integrated Tactical Network (ITN) is the have gained from analog planning in the first place.
Army’s answer to this requirement. ITN represents a We nullified the dissemination problem once we
significant investment by the Army to not only ensure established our brigade’s ITN network at full capacity.
that its tactical units can talk to each other, but that We extended the reach of the TrellisWare Scalable
they can also perform the data ingestion and infor- Mobile Ad Hoc Network with our Variable-Height
mation transmission tasks that are essential to both Antennas (VHAs), and enhanced the data throughput
survive on and dominate the modern battlefield. capacity of the network with Tampa Scout-provided
At its best, ITN theoretically goes beyond enabling Upper Tactical Internet. Doing this now allowed our
communication to materially altering the way that units analog planners to take photos of their hard copy draft
operate. It does this by facilitating an increase in the orders and fighting products on an Android Team
pace and volume of information exchange between Awareness Kit (ATAK) and push those photos in real
echelons operating across the distances and under the time across the brigade’s network.
time constraints described above. This makes the inte- Meanwhile, one designated planner was tasked
gration of ITN into BCT operations a task that must with typing up analog products on a Windows TAK
be shared by both signal professionals and their ma- (WinTAK) so that, as a rule, the brigade published
neuverist peers. It is neither “just another piece of kit” warning orders in analog format as photos and finalized
nor something for the S6 to “figure out” in isolation, orders and fighting products in digital format. This
but instead an essential tool for modern warfighting. approach allowed us to push our planning windows
Both of us recently served in an ITN-fielded BCT from the 12-24 hours described by doctrine to 48-72
and had the opportunity to assess the technology’s ca- hours. The windfall from this shift was better parallel
pabilities across two rotations at the Joint Readiness planning, more time for rehearsals, and an overall
Training Center (JRTC). We will argue that the most faster tempo. The brigade had to train methodically to
current iteration of ITN enables organic BCTs to get to this level of proficiency.
significantly speed up their planning and operational It takes time to configure the right number of Win-
timelines in simulated large-scale combat operation TAK computers with the suite of applications and
(LSCO) environments - but only if these units achieve licenses necessary to enable this kind of distributed
a high level of technical skill, staff training, and planning, and staff officers need to understand how
maintenance at multiple levels across the formation. to batch data files to prevent them from clogging up
Similarly, we will argue that ITN falls short of reach- bandwidth. We spent seven months executing a series
ing its full potential because of technological ineffi- of staff exercises, command post exercises, leader train-
ciencies and shortcomings that are built into the ing period, and field training exercises to ensure that
network. our staff had the requisite level of technical proficiency
Army Communicator 44
to maximize its use of ITN-enabled planning. ITN’s blade hours, resupply of anti-armor munitions, alloca-
sophistication requires an unfortunately high degree tion of priority targets, and fires – that were informed
of such technical proficiency, as illustrated by our by only partially complete information.
brigade’s experiences in controlling geographically- Slow Links and Popped Bubbles
distributed forces. The previous episodes underscored that ITN can be
Controlling Forces: A Draw a highly effective tool for increasing the tempo and
Our brigade entered the training area (The Box) via scope of BCT operations – assuming a very high level
Joint Forcible Entry-Airborne (JFE-A), more common- of collective training on the maintenance, employment,
ly known as an airborne assault. We focused most of and troubleshooting of ITN’s component systems.
our combat power on Geronimo Drop Zone (DZ) in However, even when BCTs manage to get all of these
the northern portion of The Box, while allocating a considerations right, technical shortcomings that are
battalion task force to Barry DZ in the south. ITN’s baked into ITN’s hardware will still limit its utility to
TSM – its line of sight (LoS) functionality – facilitated units that field it.
excellent information flow on each DZ. Nowhere was Our brigade had a combined arms company consist-
this more pronounced than on Geronimo DZ, where ing of two platoons of Abrams tanks and one platoon of
TSM allowed crosstalk between leaders at all echelons Bradley Fighting Vehicles attached to it for the duration
in different battalions and had an inherently accelerato- of our most recent rotation. This company came from a
ry effect on the overall brigade ability to achieve and division that had not been fielded with ITN capabilities.
sustain momentum. But the brigade struggled to While ITN is compatible with legacy waveforms, such
achieve communications between the DZs. Barry’s as the FM radios and Joint Battle Command-Platform
10-kilometer separation from Geronimo forced (JBC-P) employed by this specific combined arms com-
the lone battalion task force on that DZ to rely on the pany, tank commanders could not look at an ATAK de-
Mobile User Objective System (MUOS), a satellite- vice and know that the units to their front were friendly
based waveform that is ITN’s answer to the outmoded or that the enemy slowed down the speed at which they
TACSAT system, to send reports to the brigade from could employ their formations. This in turn slowed
the outset of the JFE-A. This was a risk, but one we down the speed at which the combined arms company
deemed acceptable. We believed that we could airland could mass its armored assets, thereby reducing its
a sufficient number of VHAs to extend the TSM net- ability to capitalize on its hallmark strengths of shock
work from Geronimo DZ to our southern battalion and firepower. The net result was that the brigade’s
by the time they had occupied their initial march objec- tempo was significantly decreased. The battalion and
tives. That expansion did happen, but 48 hours later brigade anticipated this problem. We did everything
than planned. we could to mitigate it, to include providing key leaders
Talented and well-intentioned as they were, the in the combined arms company with ATAK devices,
southern battalion’s communications personnel lacked but these measures did not materially alter the fact that
the proficiency to put their VHAs in operation to suffi- our brigade’s speed in controlling operations was slow-
ciently expand the TSM bubble. Maintenance issues on er with its non-ITN-equipped enablers than with its
the battalion’s VHAs further decreased their reliability, organic forces.
necessitating the dispatching of a brigade-level VHA All of our skill in utilizing TSM to control even our
team to plug the gap in the mesh network. organic formation counted for little once the brigade
In the interim, the southern battalion had relied transitioned to executing live fires at the Peason Ridge
almost entirely on MUOS and its liaison officer to range complex. Here, civilian cell phone towers operat-
maintain communications with the brigade headquar- ing in the same ultra high frequency (UHF) range as our
ters, and because of the MUOS radio’s high battery TSM waveform completely broke the mesh network,
consumption rate, the battalion resorted to infrequent in spite of the fact that the distances we were operating
comms windows to send reports and receive infor- and retransmitting across were shorter than they had
mation from the brigade. This combination of events been during our force-on-force module in The Box.
threatened the brigade’s ability to command its forces This is a math problem that cannot be solved through
as it prepared to execute a defense. Events that were training or technical ingenuity. A waveform in the
happening in real time in the southern battalion’s AO same frequency range as TSM with more power
were not being reported to the brigade headquarters amplification – e.g., a cell phone tower – will always
with the frequency or level of detail that events that pollute, degrade, or deny TSM transmissions.
were happening to the brigade’s other well-connected Recommendations and Way Forward
battalions. ITN can significantly increase a brigade’s operation-
The brigade staff and commander consequently al tempo, specifically by increasing the rapid exchange
made decisions about the allocation of scarce resources of large amounts of information between echelons.
and capabilities – Class IV allocations, dig assets and However, this will only happen if there is a very high
Army Communicator 45
level of technical skills, staff training, and mainte- they were just the most geographically isolated unit
nance across the formation. Even then, ITN will slow in our formation. Instead, it speaks to an institutional
BCTs down when they work with units that are not issue that the Army should fix.
ITN-equipped, and ITN will outright fail in some Communications Soldiers do not learn how to
environments that units are likely to face in LSCO. employ ITN and its associated end items during their
These conclusions imply that ITN-equipped units Initial Entry Training or Advanced Individual Training.
have a responsibility to set conditions for themselves These Soldiers arrive to units like ours able to operate
to ensure they maximize use of their equipment. and maintain legacy equipment, and unable to design
The first of these is training, both of staff as well a battalion talk group, maintain a TSM network, or
as signal professionals. Our brigade’s success in using advise staff where it should put a VHA to achieve
ITN to rapidly plan, prepare, and rehearse operations optimal battlefield coverage. Army signals training can
did not happen by accident; it was the end result of a address this gap by incorporating ITN into its program
seven-month training progression focused on refining of instruction and embracing a more strenuous focus
our standard operating procedures and rehearsing our on theory for entry-level Soldiers. The current Army
methodology for disseminating orders and fighting model, with its heavy emphasis on hands-on training,
products. Similarly, ITN’s failure at Peason Ridge does not generate professionals who can construct a
suggests another training objective for ITN-equipped C2 system appropriate to the breadth, depth, and EMI
BCT staffs: how they think about and construct their of their units’ AOs. This training deficit ultimately
Primary, Alternate, Contingency, and Emergency produces situations such as the one our southern
(PACE) plans. battalion found itself in: dependent on a brigade asset
The root cause of the Peason failure was electro- with more expertise and knowledge to reestablish
magnetic interference (EMI) from a local cell phone reliable communications with higher headquarters.
tower. This problem is not going away. There are The Army must also assess ITN’s materiel composi-
few, if any places, on the planet where cell towers tion. ITN’s end items contain a plethora of functionally
or similar technologies will not cause EMI problems useless basic issue items (BII) and shortage of essential
for units entrusted with 5-25 kilometer frontages. BII. For example, the ATAK is fielded with 15 total
Similarly, our likely adversaries have the capability, components, of which only about six are useful to the
capacity, and skill to use electronic attacks to deny, individual paratrooper. Our brigade experienced a
degrade, and disrupt friendly communications (The marked decrease in physical communications capabili-
Economist, 2024). Tactical units must start falling ties over the course of our rotation because those six
back on PACE plans that will stand up to EMI; not components, or their analogs in other ITN hardware,
just against specific platforms but specific bands. broke too often and easily to be reliable in LSCO.
BCTs should develop a PACE for LoS, beyond line We were aware of this problem before deploying to
of sight (BLoS), and UTI respectively. This would the JRTC, but to date, our formation has had middling
have looked like our brigade shifting from TSM’s success in addressing it. The supply system has not
UHF-reliant waveforms to FM communications caught up with the demand for those elements of ITN
before resorting to MUOS’s slower BLoS capabilities supporting hardware that are the most used and there-
at Peason. There would’ve been costs associated with fore are frequently the first to wear out and break.
doing this; that is what Course of Action analysis All of this makes training personnel on the use and
exists to evaluate. The main point is that staffs must maintenance of ITN components much more difficult
be trained to think about robust PACE plans in terms than it needs to be. We have described how many
of bands, not just platforms. months it takes to train personnel to a basic level of
ITN-enabled BCTs must take ownership of train- proficiency on ITN. The combined arms company
ing their signal professionals, the radio-telephone op- commander who is handed an ATAK a few days before
erators (RTOs) and S6 personnel who design, run, the brigade assaults into the JRTC training area with
and repair the communications architecture. Our a box of 15 cables he or she has never seen before is
combined experience over three years and two JRTC unlikely to make even minimal use of the system over
rotations suggests that this requires a minimum six the course of the rotation. The Army must reassess the
months’ investment of time to get these junior leaders user-friendliness of ITN’s components and eliminate
to the level of proficiency that enabled our brigade’s superfluous BII that does not materially make the BCT
operations. Even with that investment – multiple RTO and its subordinate headquarters better off in the fight
academies, communications exercises, and field exer- for information.
cises designed to strain the mesh network – we still Up to Code But Some Upgrades Required
encountered training and maintenance shortfalls with We believe that ITN is a sound step forward in the
our southern battalion during our most recent iteration Army’s effort to build communications systems that
in The Box. This is not a reflection on that battalion; are up to the requirements of the modern battlefield.
Army Communicator 46
Our brigade’s proficiency in employing ITN will carry second-and-third-order effects for the ways
allowed us to exercise C2 of our forces within both a future BCTs conceptualize their C2 requirements.
brigade and replicated division battlespace as large as However, the need for information to inform decisions
those presaged by contemporary Army doctrine. ITN’s will remain permanent.
signal contribution to our BCT’s effectiveness was its The recommendations we have made here should
ability to allow our planners to outrun the time horizons be taken as achievable milestones the Army can set
anticipated in FM 3-0. We were consistently 24-48 to improve its current system. We think ITN is still in
hours ahead of where doctrine thinks brigades will be its nascency. It provides the minimum requirements
able to be because of the ability ITN gave us to ingest, imposed by what the Army thinks future combat looks
analyze, and distribute information. like. We believe that incremental adjustments such as
Cybersecurity professionals often joke that there’s those we have proposed will bring it to maturity.
no such thing as a perfect system, and we share this We are excited to see the results that BCTs can
perspective in evaluating technologies the Army achieve as ITN becomes more widely proliferated,
develops to provide C2 on the battlefield (Schneier, as our communications professionals become more
2018). ITN is not perfect, and it is never going to be. proficient in its application, and as Army commanders
Adversary capabilities will evolve, technological inno- and their staff become more aware of just how much
vations will render entire categories of communications capacity ITN gives them to quickly find and destroy
platforms irrelevant, and force structure modifications their enemies in combat.

Maj. Tony Formica is a career infantryman with experience in Stryker

and airborne formations. He has deployed to the U.S. European Command
and Central Command areas of responsibility. Formica holds a Bachelor of
Science from the U.S. Military Academy and a Master of Arts from Yale
University's Jackson School of Global Affairs, which he obtained through
the Downing Scholars Program.

Capt. Andrew Ciserano is a signal officer with eight years of tactical and
airborne communications experience. He has deployed to the U.S. European
Command, African Command, and Central Command areas of responsibility.
Ciserano holds a Bachelor of Science from the University of South Carolina
and a Master of Science from Webster University

References
Department of the Army. (2022). Operations (FM 3-0). https://armypubs.army.mil/epubs/DR_pubs/DR_a/
ARN36290-FM_3-0-000-WEB-2.pdf

The Economist. (2024, 30 April). “Who is jamming airliners’ GPS in the Baltic?”
https://www.economist.com/the-economist-explains/2024/04/30/who-is-jamming-airliners-gps-in-the-baltic.

Schneier, Bruce. (2018). Click Here to Kill Everybody: Security and Survival in a Hyper-connected World.
W.W. Norton & Company.
Army Communicator 47
Up next …
The Summer 2025 themes are:
Stewarding the Profession, the 250th Army Birthday; the 165th Signal Corps Anniversary.

Why did you join the Army? Why the Signal Corps? How has the Army changed the world
for the better? Who are some of the greatest heroes of the Army and why? What opportunities
has the Army afforded you? Who or what inspires you to “be the best you can be?” What does
“stewarding the profession” mean to you, and why is it important? What goals have you set
for yourself and what actions are you taking to achieve them?

Everyone has a story to share. We want to hear yours!

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Want to be on the next cover? On the Cover:

Staff Sgt. Jaron Hohertz, as-
There are some incredibly talented signed to 11th Signal Bri-
Signaleer-photographers. We know gade, conducts voiceover dur-
because we’ve seen some of your ing the QRPX (low-power,
work! Send us your best shots! high-frequency communica-
tions exercise/competition)
Photographs should be at least 1MB March 22, on Fort Cavazos,
Texas. QRPX is an annual,
higher is better) and feature at least Army-wide radio event spon-
one Signaleer. Full name, rank, and sored by the U.S. Army's Net-
unit of Soldier(s) in photo must be work Enterprise Technology
included along with a sentence or Command where competing
units attempt to successfully
two explaining the photograph. establish high-frequency com-
munications across the globe.
Send to: (Photo by Pfc. Patrick M.
[email protected] Connery, 7th Mobile Public
Affairs Detachment)
Army Communicator 48