Mindset
Weekly mindset dispatches from REJTF leadership. Strategic thinking, operational philosophy, and the principles that drive how we fight and win.
Mindset 10:
Do Your Job
Three words. The most demanding standard there is. Most missions don't fail because the strategy was flawed—they fail because someone didn't do their job. Every single role is load-bearing.
Published
May 11, 2026
Do Your Job
Several weeks ago, we laid the foundation with Maximum Ownership. Since then, we have added a layer every week—connecting the dots, shaping the field, owning the outcome, refusing excuses, chasing excellence, commanding the clock, daring greatly and earning the dust. We have constructed a champion's code from the ground up, one mindset at a time.
Now, I am asking you to do the hardest thing on that list: Do Your Job.
That's it. Three words. And they are the most demanding standard I know.
“Do Your Job” isn't a motivational poster. It's not a slogan you print on a t-shirt and forget by Tuesday. It is everything we have built over the last nine weeks—compressed, pointed, and aimed directly at the execution that wins fights and loses them.
Here is the uncomfortable truth: most missions don't fail because the strategy was flawed. They fail because someone didn't do their job. A missed handoff. A delayed report. A threshold left unguarded. One link in the chain that failed to carry its load.
This week's mindset is a direct challenge to the noise—the bureaucratic fog, the competing demands, and the temptation to drift toward someone else's problem because your own feels too small or repetitive. Hear me on this: Your job is not small. In this task force, every single role is load-bearing. You are not the background. You are the infrastructure.
Detroit 2004
The Los Angeles Lakers entered the 2004 NBA Finals as massive favorites, boasting two of the greatest players in history: Shaquille O'Neal and Kobe Bryant. The basketball world considered the series a formality. Across from them stood the Detroit Pistons. No superstars. No household names. By every individual metric, they were outmatched.
The Pistons won the NBA Championship in five games.
Not through improvisation or sudden heroics. They won because every player executed their specific role—at an elite level, every night, with zero deviation.
- Tayshaun Prince's job: Guard Kobe. He did it.
- Ben Wallace's job: Take Shaq's best hit and not flinch. He did it.
- Chauncey Billups' job: Run the offense and make the right pass. He did it.
- Rip Hamilton's job: Run relentless screens to exhaust the defense. He did it.
It wasn't about superior talent; it was about discipline. Five people. Five jobs. Zero deviation. And they broke the most gifted team on the floor.
Craig Reynolds
Undrafted. Cut. Practice squad. When injuries forced him onto the field for the Detroit Lions in 2021, he ran like he had prepared his entire career for that single moment. Because he had. He didn't prepare for the spotlight—he prepared for his job. And when his job became the spotlight, he was ready. That is what unseen, daily excellence looks like when its number is finally called.
Every person on this task force is Craig Reynolds on some days, and Chauncey Billups on others. Do your job, regardless of which one you are today.
You Know Your Job — Completely
You don't approximate it. You don't crowd-source it. You own it with the same ferocity you would bring to designing a brand-new capability from scratch. Know your inputs. Know your outputs. Know exactly what “done” looks like at the standard this team demands. Championship teams aren't built on effort alone—they are built by professionals who have studied their craft until it becomes reflex.
You Do Your Job — Not Someone Else's
Trust is the operational currency of a Joint Task Force. When you reach into someone else's lane uninvited, you aren't helping—you are signaling that you don't trust them to hold their link. Ben Wallace didn't try to play point guard because he thought he could do it better. He mastered the paint and trusted Billups to run the floor. Do your job. Trust the network. Let the chain work.
You Do Your Job When No One Is Watching
The most critical execution happens in the quiet moments. The draft submitted on time. The handoff prepared before it's requested. The quality check that didn't have to happen, but did. Craig Reynolds wasn't discovered; he was revealed. He had been doing his job every day in practice, in the weight room, on the scout team—long before the stadium lights turned on. The arena respects those who win, but it only gives you the chance if you put in the work when the stands are empty.
Hold Your Link
The Pistons didn't beat the Lakers because they were better individuals. They beat them because they were a chain that held. Every link carrying its load. Every link trusting the one next to it.
That is exactly what I am asking of this task force right now. Not heroics. Not doing someone else's job.
Our warfighters are counting on the chain. Hold your link.
“Set the pace. Lead the way. Never Yield.”
Past Mindsets
May 11, 2026
Earn the Dust
Built on Dare Greatly. You cannot execute rapid employment operations from a pristine whiteboard. Real execution is gritty, exhausting, and fraught with friction. If you finish the week clean, you didn’t push hard enough.
Read Full Mindsetexpand_moreEarn the Dust
Last week, we challenged every member of this task force to Dare Greatly—to take the shot, operate at 100mph, and ignore the timid souls on the sidelines. We established that aggressive action is our baseline.
But there is a cost to operating at that speed. When you dare greatly, you do not get to walk away clean.
This brings us to the next, crucial line in Roosevelt’s 1910 address. He states that the credit belongs to the one actually in the arena, “whose face is marred by dust and sweat and blood.”
You cannot execute rapid employment operations from a pristine whiteboard. You cannot disrupt the adversary without getting your hands dirty. Real execution is gritty, exhausting, and fraught with friction. If you finish the week and your plan looks exactly as clean as when you drafted it, you didn’t push hard enough. You didn’t hit enough obstacles. You didn’t Earn the Dust.
Lt. Col. Jimmy Doolittle & the 1942 Raid on Tokyo
True strategic victories often look tactically messy. Doolittle launched heavy, land-based bombers off a Navy carrier deck. He launched 10 hours early into a storm. Every single aircraft was lost. By a “zero-defect” standard, the mission was a disaster. But strategically? It changed the entire momentum of the war.
They didn’t wait for perfect conditions. They paid the physical price, accepted the extreme friction, and changed history.
Get Out of the Ivory Tower
You cannot lead from behind a desk, and you cannot plan in a vacuum. Get into the weeds with your teams. Understand the friction they are facing on the ground, in the code, or in the bureaucracy. Lead from the front where the dust is kicking up.
Measure Strategic Wins Over Tactical Perfection
Like the Doolittle Raiders, you will face moments where the plan falls apart, resources are lost, and you have to bail out and adapt. Do not mourn the loss of a perfect plan. Focus on whether the strategic objective was achieved. We accept tactical friction for strategic dominance.
Accept the Toll
Operating at the edge of our capabilities is exhausting. It requires late nights, hard conversations, and the mental resilience to bounce back when you come up short. That exhaustion is the price of admission. It is the badge of honor for those actually in the fight.
A Note on Hardware vs. Human Life
While the Doolittle Raiders took extraordinary personal risks, our takeaway today is not a callousness toward human life. Rather, it is the exact mindset we must apply to our modern tools: rapid employment and attritable unmanned systems. We must be perfectly willing to lose cheap hardware to achieve a strategic effect.
If we refuse to launch our unmanned systems because we are afraid of losing them, or if we delay execution waiting for a flawless, risk-free plan, we belong with those “cold and timid souls who neither know victory nor defeat.”
“Don’t look for the easy route. Seek the friction. Earn the dust. Set the pace. Lead the way. Never Yield.”
Dare Greatly
If we are terrified of an error, we will slow down. We do not have the luxury of playing it safe. We will not punish errors born of aggressive striving—we will only punish timidity and inaction.
Read Full Mindsetexpand_moreMay 11, 2026
Dare Greatly
Over the past few weeks, we have demanded a lot. We’ve talked about Maximum Ownership, Chasing Excellence, and Owning the Clock. These are uncompromising standards. But as we push the throttle forward in support of rapid employment operations, we must confront a dangerous byproduct of high standards: The fear of making a mistake.
If we are terrified of an error, we will slow down. We will wait for perfect intelligence. We will form committees. And in doing so, we will hand the initiative right back to the adversary. We do not have the luxury of playing it safe.
This week, we draw our mindset directly from the speech that gives this very series its name—Theodore Roosevelt’s 1910 address. This week, our mindset is: DARE GREATLY.
Roosevelt reminds us that the credit belongs to the men and women actually in the arena. It does not belong to the critics, the sideline observers, or those who point out how a doer of deeds could have done them better.
“…who errs, who comes short again and again, because there is no effort without error and shortcoming; but who does actually strive to do the deeds…”
We want aggression, but we do not expect perfection. A zero-defect mentality is a peacetime luxury. In the arena, things get messy. Plans fall apart. Friction is constant. If you are pushing the boundaries of what is possible, you are going to stumble.
Let me be clear: We will not punish errors born of aggressive striving. We will only punish timidity and inaction.
Kelly Johnson & the Rapid Fielding of the U-2 Spy Plane
Kelly Johnson’s Skunk Works team at Lockheed took the U-2 from concept to first flight in just eight months. They shed standard landing gear to make weight and accepted the danger that came with it. They cut the drag of conventional process and bureaucracy to move at the speed the mission demanded.
Johnson’s team didn’t wait for a flawless, risk-free design. They dared greatly, embraced the friction, and delivered a capability that changed the course of the Cold War.
Action Over Apprehension
Do not let the fear of a misstep stop you from taking the shot. Gather your data, trust your team, and execute. If you miss, miss going 100mph, learn from the data, and reload.
Embrace the Friction
If your plan is perfectly clean and perfectly safe, you probably aren’t moving fast enough or hitting hard enough. Just like the Skunk Works team shedding standard landing gear to make weight and accepting the danger that came with it, you have to cut the drag. Accept the messy realities of operating at the edge.
Silence the Critics
You will face bureaucratic resistance. You will meet people who tell you why a new idea won’t work or why it defies standard process. Ignore them. Their place is with those “cold and timid souls who neither know victory nor defeat.” Your place is in the fight.
“Step into the arena. Strive valiantly. Dare greatly.”
May 4, 2026
Own the Clock
Time is our most unforgiving adversary. Every second spent admiring a problem or waiting for a 100% perfect solution is a second surrendered to the opponent. In the arena, hesitation is penalized.
Read Full Mindsetexpand_moreOwn the Clock
Two weeks ago, we laid our foundation: NO EXCUSE. We committed to owning the mission and dismantling obstacles. Last week, we elevated our standard: CHASE EXCELLENCE. We rejected “good enough” and dedicated ourselves to closing the gap between baseline success and total mastery.
But a high standard means nothing if it stays on the whiteboard. Excellence in theory cannot sustain the warfighter or win the fight. In our environment—especially when supporting rapid employment operations—time is our most unforgiving adversary. This week, we bridge the gap between preparation and impact. This week, our mindset is: OWN THE CLOCK.
Owning the clock is the conscious choice to recognize time as a weapon. It is the understanding that every second spent admiring a problem, deliberating in committee, or waiting for a 100% perfect solution is a second surrendered to the opponent. In the arena, hesitation is penalized.
Consider the greatest teams in any sport during a two-minute drill or a dwindling shot-clock. They do not panic, but they move with relentless, calculated urgency. They process the data they have, trust their exhaustive preparation (their Chase Excellence phase), and execute. They do not let the game happen to them; they force the defense to react to their tempo.
We are about initiative. We don’t wait for the battle rhythm to dictate our pace; we set it. We understand that taking calculated, immediate action generates momentum, and momentum breaks down barriers.
Captain Thomas Hussey & the Invasion of Sicily, 1943
Captain Thomas Hussey turned sixteen weeks of bureaucratic delays into a 17-minute over-the-shore logistics breakthrough for the invasion of Sicily. He didn’t have more resources or more authority than his peers—he simply had a different relationship with time.
He understood that every hour lost to a negative office call or a “no” from a staff officer was an hour handed to the enemy.
Decide and Drive
Perfection is the enemy of execution. An aggressively executed 80% solution today is infinitely more valuable than a flawless plan next week. An “Own the Clock” mindset requires the courage to gather the best available data, make the hard call, and put your foot on the gas, knowing you have the agility to adjust course while in motion.
Dictate the Tempo
Don’t wait to be tasked. Anticipate the friction points your team or the warfighter will face tomorrow, and initiate the solution today. Make the opponent—or the obstacle—react to your speed. When you move first and fastest, you control the battlespace.
Ruthless Prioritization
Owning the clock means knowing exactly what not to do. Strip away the fluff. If a process, a meeting, or a theoretical debate does not directly increase our speed to employment or mission success, cut it. Protect your time fiercely so you can spend it where the mission needs it most.
“When we say ‘Own the Clock,’ we mean Hussey-level persistence. We mean turning 16 weeks of bureaucracy into 17 minutes of tactical execution. Don’t just watch the clock. Own it.”
Chase Excellence
Excellence is not luck; it is a deliberate, relentless pursuit of a higher standard. The rejection of “good enough” and the understanding that true victory lies in redefining what is possible.
Read Full Mindsetexpand_moreApril 13, 2026
Chase Excellence
Last week, we embraced a core tenet of championship teams: NO EXCUSE. We committed to dismantling obstacles rather than accepting them, owning the mission from start to finish. We build on that foundation this week because refusing to make excuses is the prerequisite for something greater. It clears the path for our true objective. This week, our mindset is: CHASE EXCELLENCE.
Excellence is not a passive outcome. It is not luck, and it is not a happy accident. It is a deliberate, often grueling, pursuit. The Chase Excellence mindset is the conscious decision to hunt for a higher standard in everything we do. It’s the rejection of “good enough.” It is the understanding that while baseline mission success is the goal, true victory lies in achieving a level of performance so masterful that it redefines what is possible—the way Roger Bannister did when he proved the four-minute mile was not a barrier, but a benchmark.
We are about intentionality. We don’t just perform our duties; we study them, refine them, and practice them with a level of focus and captivation. We identify the gap between our current performance and the theoretical limit, and we dedicate ourselves to closing that gap. We choose to make excellence happen on purpose.
Good is the Enemy of Great
The most dangerous place to be is in the comfortable middle. A “Chase Excellence” mindset is intolerant of mediocrity. It forces you to ask the hard question: “Is this my absolute best, or is it just enough to get by?” Don’t let initial success breed complacency. Use it as the fuel to push for a truly exceptional result.
Practice is the Performance
Excellence isn’t forged in the heat of the final moment; it is revealed there. The chase happens in the unseen hours—the relentless training, the exhaustive research, the endless repetitions. Treat every drill, every draft, and every rehearsal as the main event. Master your craft when no one is watching, so you can perform with instinct when everyone is.
Create the Standard
Don’t wait to be told what “excellent” looks like. The greatest performers and teams in history didn’t just meet the existing standard; they became the new one. Your job is not just to win, but to win in such a way that it elevates the entire organization. Be the benchmark that others strive to reach.
“Remember: at CENTCOM, We Innovate by Necessity. This week: what’s our four-minute mile?”
April 6, 2026
No Excuse
The active refusal to accept limitations as final. Dismantling barriers, not just identifying them—when the plan fails, our real work has just begun.
Read Full Mindsetexpand_moreNo Excuse
Championship teams are defined by their response to adversity. Last week, we committed to the victor’s creed: OWN THE OUTCOME. We pledged to be accountable for the finish line, to drive through the final, difficult steps and secure the win.
Owning the outcome is a hollow promise if we allow obstacles to become excuses. An excuse is a story we tell ourselves about why the obstacle is bigger than our will to win. It is the acceptance of a narrative of defeat. To truly own the outcome, we must first master the mindset that makes it possible. This week, our focus is: NO EXCUSE.
The NO EXCUSEmindset is the active refusal to accept limitations as final. It is the relentless, gritty process of dismantling barriers, not just identifying them. It’s the understanding that when the plan fails, the tools break, or the path is blocked, our job isn’t over. Our real work has just begun. We don’t just report the problem; we create the solution. You must expect and accept this as our reality.
The Hedgerows of Normandy & the Culin Rhino
After the triumph of D-Day, Allied forces ran into a tactical nightmare: the bocage. These dense, ancient earth-and-vegetation embankments, some 15 feet high, carved the French countryside into a maze of fortified fields. They were a natural fortress for German defenders, and they stopped the American advance cold.
The tools on hand were inadequate. There weren’t enough dozer tanks. Explosives were too slow and required unsustainable logistics. A pause was not an option.
The breakthrough came not from a high-level plan, but from the front lines. After a soldier joked about putting “saw teeth” on a tank, Sergeant Curtis G. Culin took the idea, welded salvaged German steel to his Sherman, and created the “Culin Rhino.” This field-expedient device ripped through the hedgerows with astonishing effectiveness. When leadership saw it work, they didn’t hesitate. LTG Omar Bradley ordered immediate production, and in less than two weeks, over 500 tanks were fitted with the device.
Your Proximity is Your Power
An obstacle is never clearer than when you are standing in front of it. The soldiers in the hedgerows, not planners in a rear echelon, were best positioned to solve the problem. Do not wait for a solution to be handed to you. Your proximity to the problem makes you the most qualified person to solve it. Innovate where you stand.
The Job Defines the Tool
The Army’s mission was to advance; the dozer tank was just one tool. When the tool proved insufficient for the job, they didn’t change the mission—they invented a new tool. Do not let the tools you have define the results you can achieve. A no excuse mindset forces you to create what you need to get the job done.
Leadership Amplifies, It Doesn’t Originate
The best ideas often emerge from the point of friction. Sgt. Culin’s ingenuity would have remained a local curiosity without leaders who were willing to see, listen, and act. True leadership recognizes brilliant solutions—no matter the rank of the originator—and immediately throws the full weight of the organization behind them. Be the leader who amplifies innovation from below.
“Remember: at CENTCOM We Innovate by Necessity. No one is coming… it’s up to us.”
Own the Outcome
The disciplined, relentless commitment to achieving a result, not just performing activities. Victory is the only standard.
Read Full Mindsetexpand_moreMarch 30, 2026
Own the Outcome
Championship teams don’t stumble into victory; they cross the threshold with deliberate force. Fundamentals—the blocking and tackling of our craft—make us worthy contenders. Last week, we sharpened those strategic fundamentals by learning to See Ahead & Shape the Field.
But being a contender isn’t the goal. Winning is. The mentality that separates contenders from champions is the absolute refusal to leave victory to chance. It is the disciplined, internal drive to finish the job. This week, our focused mindset is OWN THE OUTCOME.
Owning the outcome is the disciplined, relentless commitment to achieving a result, not just performing activities. It is the understanding that while effort is admirable, victory is the only standard. This mindset rejects excuses and overcomes obstacles. It means clearing the path for yourself and your team, taking the final, difficult steps, and putting the points on the board. We are not here to try; we are here to win.
Admiral Yi Sun-sin at the Battle of Myeongnyang
Reinstated to command a navy that had been annihilated and reduced to just 13 ships, Admiral Yi faced a Japanese fleet of over 300. The royal court, seeing insurmountable odds, ordered him to abandon the fight. They had already accepted a narrative of defeat.
But Yi owned a different outcome. He famously replied, “I still have 12 ships,” and chose to fight. He didn’t just participate in the battle; he took absolute ownership of its result. He adapted to the environment, weaponized the treacherous currents, and demonstrated a will so powerful it compelled his terrified captains to follow him into the jaws of the enemy. He owned the fear, he owned the strategy, and ultimately, he owned the impossible victory.
From Activities to Results
We must relentlessly ask, “Will this action lead directly to the goal?” It is easy to be busy; it is hard to be effective. We must have the discipline to discard tasks that feel productive but do not contribute to the win. Your value is not measured by your to-do list, but by the outcomes you deliver.
You Own the Obstacles
An obstacle is not a stopping point; it is a part of the path to victory that you are responsible for clearing. Ask yourself: “What is preventing success, and what is my plan to overcome it?” Do not just identify problems—solve them. Whether the obstacle is technical, bureaucratic, or a simple lack of resources, owning the outcome means taking the initiative to dismantle it.
You Are Accountable for the Finish Line
A project that is 95% complete is 0% complete. Victory is only secured in the final moments. Ask yourself: “What is the one loose end that could unravel this success?” This question forces us to think like an adversary and hunt for the single point of failure. Owning the outcome is about having the stamina and discipline to drive through the final, grueling steps.
“The enemy, the bureaucracy, and the odds all get a vote—but the final say belongs to the one who is most determined to win.”
March 23, 2026
See Ahead, Shape the Field
Anticipating the future battlespace and proactively molding the environment. Setting conditions for success and creating dilemmas that force the enemy to fight on our terms.
Read Full Mindsetexpand_moreSee Ahead, Shape the Field
This is a two-part command. See Aheadis the relentless pursuit of foresight—anticipating the next moves of blue and red, understanding the future battlespace. It is the prerequisite for strategic victory. Shape the Fieldis the art of proactive influence—molding the environment, setting conditions for success, creating dilemmas that force the enemy to fight on our terms. Sometimes the enemy is ourselves—our own mindset, our own “that’s the way we’ve always done it” thinking.
The Allied Response to German Glide Bombs, 1943
When the Allies encountered the German glide bomb—a “weapon from Mars”—they recognized it represented a future where naval power could be nullified. They saw ahead.
Then they acted decisively to shape the field: struck bomber airbases to limit the threat at its source, developed jammers to control the electromagnetic spectrum, layered defenses to create a tactical environment the enemy could not solve, and used new processes and approaches to secure their position.
“We will win by seeing the field not as it is, but as we will make it.”
From Prediction to Preemption
Look beyond the immediate fight to anticipate the next capability or tactic. Act before they do. Build countermeasures. Close vulnerabilities. Seize advantage while the enemy is still in the planning cycle.
Influence the Enemy’s Choices
Every action is a move on a strategic chessboard. Ask: “How does this action force our adversary into a predictable and vulnerable position?” “How does this innovation make their best move a bad one?” We are not just creating technology; we are creating strategic dilemmas.
Architect the Conditions for Victory
On a shaped field, forces operate with maximum speed and confidence. The enemy is constantly off-balance. The network is resilient by design. Precise technology acceleration for warfighters creates an intelligence picture that predisposes us to find the truth.
Connect the Dots & Close the Kill Chain
Linking intelligence, decision-making, and action into a seamless chain. Every dot connected is a vulnerability closed and an advantage seized.
Read Full Mindsetexpand_moreMarch 16, 2026
Connect the Dots & Close the Kill Chain
Last week, we established our foundation: Maximum Ownership. That is our internal standard—the personal commitment to owning our piece of the mission, end-to-end. This week, we build on it. With the tempo of Operation Epic Fury, our focused mindset is CONNECT THE DOTS (+close the kill chain).
This is about looking beyond our individual tasks and seeing the entire battlespace as a network. It’s about understanding that the line of code you write, the data you integrate, or the process you innovate is not the end of the mission—it is a critical dot in a much larger picture. Our role is to connect that dot to the next one with relentless speed and precision, closing the gap between sensor and shooter until there is no gap at all.
The Jedburgh Teams, 1944
Just as the Jedburgh Teams in 1944 turned a single report from a French rail worker into the total annihilation of an enemy Panzer Division’s fuel supply in six hours, we must turn information into decisive action. They didn’t just “own” their piece; they owned the flow of information and trusted their partners to own the execution.
You See the Whole Board
Understand who provides your inputs and who consumes your outputs. Your work is a link in a kill chain. Know the links before and after you and actively seek to strengthen those connections.
You Eliminate Friction
Every delay, every manual process, every missed handoff is a vulnerability the enemy will exploit. Your job is to find that friction and destroy it. Automate, integrate, and communicate with the clear intent to accelerate the entire process.
You Trust the Network
We are a Joint Task Force. Trust that when you pass the ball, your teammate is ready to run with it. Share information proactively and anticipate the needs of others. The speed of trust is the speed of victory.
“When a networked team operates with a shared mindset and absolute trust, it can move faster than the enemy can react. Find your dot, and then find the next one. Close the chain. We Innovate by Necessity.”
March 9, 2026
Maximum Ownership
Taking absolute responsibility for outcomes. No excuses, no deflection—own the mission, own the result, own the path to victory.
Read Full Mindsetexpand_moreMaximum Ownership
The world doesn’t pause, and neither do we. The operational tempo is high, and the demands on this team are immense. I see the pressure, but more importantly, I see the focused, championship resolve you bring to the fight every day. You were chosen for this team because you deliver under pressure. Now is the time to lean into that standard.
Our mindset this week is MAXIMUM OWNERSHIP.
This isn’t just about accountability for your individual tasks. Maximum Ownership is about seizing control of your piece of the mission, end-to-end, and refusing to let external pressures dictate our standards of execution—be it current operations or future operations. In a volatile environment, we anchor ourselves to what we can control: our preparation, our actions, and our relentless commitment to the team.
You Own the Problem and the Solution
Don’t just identify a problem; drive the solution. When you see a gap, fill it. When you see an opportunity, seize it. Find a way or make one.
You Own the Standard
Excellence isn’t optional; it’s our duty. Own the quality of your work and the energy you bring into the room. Every action, every communication, and every line of code reflects our commitment to being an elite team.
You Own the Team’s Victory
Your success is tied to the person next to you. Help your teammates kick ass. Share information, teach what you know, and have their back. We win as one because we take ownership as one.
1. Deliver REJTF services during combat operations effectively: capability strike teams, software strike teams, process innovation
2. Technology focus areas: OWA, LE-ISR, C-UAS, Data integration
3.WIN — We innovate by necessity and help others on the unyielding pursuit of excellence under fire
We do not have the luxury of “soft yes’s” or “soft no’s.” Execute with clarity and commitment. We stand on the shoulders of giants, and we must adapt as they did. That means we fail fast, learn faster, and apply the lesson.
“Right now, we are solving the IED fight of 2009 with the tools of modern drone warfare. Do not take that assignment lightly. You were chosen for this. Stay the course.”