1 00:00:00,000 --> 00:00:00,000 2 00:00:08,340 --> 00:00:11,100 the Air Force cannot fly fight and win 3 00:00:11,100 --> 00:00:13,670 without what FMC does , what what FMC 4 00:00:13,670 --> 00:00:16,770 does really is central and underpins 5 00:00:16,780 --> 00:00:19,520 everything every other match com does . 6 00:00:19,520 --> 00:00:21,660 So I would want the FMC workforce to 7 00:00:21,660 --> 00:00:23,610 know that it really doesn't matter 8 00:00:23,610 --> 00:00:26,430 whether they're a supply technician at 9 00:00:26,430 --> 00:00:29,420 the Air Force sustainment Center or a 10 00:00:29,430 --> 00:00:31,630 test engineer at the Air Force test 11 00:00:31,630 --> 00:00:34,200 center or whether they're running 12 00:00:34,200 --> 00:00:36,630 installation support at I . M . S . C . 13 00:00:37,340 --> 00:00:39,507 If you put all those things together , 14 00:00:39,660 --> 00:00:41,770 that's how we build air power and 15 00:00:41,770 --> 00:00:43,826 that's really central . So we we are 16 00:00:43,826 --> 00:00:46,060 where it's at . 17 00:00:48,840 --> 00:00:50,784 I'd be very welcome to hearing the 18 00:00:50,784 --> 00:00:53,007 thoughts of the folks in the command on 19 00:00:53,007 --> 00:00:55,260 this right now . If you pin me down , I 20 00:00:55,270 --> 00:00:57,810 you know , I probably come down four or 21 00:00:57,810 --> 00:01:00,032 five priorities . The first one is this 22 00:01:00,032 --> 00:01:01,866 idea called Integrated Lifecycle 23 00:01:01,866 --> 00:01:04,088 Management . If you look at our centers 24 00:01:04,088 --> 00:01:06,032 are six centers , I mentioned that 25 00:01:06,032 --> 00:01:08,143 there really each center requires the 26 00:01:08,143 --> 00:01:10,254 work of the other centers in order to 27 00:01:10,254 --> 00:01:12,532 do their mission . I think that's neat . 28 00:01:12,532 --> 00:01:14,754 They can't work alone . So this idea of 29 00:01:14,754 --> 00:01:16,921 integrated I integrated across the six 30 00:01:16,921 --> 00:01:18,977 centers , but also integrated within 31 00:01:18,977 --> 00:01:20,977 each center Lifecycle management to 32 00:01:20,977 --> 00:01:23,143 deliver a capability and to be able to 33 00:01:23,143 --> 00:01:25,310 support it , uh sustain it and improve 34 00:01:25,310 --> 00:01:27,199 it over time . That's that's like 35 00:01:27,199 --> 00:01:29,310 central . That's nothing new . By the 36 00:01:29,310 --> 00:01:31,366 way , that idea of I L C M is really 37 00:01:31,366 --> 00:01:33,477 not a new concept , A second priority 38 00:01:33,477 --> 00:01:35,588 for me will be enterprise solutions . 39 00:01:35,588 --> 00:01:38,350 You think about agile combat employment . 40 00:01:38,750 --> 00:01:40,972 Some of these concepts that were coming 41 00:01:40,972 --> 00:01:43,139 up with , we've got to have enterprise 42 00:01:43,139 --> 00:01:45,194 solutions that transcend platforms , 43 00:01:45,194 --> 00:01:47,361 transcend program , executive officers 44 00:01:47,361 --> 00:01:49,580 transcend PMS . And so I want I'd like 45 00:01:49,580 --> 00:01:51,747 for us to to take a very large role in 46 00:01:51,747 --> 00:01:53,913 that and that's gonna require a lot of 47 00:01:53,913 --> 00:01:56,136 collaboration with folks that are gonna 48 00:01:56,136 --> 00:01:58,302 want to think in a stovepipe fashion . 49 00:01:58,302 --> 00:02:00,358 This cuts across all the center . So 50 00:02:00,358 --> 00:02:02,413 that idea of enterprise solutions is 51 00:02:02,413 --> 00:02:04,580 very large . I think the secretary and 52 00:02:04,580 --> 00:02:03,960 the chief are expecting that of us . 53 00:02:04,540 --> 00:02:08,190 Another one is this idea of innovation 54 00:02:08,200 --> 00:02:10,422 process innovation , that's really what 55 00:02:10,422 --> 00:02:13,010 we're about . So the processes that we 56 00:02:13,010 --> 00:02:16,030 use to to , you know , invent design , 57 00:02:16,030 --> 00:02:19,220 develop , produce , sustain and and and 58 00:02:19,220 --> 00:02:21,220 upgrade these weapons systems , the 59 00:02:21,220 --> 00:02:23,276 tools that we use . We we need to be 60 00:02:23,276 --> 00:02:25,331 innovative in that , in that in that 61 00:02:25,331 --> 00:02:27,164 space also our Talent management 62 00:02:27,164 --> 00:02:29,331 processes . Number four Wendy would be 63 00:02:29,331 --> 00:02:30,998 this idea of digital material 64 00:02:30,998 --> 00:02:33,480 management . I think we've got pockets 65 00:02:33,480 --> 00:02:35,647 of that going on in Air Force Material 66 00:02:35,647 --> 00:02:37,758 Command and it's brilliant where it's 67 00:02:37,758 --> 00:02:39,940 being done . This idea of digital 68 00:02:39,940 --> 00:02:42,051 material management , which is a very 69 00:02:42,051 --> 00:02:45,260 much longer conversation um is central 70 00:02:45,270 --> 00:02:48,530 and uh it applies to all six centers , 71 00:02:48,540 --> 00:02:50,590 it applies to the to how we manage 72 00:02:50,590 --> 00:02:52,940 installations and so having a digital 73 00:02:52,940 --> 00:02:55,107 twin of an installation . So this idea 74 00:02:55,107 --> 00:02:57,540 of digital material management spans 75 00:02:57,550 --> 00:02:59,800 all of our centers and it really is the 76 00:02:59,800 --> 00:03:01,744 key to future integrated lifecycle 77 00:03:01,744 --> 00:03:03,880 management . Uh And then the last one 78 00:03:03,890 --> 00:03:06,057 that I that I wanted to mention really 79 00:03:06,057 --> 00:03:08,223 undergirds , all of them . That's this 80 00:03:08,223 --> 00:03:10,334 idea of talent management , workforce 81 00:03:10,334 --> 00:03:12,279 development , how do we manage our 82 00:03:12,279 --> 00:03:14,446 talent , How do we , how do we develop 83 00:03:14,446 --> 00:03:13,480 them ? How do we give them 84 00:03:13,480 --> 00:03:16,530 opportunities to self actualize um very 85 00:03:16,530 --> 00:03:18,990 large focus area that undergirds , all 86 00:03:18,990 --> 00:03:20,660 the other priorities that I 87 00:03:20,660 --> 00:03:23,140 mentioned . 88 00:03:23,150 --> 00:03:27,060 You know the 89 00:03:27,060 --> 00:03:29,780 co coms will very much want the current 90 00:03:29,780 --> 00:03:32,730 systems that we have um in the numbers 91 00:03:32,730 --> 00:03:34,830 that we have them without bringing 92 00:03:34,830 --> 00:03:38,760 anything down or divesting . Um The the 93 00:03:38,760 --> 00:03:40,760 service secretary and the chief are 94 00:03:40,760 --> 00:03:42,927 they they're all they're worried about 95 00:03:42,927 --> 00:03:42,800 those things but they're also worried 96 00:03:42,800 --> 00:03:45,450 about the future . And so our command , 97 00:03:45,450 --> 00:03:47,617 we get to work on both of those things 98 00:03:47,617 --> 00:03:50,040 and so we don't get a pass on either 99 00:03:50,040 --> 00:03:52,040 one . So our challenge really is to 100 00:03:52,040 --> 00:03:54,040 figure out how to , you know how to 101 00:03:54,040 --> 00:03:56,151 retool ourselves to to get after both 102 00:03:56,151 --> 00:03:58,040 of those things . The secretary's 103 00:03:58,040 --> 00:04:00,096 operational imperatives are a pretty 104 00:04:00,096 --> 00:04:01,873 large lift . A FMC is a healthy 105 00:04:01,873 --> 00:04:05,210 organization . The workforce should not 106 00:04:05,210 --> 00:04:07,310 expect a reorganization of Air Force 107 00:04:07,310 --> 00:04:09,310 Material Command . That's not gonna 108 00:04:09,310 --> 00:04:11,770 happen while I'm , while I'm in the 109 00:04:11,770 --> 00:04:14,150 commander seat . What the workforce can 110 00:04:14,150 --> 00:04:17,580 expect is I would consider tuning so uh 111 00:04:17,590 --> 00:04:19,930 in terms of our processes are our tools , 112 00:04:19,930 --> 00:04:22,041 our workforce management and really a 113 00:04:22,041 --> 00:04:24,263 lot of that gets after those priorities 114 00:04:24,263 --> 00:04:26,430 that I mentioned earlier . So the work 115 00:04:26,430 --> 00:04:28,541 of the center's doesn't change , what 116 00:04:28,541 --> 00:04:30,708 does change is how they do it and that 117 00:04:30,708 --> 00:04:32,708 gets in after some of these digital 118 00:04:32,708 --> 00:04:35,620 techniques were not going to go fast 119 00:04:36,140 --> 00:04:38,360 and be reckless . So this idea of 120 00:04:38,740 --> 00:04:41,600 systems engineering that still applies , 121 00:04:41,600 --> 00:04:43,600 whether you're talking about in the 122 00:04:43,600 --> 00:04:45,770 digital realm or in the paper realm , 123 00:04:45,770 --> 00:04:48,550 so we're gonna hold fast to that 124 00:04:48,550 --> 00:04:51,800 discipline uh aspect of what we do 125 00:04:51,800 --> 00:04:54,100 across every single center . But what 126 00:04:54,100 --> 00:04:57,570 will change is how we do it using the 127 00:04:57,570 --> 00:04:59,570 digital techniques . Yeah . 128 00:05:03,940 --> 00:05:06,280 You quickly learn that you're not in 129 00:05:06,280 --> 00:05:08,169 control , You don't have complete 130 00:05:08,169 --> 00:05:10,240 control of the circumstances . You 131 00:05:10,240 --> 00:05:12,407 can't just dictate what is going to be 132 00:05:12,407 --> 00:05:14,710 done and expect that to happen the 133 00:05:14,710 --> 00:05:16,988 longer I've been in and the , you know , 134 00:05:16,988 --> 00:05:19,210 larger teams that I've been part of , I 135 00:05:19,210 --> 00:05:21,460 feel actually less in control as I've , 136 00:05:21,730 --> 00:05:23,780 as I've , you know , as I've moved 137 00:05:23,780 --> 00:05:25,669 along in my career , which is not 138 00:05:25,669 --> 00:05:27,950 something that I expected ever um what 139 00:05:27,950 --> 00:05:30,490 that has taught me is the importance of 140 00:05:30,490 --> 00:05:32,680 the team and so you'll hear me talk 141 00:05:32,680 --> 00:05:36,420 about we and not I and that's 142 00:05:36,420 --> 00:05:39,980 because it really is about the team and 143 00:05:39,980 --> 00:05:42,147 that's not something I expected when I 144 00:05:42,147 --> 00:05:45,150 was a younger person . But now I fully 145 00:05:45,150 --> 00:05:47,261 understand that it's , it's all about 146 00:05:47,261 --> 00:05:49,750 the team . Mhm . Mhm . 147 00:05:52,140 --> 00:05:54,850 Mhm . You know , I'll tell you when I 148 00:05:54,850 --> 00:05:57,000 think about my first job at Williams 149 00:05:57,000 --> 00:06:00,340 Air Force Base . Um I love that 150 00:06:00,340 --> 00:06:02,350 job . I loved it . 151 00:06:03,210 --> 00:06:06,980 So it's one of my favorite jobs and so 152 00:06:06,980 --> 00:06:09,202 I don't , I don't , I don't look at how 153 00:06:09,202 --> 00:06:12,550 much I'm paid to determine whether I 154 00:06:12,550 --> 00:06:14,550 like a job or not , that job was so 155 00:06:14,550 --> 00:06:16,661 meaningful fixing airplanes . So when 156 00:06:16,661 --> 00:06:18,717 they , you know , when there's a red 157 00:06:18,717 --> 00:06:20,661 ball and they've got to generate a 158 00:06:20,661 --> 00:06:22,717 sortie and they call out the com nav 159 00:06:22,717 --> 00:06:24,883 bread truck and you rush out there and 160 00:06:24,883 --> 00:06:26,994 the engines are running and they need 161 00:06:26,994 --> 00:06:28,828 that thing fixed quickly and you 162 00:06:28,828 --> 00:06:28,710 actually fix it and the aircraft takes 163 00:06:28,710 --> 00:06:32,430 off . That is really fulfilling . Even 164 00:06:32,430 --> 00:06:34,652 today , that's fulfilling for me when I 165 00:06:34,652 --> 00:06:36,763 think about it , the things that I do 166 00:06:36,763 --> 00:06:39,550 now are very different . Um , but 167 00:06:39,560 --> 00:06:42,530 Airman Basic two , 168 00:06:44,040 --> 00:06:46,262 you know , maybe it sounds trite to say 169 00:06:46,262 --> 00:06:49,460 this , but every job is important and 170 00:06:50,080 --> 00:06:52,500 I don't know how else I can convey that , 171 00:06:52,610 --> 00:06:55,120 But I mean , I feel in my heart it's , 172 00:06:55,740 --> 00:06:58,530 you know , um , it's the 173 00:06:58,530 --> 00:07:00,560 truth .