The Department of the Air Force has selected Joint Base Andrews, Maryland, as the preferred location to replace the existing 26 UH-1N “Huey” helicopters with 26 HH-60W helicopters. Andrews will stand up the 5th Helicopter Squadron, the first unit on base to receive the HH-60W.
A multidisciplinary team of recent NPS graduates from the space systems, physics and electrical engineering programs developed a Terahertz Imaging Camera, combining their individual thesis research efforts into a functioning payload set for launch to the International Space Station in 2027. (U.S. Navy photo by Mass Communications Specialist Second Class Abreen Padeken)
At the Naval Postgraduate School (NPS), a team of students and faculty is demonstrating how space innovation is not the product of a single discipline, but the result of tightly coordinated teamwork across time and academic disciplines. Their project, the Terahertz Imaging Camera (TIC), set to launch to the International Space Station (ISS) in 2027, stands as a powerful example of how NPS transforms defense-focused education and applied research into real-world operational capability.
From its earliest stages, the TIC effort has been defined by integration, not just of hardware and software, but of people, expertise and ideas. Several students from NPS’ space systems, physics and electrical engineering programs each took ownership of a piece of the system, working collectively to build a complex payload designed to operate in the harsh environment of space.
“Space systems are inherently multidisciplinary,” said NPS Space Systems Academic Group (SSAG) chair Dr. Wenschel Lan, co-principal investigator (co-PI) for the TIC. “This project gives our students the opportunity to work together with subject matter experts to design, build, test and operate real spaceflight hardware. That collaborative experience is critical to solving real-world problems.”
The project is a low-cost, space-based terahertz (THz) imaging system for remote sensing of atomic oxygen emissions in Earth’s upper atmosphere. These emissions are critical for understanding upper atmospheric dynamics and winds, which impact satellite communications.
They can also be used for identification of human-induced sources of THz radiation, such as spacecraft launch and reentry, as well as other phenomena of interest to the defense and intelligence communities.
The THz band that the TIC surveils lies between microwave (radar) and infrared (thermal imaging) wavelengths and is generally very difficult to detect, according to Dr. Fabio Alves, professor of physics and co-PI for the TIC project.
“We are building a sensor based on metamaterial films that can absorb terahertz waves of specific frequencies with high efficiency,” Alves explained. “The terahertz sensor, designed with the help of physics professor Dragoslav Grbovic and 2025 graduate U.S. Air Force Lt. Col. Jennifer Nolta, is a matrix of more than 3,000 pixels that heat up on terahertz absorption. The heat of individual pixels is probed by an infrared camera on the backside, constructing an image of the terahertz scene.”
Additionally, Alves adds, the focalization optics for the terahertz and infrared portions was designed by U.S. Air Force Maj. Daniel Nelson, also a 2025 graduate.
The TIC was one of seven projects selected through NPS’ inaugural Digital Trident AI Challenge in 2025, with partial funding and in-kind support provided by the NPS Foundation and Alumni Association. Chosen from 38 entries, each of the seven projects takes on key operational problems critical to U.S. national security.
In addition, Alves notes, TIC was selected by NPS’ Consortium for Robotics and Unmanned Systems Education and Research (CRUSER) for seed project funding focused on the study of autonomous surveillance to be implemented in future terahertz sensors.
“The Digital Trident AI Challenge is part of NPS’ effort to explore, experiment with, and operationalize emerging technologies that will have an immediate and advantageous impact on national security challenges,” said Kaitie Penry, director of the NPS Emerging Technology and Innovation Office (ETIO).
Putting that vision into practice, the TIC payload reflects the combined expertise of the interdisciplinary team behind it.
It incorporates a novel microelectromechanical (MEMS)-based sensor, an intricate optics assembly, custom electronics, and a structure engineered to survive launch and on-orbit conditions. Each component represents a specialized challenge, but the true difficulty lies in bringing them all together into a single, functioning system.
Members of the Terahertz Imaging Camera (TIC) team — U.S. Navy Ensign Yvonne Fu and Lt. Joshua McCowan and Marine Corps Lt. Col. Brian Neri, from left — review the technology’s concept of operations in the space systems lab. The TIC is a low-cost, space-based terahertz (THz) imaging system for remote sensing of atomic oxygen emissions and other human-induced sources of THz radiation. (U.S. Navy photo by Mass Communications Specialist Second Class Abreen Padeken)
“The optics assembly, the sensor, the structural design, the electronics … They’re all individual problems,” Lan explained. “But integrating everything into a functional instrument is where the team effort really comes in.”
For the students, that integration began in the classroom and quickly evolved into a shared mission. Many joined the project through coursework before continuing into thesis research, creating a pipeline of contributors who built on each other’s work.
“When I came onto the project, there was a gap in how we interfaced the camera with the onboard systems,” said U.S. Navy Lt. Joshua McCowan, a June 2026 graduate in space systems operations. “That became my role, and from there it grew into my thesis. Everyone kind of found their niche and contributed where they were needed.”
U.S. Marine Corps Lt. Col. Brian Neri, a dual degree graduate in space systems operations and applied physics, said the collaborative nature of the project was one of its biggest draws.
“You’re not just working on your own piece in isolation,” Neri said. “You’re constantly working with others to make sure everything fits together and meets the overall objectives.”
Neri was among a select group of students who had the chance to brief NASA Artemis II pilot and NPS alumnus U.S. Navy Capt. Victor Glover, when he returned to campus in June after his historic lunar mission. Glover picked up on the camera’s potential naval applications, including its ability to detect objects leaving or entering space, and was keen to learn more as the system is finalized and prepared for launch early next year.
Each student’s contribution to the TIC was distinct, but none stood alone.
McCowan focused on camera calibration, ensuring the imaging system could maintain accuracy despite thermal fluctuations in orbit. Neri developed the concept of operations, bringing together NASA requirements, hardware capabilities, and software constraints into a cohesive plan for how the payload will function on the ISS.
Neri’s thesis, entitled “Concept of Operations and Functional Testing of Terahertz Imaging Camera 2.1,” earned an NPS Outstanding Thesis award upon his graduation in June 2026.
“The concept of operations really pulls everything together,” Neri said. “It takes everyone’s work and defines how we actually use the system to achieve the mission.”
Meanwhile, following the steps of 2025 graduate Nolta’s sensor design, Ensign Yvonne Fu worked in the cleanroom fabricating the focal plane array, a delicate sensor built layer by layer from silicon and metals, designed to detect terahertz radiation. Her work required precision and patience, with each step building on the last.
“It’s a long process with a lot of opportunities for things to go wrong,” she said. “But knowing that what you’re building will be part of the final system makes it worth it.”
Ensign Justin Williams approached the project from a modeling perspective, simulating the terahertz signatures the sensor is designed to detect. His work provided critical insight into how the payload will perform once in orbit.
Ensign Andrew Oleson, meanwhile, ensured the entire system could survive launch and operation in space, conducting structural analyses that tied together the physical integrity of all components.
“My work depends on everyone else’s,” Oleson said. “And their work depends on mine. It really shows how interconnected everything is.”
The TIC team didn’t just divide and conquer individual tasks; rather, the team worked continuously to integrate their efforts. Weekly meetings with faculty advisors and other SSAG faculty and staff, provided a forum to share progress, troubleshoot challenges, and refine designs.
“We were constantly presenting what we had done and getting feedback,” McCowan said. “That helped us stay aligned and build off each other’s work.”
This iterative process mirrored real-world engineering environments, where collaboration and communication are essential to success. For Neri, one of the most important lessons came from navigating trade-offs as a team.
“We had to balance complexity, risk and timeline,” he said. “Those decisions weren’t made in a vacuum. They involved discussions across the team, and understanding how one choice would impact everyone else.”
The complexity of the TIC project inevitably brought challenges, many of which required collective problem-solving.
Ensign Justin Williams and Lt. Joshua McCowan demonstrate the Terahertz Imaging Camera (TIC) system’s casing in the space systems lab in NPS’ Bullard Hall. The TIC was one of seven projects focused on key operational problems selected for funding through NPS’ inaugural Digital Trident AI Challenge in 2025, supported by the NPS Foundation and Alumni Association. (U.S. Navy photo by Mass Communications Specialist Second Class Abreen Padeken)
McCowan encountered discrepancies between the camera’s documentation and its actual capabilities, requiring coordination with manufacturers and adjustments to the team’s approach. Williams faced the challenge of learning specialized software with little existing expertise on campus, reaching out to external researchers for guidance while sharing his knowledge with the team. And Fu dealt with the realities of fabrication, where a single mistake could undo hours of work, all while Oleson reconciled simulation data with real-world testing, ensuring the payload’s structural integrity.
Through it all, the team relied on each other.
“Everybody was working toward the same goal,” Neri said. “That made it easier to push through the tough parts.”
Students consistently pointed to the NPS environment as a key enabler of collaboration. Access to specialized labs, equipment and computing resources allowed them to tackle complex problems, while faculty mentorship ensured they had the guidance needed to succeed.
“Everyone here is willing to help,” Neri said. “Whether it’s faculty, staff or other students, there’s always someone you can go to.”
The structure of the program also supports teamwork. Dedicated time for thesis work, combined with regular interactions with advisors and peers, creates a battle rhythm that encourages collaboration rather than competition.
“There’s a shared sense of purpose,” Fu said. “Seeing how hard everyone else is working motivates you to do the same.”
For SSAG leadership at NPS, learning by doing is a hallmark of their approach, exemplified by the group’s active CubeSat program where students conceive, design, build, test, launch, and operate satellites for real missions in orbit. The TIC project builds on this philosophy where the result is more than a technical achievement — it also develops the technical talent of graduates destined to be leaders in the space domain.
“Our goal is to educate our students to understand space fundamentals, apply this knowledge to real-world problems, and inform the fleet on how space affects the users of these assets,” Lan said. “Regardless of where our graduates go for their next tour, they hit the ground running and are able to contribute meaningfully.”
Graduates from the TIC team are already transitioning into their new roles across operational commands and advanced training pipelines, bringing with them the collaborative skills they developed at NPS. Meanwhile, the TIC payload moves closer to deployment on the ISS, representing more than just a technological milestone, but also a collective accomplishment.
For the students, the most memorable aspect of the project wasn’t any single component or breakthrough. It was the experience of working together. “Seeing all the pieces come together into a single system was incredible,” Fu said.
Neri echoed that sentiment.
“We had a phenomenal team,” he said. “Everyone was dedicated, everyone cared, and we were all working toward something bigger than ourselves.”
That spirit of collaboration, built in classrooms, labs and meeting rooms across campus, is what ultimately made the TIC project possible. And as it prepares for launch, the payload carries with it a clear message … At NPS, teamwork isn’t just part of the process — it’s the driving force behind innovation.
SAN DIEGO – Arleigh Burke-class guided-missile destroyer USS Pinckney (DDG 91) returned to its homeport of Naval Base San Diego, following nine months of operations supporting regional security and combat operations in the Indo-Pacific and Middle East, Aug. 9, 2026.
Arleigh Burke-class guided-missile destroyer USS Pinckney (DDG 91) returns to its homeport of Naval Base San Diego, Aug. 9, 2026. An integral part of the U.S. Pacific Fleet, U.S. 3rd Fleet leads naval forces in the Indo-Pacific and provides the realistic, relevant training necessary to execute the U.S. Navy’s role across the full spectrum of military operations. U.S. 3rd Fleet works together with allies and partners to advance freedom of navigation and overflight, the rule of law and other principles that underpin security for the Indo-Pacific region. (U.S. Navy photo by Aviation Boatswain’s Mate (Launching and Recovery Equipment) Airman Aprentice Ethan Oase)
After departing San Diego on Nov. 25, 2025, Pinckney, along with an air wing detachment from Helicopter Maritime Strike Squadron (HSM) 37, conducted operations to strengthen regional partnerships and demonstrate the U.S. Navy’s commitment to achieving peace through strength in the U.S. 7th Fleet.
During a scheduled port visit to Singapore, the crew successfully completed a ship repair and maintenance exercise, showcasing the crew’s ability to conduct maintenance and repair in forward locations. Pinckney’s operations were highlighted by key leader engagements with the U.S. Ambassador to Singapore; Republic of Singapore Navy Commander, First Flotilla; and U.S. Navy Commander, Task Force 76.
As operational requirements evolved, Pinckney’s mission shifted to support operations in the U.S. 5th Fleet. The crew worked alongside other U.S. Central Command (CENTCOM) joint forces in successfully carrying out strikes in support of Operation Epic Fury. During the U.S. naval blockade of Iranian ports, Pinckney and HSM-37 conducted precision maritime interdictions, compelling 11 commercial vessels to comply with CENTCOM directives.
“Pinckney’s Firewalkers answered every mission with professionalism, resilience, and unwavering commitment,” said Cmdr. Timothy DeVall, commanding officer of Pinckney. “Whether operating in the Indo-Pacific or supporting combat operations in the Middle East, our Sailors consistently demonstrated the readiness and adaptability required to execute our mission. I couldn’t be prouder of what this team accomplished.”
Pinckney steamed more than 48,000 nautical miles across U.S. 3rd, U.S. 7th, and U.S. 5th Fleets; completed 534 flight hours; executed 24 replenishments-at-sea; and transited through five strategic waterways.
An integral part of the U.S. Pacific Fleet, U.S. 3rd Fleet leads naval forces in the region and provides the realistic, relevant training necessary to execute our Navy’s role across the full spectrum of military operations – from combat operations to humanitarian assistance and disaster response. U.S. 3rd Fleet works together with allies and partners to advance freedom of navigation and overflight, the rule of law, and other principles that underpin security for the region.
For more news from U.S. 3rd Fleet, visit https://www.dvidshub.net/unit/COM-US3rdFleet. For more news from CSG-3 and Pinckney, visit https://www.dvidshub.net/unit/CSG3.
U.S. 4th Fleet Hosts Multinational Forces for PANAMAX 2026
By L.t.j.g. Paul Archer
MAYPORT, Fla. – “Securing the Western Hemisphere requires seamless cooperation and a unified effort between partner nations,” said Sardiello. “PANAMAX strengthens effective hemispheric command and control so that our combined forces can effectively secure strategic key terrain like the Panama Canal. Safeguarding this maritime crossroads is not just a regional defense priority, but a cornerstone of global economic stability.”
More than 150 Sailors, Marines, and public security forces from 19 separate nations will serve on the CFMCC staff under the leadership of U.S. Navy Rear Admiral Carlos Sardiello, Commander USNAVSOUTH.
This year’s exercise is designed to conduct stability operations in support of a fictitious United Nations Security Council resolution. It provides intensive interoperability training for participating multinational staff and builds partner nation capacity to plan and execute complex operations.
“PANAMAX 2026 is an unparalleled opportunity for partner nations to sharpen their tactical edge and deepen interoperability,” said Mr. Patrick Cooper, Lead Planner for PANAMAX 2026. “This exercise rigorously tests our integration, ensuring our combined forces are fully prepared for any future shared endeavors. In addition to the operational gains, the personal connections made among our partners in the AOR will pay dividends for a generation.”
PANAMAX delivers unique, simulated training opportunities incorporating scripted, event-driven scenarios to maximize interoperability. These scenarios address key aspects of combined operations, such as technology standardization and shared operating procedures.
PANAMAX began in 2003 with three countries—Chile, Panama, and the United States—focusing solely on the maritime security of the Panama Canal. Since that time, it has grown to become the region’s largest coalition command post exercise, ensuring the defense of one of the most strategically and economically crucial pieces of infrastructure in the world.
As the exercise host for the Joint Force Maritime Component Command, USNAVSOUTH/4th Fleet supports SOUTHCOM’s joint and combined military operations. By employing maritime forces in cooperative security operations, the command maintains access, enhances interoperability, and builds enduring partnerships to promote peace, stability, and prosperity throughout the Caribbean, Central, and South American regions.
“The Department of the Air Force has a resolute commitment to rapidly return affected service members to the ranks,” said Assistant Secretary of the Air Force for Manpower and Reserve Affairs Honorable Richard L. Anderson. “By running medical certifications and record-correction board actions in parallel rather than sequentially, and establishing dedicated reinstatement case managers as single, proactive points of contact for applicants, we aim to increase the speed and ease of returning former members to service under the DAF COVID-19 reinstatement program.”
The changes align with the SECWAR’s May 7, 2026, establishment of the Department of War COVID-19 Reinstatement and Reconciliation Task Force, which charged the services with identifying and removing impediments to reinstatement, standardizing procedures, and proactively communicating with affected members through individualized contact.
Previously, medical certifications and board-correction actions were processed sequentially, creating an average 30-day bottleneck associated with medical clearances. The department has restructured the workflow so the two now proceed at the same time.
Dedicated reinstatement case managers now serve as single, proactive points of contact for applicants. Case managers aim to eliminate delays caused by missing documents, guide and assist members through each step, connect them with the right agencies, drive handoffs between the organizations that touch a case, resolve administrative roadblocks, provide updates, and answer questions to ensure rapid and accurate reintegration.
Case managers will help members correctly fill out all necessary forms to ensure a smooth application process, which in turn will help members avoid resubmitting forms and accelerate the reinstatement process.
Additionally, because case managers handle direct communication and preparation with members, the Air Force Review Board Agency COVID-19 Reinstatement Team is freed up to focus solely on adjudicating and finalizing cases, accelerating decisions for everyone.
The changes apply to former Airmen and Guardians pursuing a return to service under Executive Order 14184, “Reinstating Service Members Discharged Under the Military’s COVID-19 Vaccination Mandate,” signed Jan. 27, 2025. The expedited reinstatement program is operating under a one-year extension directed by the Secretary of War and remains open until April 1, 2027.
Former Airmen and Guardians who were unjustly discharged for declining the vaccine, voluntarily separated or allowed service to lapse rather than comply, transferred to the Individual Ready Reserve, or received a “General (Under Honorable Conditions)” discharge for refusing the COVID-19 vaccine can find eligibility criteria, checklists, forms, and frequently asked questions at the Air Force’s COVID reinstatement page, www.af.mil/COVID-Reinstatement, or contact:
Chief Master Sgt. of the Air Force David R. Wolfe announced a series of changes to the enlisted professional military education Aug. 11 during his keynote address at the Air Force Sergeants Association’s Summit 26, outlining an effort to make professional development more continuous, accessible and connected throughout an Airman’s career.
The changes, known as the Enlisted Professional Military Education Modernization, standardizes installation professional development centers into a three-tier structure and consolidates installation enlisted development, including the Airman Leadership School and Noncommissioned Officer Academy schoolhouses, under them.
“We are taking the pieces that already exist, organizing them into a more coherent system, clarifying who is responsible for that system, and filling the developmental gaps between formal EPME experiences,” Wolfe said.
During the initial phase of the EMPE Modernization, what Airmen learn does not change, and neither does who sets and certifies it. All EPME and Foundations Course curriculum development and accreditation remains with Air University’s Barnes Center for Enlisted Education. The Barnes Center continues to schedule Noncommissioned Officer Academy classes, and the Air Force Personnel Center continues to schedule students.
ALS and NCO Academy in-residence education continues.
“Over time, [EPME Modernization] will allow us to build a more agile, adaptive and dynamic delivery model for the development and education opportunities…,” Wolfe said.
Wolfe knows the schoolhouses firsthand, having taught at ALS and the NCO Academy at the Elmendorf Professional Military Education Center from 2004 to 2007 and serving as that center’s commandant from 2014 to 2016.
What changes is the role of the professional development center, which is identified as Professional Military Education Centers under the new reorganization. The PME Center becomes the single point of oversight for enlisted development on an installation, with the ALS and NCO Academy schoolhouses aligned under it.
Three tiers
The structure scales to installation size and existing infrastructure.
Eight installations will operate large PME centers with a development advisor, ALS and NCO Academy. Fifty-seven will operate medium centers with a development advisor and ALS, while 15 smaller centers will be built around development advisors at installations without a resident ALS or NCO Academy.
Development advisors will serve as connective tissue across all three PME center models and continue overseeing programs such as Foundations Courses, the First Term Enlisted Course and Informed Decision Seminar.
They will also continue providing career counseling and retraining advice for more complicated cases requiring deeper analysis. Wolfe announced the Air Force is developing an artificial intelligence agent intended to help Airmen more readily understand applicable policies and career opportunities, allowing development advisors to focus their expertise on cases requiring greater analysis.
Reporting and oversight
PME Centers will align under the wing command chief and command team for staff supervision, integration and administrative oversight. The wing commander retains command authority. The wing command chief exercises functional oversight for enlisted development and serves as the principal enlisted adviser for PME Center priorities, curriculum integration and developmental outcomes.
Command chiefs already carry the responsibility to develop their wing’s Airmen; the EMPE Modernization gives them the corresponding oversight of the organization that delivers that development.
Installation command chiefs will also track and report a Status of Professional Development covering a range of data across EPME, submitted through a dashboard now in development. The dashboard will provide information to the Enlisted Force Development Panel to inform strategy, policy and senior leader decisions. Specific reporting requirements will be published in forthcoming guidance.
Adjunct Faculty
The Air Force plans to build on the existing Foundations Courses through an adjunct faculty model that draws on qualified Airmen with specialized experience and instructor backgrounds to teach subjects in which they have expertise.
“We have more than 10,000 former 8Ts in our Air Force—I’m talking to you,” Wolfe told the audience. “You have something to offer, and we are going to establish a method for you to be able to deliver your expertise to our Airmen on demand.”
Air University will develop and deploy a virtual Foundations Course capability in two phases: Phase I, synchronous instruction delivered by video teleconference through a centralized integration hub, and Phase II, asynchronous, self-paced courses available on demand.
Implementation work is under way across the Air Staff, major commands, Air Education and Training Command and Air University, spanning organization, management, resourcing, policy, the virtual Foundations Course and messaging.
Additional Updates
Wolfe also used the keynote to announce changes to enlisted promotion processes and a new initiative supporting military spouses.
Beginning with the current cycle, the Stripes for Exceptional Performers nomination windows for promotion to staff sergeant and technical sergeant will align with their respective static closeout dates, giving commanders additional time to evaluate eligible Airmen after promotion results are released.
“Timing should not unnecessarily narrow opportunity,” Wolfe said. “Extending the window gives commanders more time to evaluate performance and recognize Airmen who have demonstrated exceptional potential.”
Wolfe also announced a change intended to prevent promotion vacancies from going unfilled when selected members decline promotion.
Over the past four years, 59 senior master sergeants selected for chief master sergeant declined promotion. Under the new approach, the Air Force will use the board-established order of merit to identify the next qualified Airman when a promotion vacancy is created by a declination.
The process begins with the 2026 chief master sergeant promotion cycle and is planned to continue with senior master sergeant and master sergeant boards in 2027.
Wolfe informed the Airmen in attendance of the Global Military Spouse Connection, a new Air Force Personnel Center initiative designed to better connect qualified military spouses with civilian employment opportunities across the Department of the Air Force.
The initiative uses a pre-vetted résumé repository to help connect hiring managers with qualified military spouses. The pilot is underway at Travis Air Force Base, California; Patrick Space Force Base, Florida; and Ramstein Air Base, Germany.
Wolfe said the initiative is not a mandatory hiring directive but intended to create a more direct connection between military spouse talent and Department of the Air Force civilian workforce requirements.
The full keynote address can be found on the official Chief Master Sergeant of the Air Force Facebook page.
The guided-missile destroyer USS Thomas Hudner returned to Naval Station Mayport, Florida, Aug. 9, concluding an almost nine-month deployment across multiple geographic theaters, including the U.S. 4th, 5th and 6th Fleet areas of operations.
During the deployment, the crew demonstrated exceptional resilience and tactical proficiency across three different fleets, said Navy Cmdr. David Cook, the USS Thomas Hudner commander.
“Their dedication is unmatched, and we are absolutely thrilled to be back in Mayport to reunite with the families and loved ones whose unwavering support made our success possible,” Cook said.
The USS Thomas Hudner is a multimission guided-missile destroyer capable of air warfare, antisubmarine warfare, naval surface fire support and surface warfare. The ship carries approximately 300 sailors.
The ship bears the name of Navy Capt. Thomas J. Hudner Jr., a Medal of Honor recipient who received the nation’s top military honor for his heroic and selfless actions while attempting to save the life of his wingman, Navy Ensign Jesse L. Brown, during the Korean War.
The U.S. 2nd Fleet, reestablished in 2018 in response to the changing global security environment, develops and employs maritime-ready forces to fight across multiple domains in the Atlantic and Arctic to ensure access, deter aggression and defend U.S., allied and partner interests.
Two moves, made in the right order, will break portfolios — and eventually the acquisition system as a whole — out of the compliance trap, writes Timothy Cooke in this op-ed.
Sec. Pete Hegseth signs a 155 mm howitzer shell during his “Arsenal of Freedom” speaking tour of American defense industry. (DoD photo by US Navy Petty Officer 1st Class Alexander Kubitza)
What will it take for acquisition reform to finally succeed? New org charts aren’t enough: The people in the organization need new incentives.
Since last fall, in a sweeping organizational overhaul, all three military departments have replaced program executive officers with Portfolio Acquisition Executives (PAEs). The Army stood up six, the Navy nine. The Space Force completed its transition in July with nine. The Air Force redesignated all of its program executive officers as PAEs effective July 4. These new executives have the power to launch sustainable reform that, at long last, shifts defense acquisition from a focus on procedural compliance to one on accomplishing the mission — if and only if they use that power to take two crucial and complementary steps. First, they must provide believable, executable top cover for contracting officers, not just lip service about taking risks. Second, they must refocus performance metrics to measure whether and how quickly acquisition outcomes produce mission results.
Both moves fall within the PAEs’ authority under Section 1802 of the fiscal 2026 National Defense Authorization Act. Modeling of acquisition workforce behavior shows that the two together break a portfolio out of the compliance trap; neither one alone does.
Prior reforms aimed at the acquisition workforce, but none changed the conditions under which it worked. What the PAEs do next will determine whether 30 years of acquisition reform produces yet another wave of promise, then reverts back to the bureaucratic mean, or delivers the change previous waves promised.
The PAE is the first acquisition official made responsible by statute for delivering capability across a portfolio rather than simply for milestone compliance on individual programs.
Compliance culture is not an attitude problem. The acquisition workforce is not timid or indifferent — it is rational. Consider the contracting officers (COs) in any PAE’s portfolio today. The COs aren’t ignorant: They know the Federal Acquisition Regulation (FAR) permits commercial procedures, oral presentations, Other Transaction Agreements (OTAs), and statements of objectives (SOOs) instead of detailed statements of work (SOWs). They know that the Revolutionary FAR Overhaul, triggered by Executive Order 14275, signed in April 2025, has expanded that legal operating space, stripping non-statutory content from most of the FAR. They know the Defense Secretary’s November 2025 directive [PDF] launched the transition to a Warfighting Acquisition System, with speed of capability delivery as the organizing principle.
As NATO and European governments accelerate investment in space-based intelligence, decision advantage will depend on how quickly sovereign and commercial capabilities can be fused into a trusted operational picture.
That’s well and good, but when COs exercise flexible methods and face a protest, an audit, or a congressional inquiry, they are personally exposed. They’re the ones who sign for the government: Their name is literally on the line. When COs follow standard procedures and an acquisition produces a poor outcome, bad career consequences rarely follow. Under those conditions, rational COs default to the safest available procedure — not from cowardice, but from judgment. Compliance remains the smart choice.
Section 1802 alters that calculus. The PAE now holds direct authority over the program managers (PMs) and COs within a portfolio: a group of related programs managed together so resources can shift across them as missions evolve. Section 1802 makes the PAE responsible for capability delivery across that portfolio as a whole, not just for milestone compliance on any single program. For the first time, the leaders with institutional authority over COs have a mission that requires them to provide real top cover, because the PAE’s own success depends on the outcomes that cover enables.
This is what every past reform lacked. The Federal Acquisition Streamlining Act, the Office of Federal Procurement Policy’s procurement innovation guidance, and the Section 809 Panel each sought to enable better behavior at the CO level. But none altered the chain of authority above the CO to link senior leaders’ performance to portfolio outcomes. Section 1802 does. That is the structural difference.
Of course, top cover and outcome metrics are not new ideas. The reform literature has called for them for decades. What simulating the acquisition system reveals, and previous reform efforts missed, is that the order of deployment determines whether the reforms take off or are absorbed.
Deploy outcome metrics first, and the CO sees a dashboard that measures behaviors the system still punishes. The metrics are accurate. The career risk is unchanged. The CO does not move.
Deploy top cover first, and the CO begins exercising flexible methods, because the risk that mattered most — professional exposure — has been removed. When metrics arrive, they make the resulting outcomes visible. The PAE can see what is working. Resources flow toward what works. The loop closes.
Simulation showed that top cover paired with outcome metrics revolutionized portfolio management, a “phase change” as dramatic as solid ice melting into liquid water. But neither one alone was sufficient to break the hold of compliance culture.
A second simulation finding sharpens the urgency: Building the outcome culture is harder than losing it. It takes roughly twice the institutional commitment to establish the new pattern as to maintain it. Reforms that fail to reach the threshold collapse, and the system reverts, as it has after every previous reform wave. Reforms that cross the threshold stick.
The system is now closer to that threshold than at any point in three decades, but it has not yet crossed it.
The PAE is the binding constraint. The first decision — whether to provide real institutional protection for contracting officers who exercise flexible methods — determines whether everything else can be sustained or is absorbed by the old pattern.
Top cover is not a memo encouraging innovation or a speech about speed. It is a written, public commitment by the PAE, by name, to defend specific contracting decisions made in good faith using specific flexible methods. It specifies which methods the institution will support, from oral presentations to OTA prototype agreements. It commits dedicated legal resources and senior leadership engagement when a flexible-method award is challenged. It assures that a CO acting in good faith, with a documented rationale, will not face career consequences for an imperfect outcome or a sustained protest. And it changes how COs are evaluated.
Documented business judgment replaces procedural perfection as the standard, with mission delivery and procedural compliance carrying equal weight.
Three metrics constitute a viable starting set. First, time-to-mission-effect tracks elapsed time from a validated operational need to capability in the operator’s hands — the full pipeline that traditional metrics like procurement administrative lead time (PALT) cannot capture, since it runs only from solicitation to award. Second, post-award mission satisfaction, a structured assessment conducted by the requiring activity at six and 12 months, links the contract to the operator’s lived experience of how the product actually performs, rather than to technical acceptance alone. Third, competitive yield, the number and quality of offers received, makes visible the firms that did not bid because the solicitation signaled that innovative vendors were unwelcome.
None of this requires new authorities now that the system structure has changed with the creation of PAEs. It requires a decision to measure what matters.
The PAE does not need to push every program through Other Transaction Authority or exotic procurement vehicles. Moving the portfolio’s default requirements format from the detailed SOW to the outcome-focused SOO, paired with credible cover, is sufficient. A CO who can describe what the operator needs rather than which technical solution to pursue, and who is protected when the resulting award attracts a protest, will make the trades that get capability to the warfighter faster.
This is well within Section 1802 authority. All that’s needed to start the journey is the decision, the top-cover document, and the outcome metrics.
The PAE need not transform an entire portfolio at once. Pick one or two programs as pathfinders. Apply maximum cover and flexibility. Measure the results. The first successful pathfinders become seeds visible to the next CO, the next PM, the next portfolio, and the effects propagate.
The authority exists. The regulatory space exists. The leadership signal exists. The statutory foundation exists. The system is closer to the threshold than it has ever been.
The question is whether this generation of acquisition leaders will push it across.
Timothy W. Cooke is president and CEO of ASI Government LLC, which advises federal agencies on acquisition strategy and organizational transformation.
From Mass Communication Specialist 1st Class Brian G. Reynolds
From July 25 to Aug. 1, 2026, the U.S. Navy provided Mayor of Yokosuka Katsuaki KAMIJI a rare opportunity to see the inner workings of the alliance during a trip to Washington D.C. and Hawaii. He was accompanied by Rear Adm. Ian Johnson, commander, U.S. Naval Forces Japan/Navy Region Japan (CNFJ/RJ) and representatives from Commander, Submarine Group 7 and Commander, U.S. 7th Fleet.
U.S. Navy Adm. Steve Koehler, commander, U.S. Pacific Fleet, center left, Katsuaki Kamiji, mayor of the city of Yokosuka, Japan, center right, members of Koehler’s staff, and sailors from the Japan Maritime Self Defence Force pose for a photo at the PACFLT boathouse on Joint Base Pearl Harbor-Hickam, Hawaii, July 29, 2026. Mayor Kamiji is visiting U.S. Navy and U.S. government leaders, demonstrating the key role the city of Yokosuka plays in the U.S.-Japan security partnership. PACFLT delivers combat-ready naval forces to defend the homeland and U.S. interests, provide credible deterrence, and strengthen U.S. alliances and partnerships to ensure a secure and prosperous region. (U.S. Navy photo by Mass Communication Specialist 2nd Class Christopher Sypert)
YOKOSUKA, Japan (Aug. 3, 2026) – Some alliances are built in conference rooms. Others are built over generations. The strength of the U.S. – Japan Alliance is often measured in ships, aircraft, and combined operations. Its foundation is built on something less visible: enduring relationships between people, communities, and leaders.
For nearly 80 years the city of Yokosuka has been a foundational building block of the U.S. Navy’s steadfast relationship with the Japan Self-Defense Force and the government of Japan.
From July 25 to Aug. 1, 2026, the U.S. Navy provided Mayor of Yokosuka Katsuaki KAMIJI a rare opportunity to see the inner workings of the alliance during a trip to Washington D.C. and Hawaii. He was accompanied by Rear Adm. Ian Johnson, commander, U.S. Naval Forces Japan/Navy Region Japan (CNFJ/RJ) and representatives from Commander, Submarine Group 7 and Commander, U.S. 7th Fleet.
The visit was focused on the alliance with Japan and relationships with U.S. Navy and U.S. government leaders, demonstrating the key role the city of Yokosuka plays in the U.S.– Japan security relationship. The visit also addressed the continued focus on nuclear safety regarding nuclear-powered warships forward deployed in the area.
“The U.S.– Japan Alliance is strengthened not only through our military cooperation, but through the enduring relationships we share with our host communities,” said Johnson. “Mayor KAMIJI’s visit reflects our mutual commitment to understanding one another, strengthening our partnerships and ensuring that Yokosuka remains a cornerstone of peace, stability and security throughout the Pacific.”
In Washington, D.C., KAMIJI met with Adm. Daryl Caudle, Chief of Naval Operations, and Vice Adm. Scott Gray, commander, Navy Installations Command, to strengthen mutual trust that is imperative to maintaining the alliance between the Navy and the city of Yokosuka.
“Yokosuka is far more than the home of our forward-deployed naval forces – it’s a community whose friendship, generosity, and steadfast support have strengthened the U.S.-Japan alliance for generations. Meeting with Mayor KAMIJI in Washington – and continuing our conversations over dinner – gave us the opportunity to speak candidly, strengthen mutual trust, and deepen
the personal relationship that underpins our institutional partnership,” said Caudle. “Alliances are ultimately built on trust between people, not just agreements between governments. Those enduring relationships help ensure that our navies, our governments, and our communities continue to stand together in preserving peace, stability, and security throughout the Pacific.”
“Everyone I met spoke about the importance of Yokosuka to the U.S.- Japan alliance and expressed their deep appreciation for the city,” said KAMIJI.
Fleet Activities Yokosuka has hosted the U.S. Navy’s sole forward-deployed nuclear aircraft carrier for the past 18 years. That ship is currently Nimitz-class aircraft carrier USS George Washington (CVN 73). Nuclear safety is an ongoing point of relevance, not only for the installation, but for the citizens of Yokosuka.
KAMIJI also met with Adm. William Houston, director, Naval Nuclear Propulsion Program, Adm. Karl Thomas, U.S. Fleet Forces Command, Vice Adm. Richard Seif, commander, Submarine Force/Submarine Force Atlantic Fleet/Allied Submarine Command, and Rear Adm. Daryle Cardone, Director, Operations and Plans (N3) Office of the Chief of Naval Operations. The Mayor also met with the Japanese Ambassador to the U.S., as well as several national security leaders in the Nation’s capital.
“Yokosuka is the only city outside of the United States where a nuclear-powered aircraft carrier is forward-deployed,” said KAMIJI.“I believe the very presence of this nuclear-powered aircraft carrier is a symbol of the Japan – U.S. Alliance. It is important that nuclear-powered aircraft carriers continue to be operated safely and stably.”
Houston agreed, emphasizing that the safety of nuclear propulsion remains the Navy’s highest priority and is fundamental to maintaining the trust of the people of Yokosuka.
“Our unwavering commitment to safety and environmental stewardship is at the heart of our special relationship with the people of Yokosuka,” said Houston. “Our meetings gave us the opportunity to talk about these shared interests and strengthen our long-standing partnership.”
On July 29, the group departed Washington and arrived at Pearl Harbor, home of the U.S. Pacific Command. While in Hawaii, the group visited with Adm. Stephen Koehler, commander, U.S. Pacific Fleet, Rear Adm. Erik Eslich, Director for Operations (J3) U.S. Pacific Command, and the Consulate General of Japan in Honolulu, as well as Submarine Force U.S. Pacific Fleet. The group also participated in a wreath-laying event at USS Arizona Memorial at the Pearl Harbor National Memorial.
“Standing at Pearl Harbor is a reminder of how far our two nations have come,” said Johnson. “What was once a place marked by conflict now stands as a symbol of one of the world’s strongest alliances. That transformation is possible because generations of Americans and Japanese have chosen partnership over division, and it is our responsibility to continue building that legacy.”
As the delegation returned to Yokosuka, the visit served as more than a series of official engagements. It reaffirmed the enduring partnership between the United States and Japan – one built through decades of trust, shared values and a mutual commitment to peace and security in the Pacific. For the people of Yokosuka, the journey offered a deeper understanding of the relationships that continue to strengthen one of the world’s most enduring alliances.
CNFJ/RJ’s primary responsibility is to provide shore readiness to the fleet; to liaison with the Japanese government; and to strengthen ties with the Japan Maritime Self-Defense Force. CNRJ is responsible for the Navy installations at Atsugi, Misawa, Okinawa, Sasebo, Yokosuka in Japan, and support activities in Diego Garcia, Singapore, and Australia.
NAVAL STATION MAYPORT, Fla. (Aug. 7, 2026) – Freedom-variant littoral combat ship USS Wichita (LCS 13) departed Naval Station Mayport, Aug. 7, to participate in Operation NANOOK TUUGAALIK 2026, the maritime component of Canada’s premier Arctic exercise.
Operating alongside naval forces from Canada, Denmark, and France, Wichita will strengthen interoperability with allied and partner nations while conducting advanced maritime operations across the Labrador Sea, Davis Strait, and Greenlandic fjords. The deployment reinforces shared commitments to regional security, freedom of navigation, and stability throughout the North Atlantic and Arctic.
“Operation NANOOK TUUGAALIK provides an exceptional opportunity to train alongside our closest Allies in one of the world’s most strategically important maritime regions,” said Cmdr. Richard Dunn, commanding officer of Wichita. “Our Sailors are prepared to operate in the High North, strengthen allied interoperability, and demonstrate the professionalism and adaptability that define the U.S. Navy.”
Throughout the exercise, Wichita will participate in maritime domain awareness operations, search and rescue scenarios, tactical maneuvering, and integrated naval training designed to improve multinational coordination in Arctic and sub-Arctic environments.
Operation NANOOK is the Canadian Armed Forces’ signature Arctic operation and demonstrates the collective ability of Allied and partner nations to operate together in the High North. The annual TUUGAALIK maritime phase enhances readiness through realistic training that strengthens interoperability, improves maritime awareness, and reinforces the rules-based international order.
As part of the U.S. Navy’s forward maritime presence, Wichita’s participation reflects the United States’ enduring commitment to Arctic security and cooperation with Allies and partners in an increasingly strategic region.
Reactivated in 2018, U.S. 2nd Fleet commands assigned maritime forces across the western and eastern Atlantic and the Arctic, employing combat-ready naval forces to defend the maritime approaches to the United States, strengthen NATO interoperability, and deter aggression alongside Allies and partners.
For more information, imagery, and updates on Operation NANOOK TUUGAALIK 2026, visit the U.S. 2nd Fleet website or follow @US2ndFleet on social media.