Podcasts about afrl

Send us a textWelcome to another episode of the “Daily Drop,” where Jared breaks down the chaos disguised as a defense budget. We're talking about a $1 trillion spendathon featuring: cutting cybersecurity staff during peak cyber threat season, trying to mass-produce drones in 24 hours with foreign parts we don't make, and senior leaders treating AI like it's witchcraft.You'll also get the inside scoop on how our Space Force is flexing with rapid GPS launches (kind of), why cutting Air Force Academy faculty could kneecap future warfighters, and which senator is still obsessed with moving Space Command for no tactical reason.PLUS: 

In this episode, Alexis Bonnell, now former Chief Information Officer at AFRL, shares insights on how to drive tech adoption in government to stay ahead in today's rapidly evolving digital landscape. She discusses the concept of the “oodaloop” and its importance in taking immediate action to bring digital solutions into practice. While technology advances, the challenge remains in getting people to adopt new processes. Alexis also dives into her passion for human-machine teaming and augmented reality, exploring how these technologies are shaping the future of government operations. Tune in to hear how we can do tech better in government!

Members of the Department of Government Efficiency have made their way into the National Science Foundation, as grants throughout the agency are being terminated. Three DOGE affiliates are currently listed as working in the Office of the Director at NSF, according to multiple sources within the agency: Luke Farritor, a former SpaceX intern and AI engineer who has shown up at other agencies DOGE has entered; Rachel Riley, a former McKinsey consultant who has also appeared at the Department of Health and Human Services; and Zachary Terrell. As part of the arrangement, Farritor has a “Budget, Finance, and Administration” clearance, which a source said allows him to view and modify the agency's funding opportunity system. Farritor and Terrell are listed in an agency directory as consultants. On April 18, NSF published a statement that it was terminating grants and awards that don't align with the administration's priorities, including those related to diversity, equity and inclusion (DEI) and misinformation and disinformation. Alexis Bonnell has stepped down from her positions at the Air Force Research Laboratory and transitioned to a new job at OpenAI, the company responsible for the development of ChatGPT. In 2023, Bonnell was tapped to serve as AFRL's first-ever chief information officer and director of the laboratory's Digital Capabilities Directorate, where she led the lab's information technology strategy and overall modernization efforts. According to a Tuesday post on LinkedIn, Bonnell is now working at OpenAI as a partnership manager, a position she took on in March. The Daily Scoop Podcast is available every Monday-Friday afternoon. If you want to hear more of the latest from Washington, subscribe to The Daily Scoop Podcast  on Apple Podcasts, Soundcloud, Spotify and YouTube.

In this second installment of our conversation with Alexis Bonnell, we explore more practical applications of AI for the acquisition workforce. In this episode, Bonnell demystifies the concept of "prompt engineering," explaining how crafting effective questions is crucial to getting the most out of AI tools. We also get an inside look at AcqBot, AFRL's AI-powered contract writing assistant. Bonnell discusses how this tool is designed to honor and respect the expertise of acquisition professionals, serving as a collaborative partner to streamline the contract development process. Finally, Bonnell tackles the challenge of information overload, a reality for everyone in today's fast-paced world. She explains how AI can help us make sense of the massive amount of data we encounter daily, leading to better and faster decision-making. Tune in for insights on how to embrace AI and leverage its power to navigate the complexities of Air Force acquisition.

Have you ever read a published paper and wished you had access to the raw data? The journal Integrating Materials and Manufacturing Innovation (IMMI) seeks to solve that issue. Taylor, the current Editor-in-Chief, sits down with Chuck Ward( Previously Chief of Manufacturing and Industrial Technologies at AFRL and outgoing Editor-in-Chief at IMMI) to discuss how IMMI is different from other journals. They cover the history of IMMI, the use cases of the journal, and also some exciting news about Taylor and his position with the journal. This Materialism Podcast is sponsored by Materials Today, an Elsevier community dedicated to the creation and sharing of materials science knowledge and experience through their peer-reviewed journals, academic conferences, educational webinars, and more You can find out more about IMMI by clicking here. Thanks to Kolobyte and Alphabot for letting us use their music in the show! If you have questions or feedback please send us emails at materialism.podcast@gmail.com or connect with us on social media: Instagram, Twitter. Materialism Team: Taylor Sparks, Andrew Falkowski, & Jared Duffy. Keywords: Manufacturing Publishing Scientific Journals

Redwire to develop the preliminary spacecraft design for an upcoming astrophysics mission for the European Space Agency (ESA). Redwire has been awarded a contract by Orion Space Solutions to deliver a Mako spacecraft to support the US Space Force (USSF) Space Systems Command (SSC) Tetra-6 mission. Sierra Space has been awarded a $16 million firm-fixed-price contract from AFRL to continue upper stage engine maturation, and more. Remember to leave us a 5-star rating and review in your favorite podcast app. Be sure to follow T-Minus on LinkedIn and Instagram. T-Minus Guest Our guest today is Richard Turner, CEO at Convergence Data. You can connect with Richard on LinkedIn, and learn more about Convergence Data on their website. Selected Reading Redwire Awarded Contract to Lead Study for the European Space Agency's Next Dark Matter Mission Redwire Wins Follow-on Contract to Deliver Third Mako Spacecraft for U.S. Space Force Sierra Space Completes Test Campaign on Next Generation Vortex 35,000 lbf Fuel-Rich LOX LH2 Engine UK ADR Mission Development on Track to De-risk Key Technologies - Astroscale Rocket Lab Delivers Third In-Orbit Manufacturing Spacecraft for Varda Space Industries- Business Wire China builds space alliances in Africa as Trump cuts foreign aid- Reuters Momentus Announces Closing of $5 Million Offering Priced At-The-Market Under NASDAQ Rules- Business Wire Sidus Space Announces LizzieSat™-3 Ready for Launch Space Foundation Names SpaceX Starship Mission Team as 2025 Space Achievement Award Recipient NOAA's Deep Space Climate Observatory (DSCOVR): Celebrating a Decade of Protecting Earth from Space Weather T-Minus Crew Survey We want to hear from you! Please complete our 4 question survey. It'll help us get better and deliver you the most mission-critical space intel every day. Want to hear your company in the show? You too can reach the most influential leaders and operators in the industry. Here's our media kit. Contact us at space@n2k.com to request more info. Want to join us for an interview? Please send your pitch to space-editor@n2k.com and include your name, affiliation, and topic proposal. T-Minus is a production of N2K Networks, your source for strategic workforce intelligence. © N2K Networks, Inc. Learn more about your ad choices. Visit megaphone.fm/adchoices

This week, Ryan Connell is joined by Keith Scheffler from Air Force Research Laboratory (AFRL) to discuss the role that blockchain plays in their manufacturing division. Keith dives into the evolution and broader applications of blockchain technology beyond cryptocurrency, AFRL's approach to addressing technology gaps, the integration of digital tools in modern manufacturing, and the critical interplay of cybersecurity and the supply chain. He also shares insights into the complexities of the defense industrial base and the innovative use of graph theory to predict industry trends and interconnections. Tune in to learn all about how blockchain is transforming the defense industrial base. TIMESTAMPS: (1:20) AFRL's Role in Manufacturing (3:22) How blockchain plays a role in manufacturing (6:20) Blockchain beyond crypto (8:54) How blockchain ensures data integrity and security in manufacturing (13:33) Importance of cybersecurity in defense manufacturing (17:34) Commodity parts in the defense industry and supply chain considerations (24:19) Scaling advanced manufacturing across the DoD (26:48) How to embrace innovation and break from traditional approaches LINKS: Follow Ryan: https://www.linkedin.com/in/ryan-connell-8413a03a/ Follow Keith: https://www.linkedin.com/in/keith-scheffler-a2823920/ AFRL: https://www.afrl.af.mil/ CDAO: https://www.ai.mil/ Tradewinds: https://www.tradewindai.com/

We hear from participants at this year's Cranky Dorkfest, the U.S. Marine Corps flew the XQ-58A Valkyrie drone with four F-35B fighters, American Airlines flew a B787 from Dallas to Brisbane in a 15 hour and 44-minute flight, a pair of corporate flight attendants are suing their employer, airlines are reacting to flight restrictions over Russia, and the Portland Jetport is replacing the firefighting foam with something more environmentally friendly. Also, a self-propelling ionic thrust wing, an exploding satellite, and thoughts on DB Cooper from an expert parachutist. Cranky Dorkfest 2024 Brian Coleman recorded interviews at Cranky Dorkfest on September 14, 2024: Melissa - Why she keeps coming back. Her husband is former military mechanic. Benny - A first-timer with a unique Boeing airplane-related telephone number. Jvan - He took home last year's brick mosaic. This is his 3rd year participating. Matt Sauchelli - He's shooting with a Nikon mirrorless camera and a long lens. Ben Grenuchi and Heather - From NYCAviation. Ian Petchenik - Director of Communications at Flightradar24 the live, global flight tracking service. Also, the co-host of AvTalk podcast. Brett (Cranky) Snyder. The man behind it all. For Those Who Didn't Attend, Here's What You Missed at Cranky Dorkfest This Weekend Aviation News Marines score aviation firsts with F-35 squadron, drone test and more A Marine Corps XQ-58A Valkyrie drone completed a test flight last week at Eglin Air Force Base, Florida. Col. Derek Brannon, branch head for the Cunningham Group, deputy commandant for aviation said “The flight focused on the use of tactical data links to enable digital communication between the XQ-58A and an airborne four-ship of F-35Bs from Marine Fighter Attack Squadron 214 and other joint aircraft.” XQ-58A Valkyrie, courtesy AFRL. The XQ-58A Valkyrie is a low-cost, high-performance, reusable unmanned air vehicle developed through an Air Force Research Laboratory partnership with Kratos Defense & Security Solutions, Inc. This vehicle is an example of an “attritable” aircraft designed to be used for several missions, but built at a cost that permits it to be a combat loss. American Airlines' longest flight set to be one of the most tracked in the world The American Airlines inaugural flight from Dallas to Brisbane in Australia was heavily followed on Flightradar24. Director of Communications Ian Petchenik said people worldwide “are especially keen to watch the livestream of the landing.” The Boeing 787-9 (N825AA), flight AA7, made the trip in 15 hours and 44 minutes covering a great circle distance of 13,363 KM. See Flight history for American Airlines flight AA7. Overworked Private Flight Attendants For Co-Founder of The Home Depot Claim ‘Inept' Colleagues Kept Their Jobs Because They Were in ‘Romantic Relationship' With Boss Two private flight attendants filed a lawsuit claiming they were overworked while working for the co-founder of The Home Depot, while “inept” co-workers had romantic relationships with their bosses. The two FAs, who quit their jobs, said they sometimes worked 26 days per month and around 90 hours per week. Why It's Harder Getting to China As a result of the war in Ukraine, non-Chinese airlines are no longer entering Russian airspace, so some are discontinuing service to China, or reducing frequency. Demand for flights to China is down, and the cost of avoiding Russian airspace in time and fuel is significant. Virgin Atlantic is dropping its flight connecting Shanghai to London, LOT Polish Airlines is suspending its Warsaw-to-Beijing flights, and SAS plans to stop direct flights between Copenhagen and Shanghai. Chinese airlines are adding capacity. PFAS-free firefighting foam coming to jetport The Portland (Maine) Fire Department plans to replace the AFFF firefighting foam used at the Portland International Jetport with PFAS-free foam.

Are you a new school leader wondering how to create learning spaces that truly engage students and foster success? In the latest episode of the Better Learning Podcast, Dr. David Cupolo, principal of St. James Intermediate School, shares valuable insights on the profound impact of school design on student engagement. In his conversation with Kevin Stoller, Dr. Cupolo highlights how thoughtful learning environments can transform education and offers essential lessons for new leaders navigating this journey. Dr. Cupolo also explores how instructional leaders can drive change by focusing on both physical spaces and the school culture. He underscores the idea that a well-designed building must be paired with a culture that prioritizes student growth and active listening. When students feel heard and supported, they thrive in environments that encourage collaboration, exploration, and a genuine sense of excitement for learning. For new school leaders, this episode is filled with actionable tips, from the importance of understanding the "why" behind school design decisions to embracing flexibility in both space and teaching. Whether you're aiming to enhance student agency, foster collaborative learning, or simply reimagine your school's layout, this conversation provides the guidance you need to take the first steps.   Takeaways: Schools should be designed with the needs of students in mind. Creating engaging learning environments can reduce boredom and increase student success. Student agency is essential for effective learning. Research can guide the design and use of educational spaces. It's important to reflect on the 'why' behind educational practices. Building a positive school culture is as important as the physical space. Listening to students can provide valuable insights into their learning experiences. Homework often has minimal impact on student learning outcomes.   Dr. David Cupolo has 18 years of experience in educational leadership as a building principal, including eight years at a cutting-edge, non-traditional facility; I offer a blend of practical experience and academic insight. Recently, I earned a Ph.D., during which my dissertation research delved into how instructional leaders understand and engage with the concept of 'learning thrill,' utilizing a framework developed by esteemed educational researcher John Hattie. The results of my research have profound implications for the design and renovation of school facilities and classrooms, highlighting crucial conditions that facilitate learning. I have presented on the topic of flexible learning environments at various conferences, most notably at three Association for Learning Environment (A4LE) Conferences, including the 2024 Southeast Region Conference this past April.   Sound Bites: "You can have beautiful buildings and be an ugly culture." "Kids want to collaborate and explore." "We need to trust kids and listen to them." "Learning thrill can be developed in schools."     Follow David Cupolo on Social Media: LinkedIn: https://www.linkedin.com/in/david-cupolo-6b4a1623/   Read David's Article Designing for Learning Thrill Spaces4Learning Article: https://spaces4learning.com/Articles/2024/07/09/Designing-for-Learning-Thrill.aspx     Episode 202 of the Better Learning Podcast Kevin Stoller is the host of the Better Learning Podcast and Co-Founder of Kay-Twelve, a national leader for educational furniture. Learn more about creating better learning environments at www.Kay-Twelve.com.   For more information on our partners: Association for Learning Environments (A4LE) - https://www.a4le.org/ Education Leaders' Organization - https://www.ed-leaders.org/ Second Class Foundation - https://secondclassfoundation.org/ EDmarket - https://www.edmarket.org/ Catapult @ Penn GSE - https://catapult.gse.upenn.edu/   Want to be a Guest Speaker? Request on our website     Kevin Stoller (00:07.454) It's another episode of the Better Learning Podcast. I am excited about our guests today because we talk a lot about furniture and use and we can talk about it from like the designers and from the architects and what we do supporting education from the outside. But it's always good to get the perspective of the principals and the ones that are actually like using the spaces and hearing from the teachers and the students and being able to have that lens to it. So I'm excited to bring in Dr. David Capolo. I screwed it up, I? Did I announce it? Did I pronounce it?   David Cupolo It's Koo-pal-o! It's all good.    Kevin Stoller Yep, and he's a principal at St. James Intermediate School in Horry County in South Carolina. Just for the audience, because I'll give you a little behind the scenes, I'm horrible at pronunciation and making sure I do it. And whenever I get it stuck in my head, it's so hard to switch it.   David Cupolo It's why I don't read names at award ceremonies.   Kevin Stoller I know because I'll get it stuck and I'm afraid I'm gonna mess up and I'm not the expert of that Yeah, I'm the worst. I'm like give me a script and I'll and I'll screw it up. So yeah, but but I really wanted to talk about from your perspective of where you got to what you're talking about like the thrill and getting rid of the boredom, but I want to start really from the from the very beginning for you and I want to hear what was school like for you.   David Cupolo So I knew how to play the game. I knew how to be successful in school. And honestly, if I had a relationship and you built curiosity and made connection with me, it was an A. If you did not, I was a B for bye-bye, that type of thing. And C for see you later. It all depended. And came from a family of engineers and I chose to go into public teaching and education, which is great. But I think I was not... That curiosity and connection for me in learning was not built in the area of math. was just too much of that skill and drill. so, but I played it well, you know, went on to college in Version, New Hampshire, and then a few master's degree at NC State. And that's where I really learned how to learn.   Kevin Stoller (02:33.058) So talk about that, that learning to learn. What sparked that for you?   David Cupolo I think it was, again, professors who allowed that agency, me to have that agency and explore the interests that I had, they gave the structural framework, but you really had to go do the work yourself and, you know, find those connections and challenge you. And I think there's the principle of Goldilocks, right? You know, that Goldilocks effect. And I think that had the right enough challenge and also the right enough support, but also the right enough freedom to, you know, take my learning further. Yeah, kind of push me.   Kevin Stoller OK. All right. So you usually when I when I talk to administrators, school leaders in there, there's like the big transition moments. There's the first one be like making that decision. Hey, I want to go into education. And then that typically puts them in a classroom. And then there's that second moment where they're like, you know what? I think I want to be outside of the classroom. I can have a different impact as an administrator. What were those moments like for you?   David Cupolo Yeah, so I came into education teaching alternatively. I was not certified. I was working for a lessons called which transition program in Rhode Island and the police refer to something causing trouble. They have a different a, but these kids are just needed some more guidance, right? You know, and so I found out there was a lot of jobs teaching in North Carolina. So I moved down, taught special ed. And it was interesting, my boss at the time said, you're a middle school teacher. I won't give a recommendation for anywhere. He goes, you connect with those kids. And I did it in, you know, in that timeframe, I quickly realized I want to have a bigger impact, you know? And I realized I could, I think. The students taught me so much that I realized, wow, what they're teaching me, I need to share it and need to use to impact other kids in other classrooms. So administratively, and you always have that principle that I think says, Hey, you should go and be an administrator. And I had a couple of those who did that and lo and behold, quickly moved into assistant principal roles. And now I'm in my, going to year 19 as a...    Kevin Stoller 19 years. That's awesome. First.   David Cupolo Thank you. Thank you.   Kevin Stoller (04:54.062) I mean, we're, we're record, we're recording right now at the beginning of, of August, even though it doesn't, it won't release until later, but you're getting, you're getting ready for the next round of teacher students coming through. What's going through your mind right now?   David Cupolo So teachers come back on Thursday, you know, and again, I'm like that teacher the first night, night before the first day of school. You have those jitters, but you're excited. You know, I'm excited to see what the year can bring. At my school grades five, six. So we'll have a new group of fifth grade students coming in, you know, and get to know those students and seeing what impact we can have on them. You know, setting that foundation and framework for I go back to the student is the most important part of this building. Without them, we would not be here. You know, and this year we're kind of kicking off and be the one, be the one, you know, and how can you be the one? I entered the school year with, you know, saying, I'm going to reflect on how can I be the person I want to work with? And then this year, so now it's kind of tying it up that we're coming back. How can I be the one I want to work with and be the one for those students? So I'm kind of wrapping my head around those thoughts and gear up. Yeah. So is a pretty typical every year you're coming in with like a new theme and a new direction that you really want to build in throughout the culture? So, yeah, I think yes and no. I always try to tie in on what we've always done, you know, and we always revisit the vision. We always... revisit our beliefs, you know, and going back to this is what we believe and that is it, that we can be the one for those students and all students, when I say all, A, capital L, capital L, even the kid from that neighborhood is Ken Williams to say, you know, they deserve the best and, you know, they know that and I'm an amazing staff that go in every day and give it all for those kids. But, you know, just kind of tying it all together as we keep going along and just improving.   Kevin Stoller Right. So talk more about kind of how you got this interest and at what point did you recognize how much the learning environment was really impacting the work that you do with that idea of like school is there for the kids?   David Cupolo Yeah. So, you know, as I moved into my career, one of my dreams was I realized I wanted to open up a new school. And, you know, that'd be a cool thing to do and actually only had was in my second year in this Horry County. I'd been a principal in North Carolina and I figured, you know, it might not come along because only been at this school I was at short period. And, you know, they selected me to open up this school which is a different design model. There was only a few others in the state but it was a state of the art facility and, you know, it's net zero net positive energy in. It looks like a mall, literally glass walls on the inside, collaboration spaces. But there was no schools like it. You know, we visited some different models to see what it was like. And every time you go to school, you know, I want to talk to the kids. I can do the tour with the adults, you know, and I can see. And one student, I can remember the school said, said, so how does this work with the glass and everything? You know, I'm an ADHD adult. How does it work? And I said, they said, it's like the zoo effect. I said, what's that? They said, I see you, you see me, I'm gonna do my thing. I'm like an animal in the zoo, you're watching me and I'm in my element. I said, that is awesome. I said, okay, this will work. So, but I remember, and we entered the school, we got the keys and a Friday night teachers were coming back that Monday morning and my whole staff had never ever come together. And so we hadn't even been in the building. But I remember visiting while it was dirt. I bought a hard hat, scraped up a vest and a clipboard. And I went in like I was part of the construction crew just to see, you know, this process. And finally I figured out who I was from meetings. But, know, trying to envision what this could be for kids and what environment we could create. Because you can have beautiful buildings and be an ugly culture, right? You know, so what can we really create for kids? And every parent meeting, I would start off with schools are built for kids. You know, this is their place. This is not our place. We serve them, so it was great. And coming into the building and really trying the collaboration spaces. So our first day back with teachers, I had my people spread out in the building doing different small PD sessions to see the acoustics, to see how it worked. And with teachers, I said, you can use the collaboration spaces. I didn't say there were rules to it. But I did say is let's let kids rise to the challenge. Kevin Stoller (09:40.014) For sure. So I just want to set the stage a little bit. So that school opened about eight years ago. So 2016 definitely because so many people that are listeners of the show are involved with the design of schools. And that was definitely on the earlier side because what you're describing is pretty much the... I don't want to say the standard. Hopefully it's at least more closely aligned with that versus the traditional model that doesn't allow that flexibility and that collaboration. So you guys are going in. How involved were you in the process or was that coming from the district level? Who was really driving that vision of saying, we're going to build this new school. Have this opportunity of a lifetime. What was that like for you?   David Cupolo So I came on the back end and it was more of the, know, decision-making. And I really think that net positive really was a big key for the school board, you know, and the design and the potential. So I don't know the conversations that we had about what pedagogy, you know, what we could do with in the classroom. I did help pick out desks and make sure the sizes were right for what we needed and chairs. But as far as, you know, how do you use it? It wasn't there, you know, it really wasn't. And that was my experience. So kind of fumbled through it with our staff, but more or less talking to kids and seeing how teachers were using it and kids. And I remember, I remember the first teacher that sent kids out to work in the collaboration space. like, wow, how's it going? She goes, I don't know. go, well, let's see. And I fist bumped her, you know? And then the glass, I said, it's writable. I didn't say you had to use it. I didn't say you couldn't. Said it's writable. You know, teachers started really using it, that's the fourth, you know, the fourth teacher, second, third teacher in the room using that students love working out those problems on the glass or, you know, anchor charts on the glass. And it was just kind of working with teachers and seeing how students should respond and then conversations with students. You know, I wish I had more on the front end I could speak to. I think now I offer a whole lot more to be able to say, hey, this is this is how we evolve. Kevin Stoller (12:04.802) Well, that's why I wanted you to go through it because that's very typical in this industry, very typical in that there was a decision made at the district level or someone on the board or somebody said, hey, we're going to go this direction. But they're not always pulling in kind of the site leaders and teacher students perspective as they're doing that. Now, as an industry, we're getting better at doing that earlier on. But your experience is like very typical where you're almost like handed a building and now saying, go figure out how to use it.   David Cupolo Yeah, Friday night at 7:20. got the key. Teachers show up on Monday. Yeah, here you go. Yeah. So, so you definitely embraced it hearing like that. And you know, you had teachers that do, were there ones that that fought it or, or saying like, man, I just wish I had my old space back. You know, there were some, there was a couple. And they may have realized it wasn't necessarily their fit. But I remember one teacher who is interesting because she, this school's meant for older students and not these students. And I'm like, but look, they're doing it over there. And finally, it took a little while and she embraced it. And she actually retired, but said, thank you for giving me, my last two years was so enjoyable with my kids because of the, what we have here and what we're able to do and the way the building is being used in those spaces. So that was pretty cool. Testament for her who was, you know, it was, it was a shift. Yeah. Yeah. Which I don't blame anyone changes hard. mean, if you've been doing something for a long time, one way, and then have to shift that quickly to a different way, that that's a tough change. It really was, it really was. And, know, and I'm a, I'm a research person. I'm a research geek. I've known John had his visible learning work for years and those in education. If you don't know him, you better know him because what he writes about and the research he has people do, it's what works in schools. So that was part of that other foundation was, know, teachers necessarily don't want to know about the research right away, but kind of bringing it in and introducing them, okay, well, here's what the research says about student discussion and the impact. And here's cooperative learning. And here's how we can use the furniture and how to tweak it and better practice and tighten it up. you know, and trying to take that learning to another deeper level. Kevin Stoller (14:24.268) Do you mind talking through a little bit of Hattie's research? It is important for us to understand the research band because a lot of us who are supporting it, who may not come from education background, whether it's on the architecture side or on the industry supporting education, the more educated we could be, the better.   David Cupolo Right. And I think one of my, some of my favorite conversations are people in the industry and architecture in outfitters because of that, you know. And so his, again, that research out there shows what's effective, you know, homework has little impact on student growth and academic success. Class size. You know, we learned during COVID, might be different if you have hybrid, but you had to do some other things well for it to be impactful, right? You know, and that's the piece. have to just, you have to learn the strategies and the research behind it. But yeah, so Hay and Greg Donahue proposed a conceptual learning model, skill, thrill, which was a synthesis of that research and visible learning of what worked. And oftentimes, surface deeper transfer, right? And we're often, we know in classrooms there's surface level learning and kids aren't engaged and we sit in rows, you know, and there's that boredom piece that I found, you know, and Cornwell in 2000, it was only two years ago, the art of only two years ago and how boredom has led to what a third of high school dropouts to half, you know, that's an issue, that's a crisis, you know, and that's something we can fix and that's where design and use. Just because you put the kit desk together doesn't mean they're going to collaborate, right? You know, you got to use it effectively, but that's that research. So I want to study what learning thrill was, you know, it seemed like it just rhymed with skill and will. And, you know, it was perfect. So nobody had studied it. So I kind of talked to South Carolina structural leaders and how do you perceive and conceptualize it? Then what does it look like? What does it sound like in the classroom? Take me to those places and describe it. And they described these deep, engaging experiences for kids. They were collaborating. were experiencing almost student agency. They were driving their learning. The teachers were just fostering that real environment for those students. But again, inductive learning, project-based learning, and thinking about how we design and materials and use of materials and how. Because teachers, it's about time, right? Adam and Eve's teacher said, I don't have enough time to plan for them. It's just the way it is in education. We know that. So what can we do to help those teachers design rooms and make smoother transitions and furniture that's flexible so I can just easily maneuver it so I can do this over here. But then those learning spaces for students, what are they comfortable? Where are they more comfortable in taking their learning to a deeper level and really getting that thrill experience, you know?   Kevin Stoller Yeah. Do you mind giving some examples of like where, because the space, how much that changes, like those concrete examples, I think are the stories are always good for people to hear to be like, hey, this is a kid that maybe 10 years, you know, in your first 10 years of being a principal may have had a different experience versus now what they have in that flexible learning environment that they're in now.   David Cupolo Sure. Yeah, I remember when we all think and it was a few weeks into the school year. And this is this really hit me this this moment. So under the stairs of cement blocks in my school and this is sprinkler system. And there's a student like to work under there. But one day he's kind of just pulling on hanging on the pole. Nothing can do. What are you doing? He goes, What do mean? I said, You're pulling on the fire thing. It's sprinkler system. I go, Do you know what happens if that breaks? And he goes, No. I go, neither do I, but I have a feeling it has a lot of water, a big bill and fire trucks. I go, go to your room. He goes, do I have to? And I was like, my, I sound like a parent. I'm like, tell you what, go for 50 seconds, just come back. Please don't do that again. We good? He's good. I said, we fist bumped. But then I started like, wow, I need to pay more attention to this, you know, and those students. And soon as I tell you, this is my space that I feel more comfortable on the floor in the corner on that pillow. Or, you know, our media center is open space and there's different furniture. And, you know, you struggle with custodian on whose furniture it was. Well, they're putting their feet on it. I go, it's theirs. Like, you know, that's their space. This is where they're comfortable learning. And it was transferring. Those teachers are like, wow. And they rose to those occasions, you know. I've seen students who come to that school with behavioral records. And part of that culture is that this is your place, this is your space, and it's a safe space. And it's interesting, I was having a conversation last Friday with one of my teachers, last Thursday. She talked about the desk, how each kid doesn't own that desk. Remember how we had our desk and you had your name on it? Yeah, for sure. It's not my desk, it's our area. And I can go work with other kids in another area and students who might not sit in that row traditionally can work together with other students in that respect and that safe place and that safe space that they need. You know, and allowing them that opportunity. And I think that's the other key, you know, is that setup that we've seen from non-traditional rows to collaboration and even with the technology of sharing through Google Chromebooks and Google Docs and things of that nature. Yeah. So can you expand on that more as a principal who has gone through that process and now to a principal who may be getting ready to open a new school or a totally different space and their staff is coming back right now or they're in the process and it's going to be in the next six to 12 months? What are those lesson learns? would be that advice that you would give to them? Because they're going to have the same things. They're going to have the teachers that are going to be like, well, what do mean the student doesn't know the space? What do you mean that, you know, like I'm not upfront and, you know, and things aren't sitting in straight rows. What are those things that you would share with others? You know, I start with the why. That's when we opened the school, I got a book for the staff to go back to our why. And, you know, and we had our individual, why are you teaching? Because I knew teachers were gonna struggle. knew just because you got the keys doesn't mean it's complete, right? Let's be honest, there's still gonna be work being done. And those can interfere and things out the air conditioning, right? It's just gonna get adjusted. And those are things that matter to teachers, you know, and all the pressure on teachers now. So really looking at the why and the student and then what can you do for the student? because everybody in education to help kids to work with kids and help kids be successful. I think that's the first piece is trying to build that collective vision. I started with the collective teacher efficacy has the biggest research effect size on student achievement, 1.36. And coming together really looking at involving teachers in that process. then setting up some structures, you gotta have some structures, but don't be completely tied to them because you're going to get to know the environment and allow teachers to mess up, allow kids to mess up.   Kevin Stoller Yeah, which we all know is the best way to learn, but we struggle. want to step in. Well, that's good. mean, are there, as somebody who values research and is constantly looking at that, what research do you wish would be done at this point? What would be really helpful for you, or what are the questions that you would wanna try to answer?   David Cupolo You know, I talk to kids a lot and you know, it's one of the tough parts for researchers is doing research, talking to students, right? Because that's that big, you know, there's always those epic things in there and you know, I started with the check-in system with the company in Australia, Versha Learning. And one of the things I wanna know is what are you learning today? Ask kids, what are they learning? Yeah, you your kid at home, what'd you learn today? Nothing. Or this, well, I know what you did, you know, but what are you really learning? And I found that, you know, students couldn't really articulate. And then teachers like, well, you talked to so-and-so, of course they couldn't tell you. Well, I don't know that that was the answer, you know. So we started looking at that. And one of the things we found is students were bored, but they also weren't clear about what their learning was. But they also wanted discussion. They wanted to talk to their parents and they wanted to collaborate. You know, they were telling us what they wanted through that check-in. John Hattie actually, it's a quote that says on their site, it's the best classroom data I've ever seen. You know, and really I would love to learn more about students, what leads to thrill for them and how they experience that learning because it's not often. You know, go to watch schools when it gets out of high school practice, right? Kids are practicing skills, they're acquiring skills, they're consolidating it, they're adding, they're learning, they're dispositions, persevering, and then there's that thrill. And we see in band when they get to perform in chorus, and very rarely do we get to see in those academic classrooms, but it can't exist, and that's what I've kind of studied. But I wanna know more from students of what can we do to help you, what can the environment do to help you? What do you need more of? We kind of know some of it, like I said, from that check-in. And it was, we want to be able to have more discussion. We want to be able to ask more questions. We want to be able to explore. We want to be able to collaborate. So those things, I would love to delve more into that research and study the environment they're in.   Kevin Stoller Yeah. What does your gut tell you if you're going to have a hypothesis on that of saying, you know what I think this would work or this would be a benefit?   David Cupolo I think those flexible environments and collaborative spaces where students feel safe and they feel valued and they have agency and when you give them opportunities for curiosity and connections to each other, I think that they're gonna say, that's what I want, that's what I need. And that's the world of today, honestly. Unfortunately, as you see the research, you go through school and by the time you become a senior, you're very little engaged and it's scary. I know. And you can be like, we can all be engaged in something and it can be low level too, right? I've been engaged, but that's really tasks. I'm just completing a task. I'm not really into it, part of it's a curricular issue on the educator side. That's part of that stack curriculum. We got those tests and all of those things, and I'm not saying there's not some value there. But our learning is not going deep enough and we need to be able to transfer that learning. Kevin Stoller (26:24.782) I think you're right. I mean, my experience would be the same that if I was going to say like, maybe there's not perfect research that shows it this way, but my gut and from what I've seen from being around this enough and just knowing kids and watching it, is. Right, they do. They want the agency. They want to be able to collaborate. They want to work with their peers. They want to have meaningful projects. that, yeah, and that for me is always the hard part because I'm the one that wants to challenge the status quo and be like, well, if you know that, why don't we start doing that? Like, what's preventing us from doing that? And I get it. There are a lot of limitations of what we can do without having the data and without having, you know, like the laws and all the legal and all the things that are coming down from state level and district level. But my gut is with you on that too, is that if we actually listen to the kids, they know what they want.   David Cupolo Yeah. they do. They do. And I was glad I had a professor said study thrill, nobody studied it, because that's tough to do a dissertation when there's no prior research you know, on that one topic. But I was, I really knew I was onto something there. So, you know, developing a framework for instructional leaders and how to, how can we work with teachers to increase learning thrill, you know, that's kind of still tweaking it. Because I believe it can be done even in the status quo, but we do have to push those understandings, you know, and trust kids. Cause they don't respond right. You know, and they're to mess up. We all did. Yeah. And that's probably the best thing for him is to mess up. Right. I sat in the principal's office a couple of times in my life. It's nothing wrong with that.   Kevin Stoller (28:46.284) Yeah. Yeah. Yeah. So, so are you, so as far as like studying thrill, like, and do, so are you actively engaged in that? Like what? Cause I talk through like what your journey has been around this concept of thrill and education.   David Cupolo So right now, know, finalizing my dissertation and kind of working with, again, virtual learning. Phil Stubbs is my thought partner. Shout out to Phil. He's with Virtual Learning. He's a brilliant mind, and kind of really fine tuning a framework for instructional leaders to kind of look at those things. Inductive learning. So what does the environment look like? Teacher authority. They've got to... to clarify Ed, that they're really tweaking right now that's coming out. And it's been a great journey that'll give teachers back time and make things more clear for students, but also look at a learning progression. So it's kind of like expert to Jedi, you know? So students can see this is where I need to head with my learning. And if I want to be a thrill and I want to be a transfer, this is where it's at. But then how could... giving them the opportunity to say, is how I can show and meet success criteria. Instead of just answering questions on a test, show me how you can, this is the level, show me that you were at that level. And that was a neat piece. When kids could articulate with three points of what they were learning and where they were going, then they had 68 % more positive emotions responses, just in that one factor. So I worked with my staff on that and we found, wow, the boredom, you when you look those wordles, bored got smaller and smaller and smaller and excited and enthusiastic, you know, and anxious reduced, you know, there wasn't that cognitive overload that kids feel. So there's a lot there that we're, you know, working on writing and getting out there, trying to share that message and do some presentations and All those things.   Kevin Stoller Yeah, very cool. Yeah. Well, that people need to hear it. Yeah. People need to be able to do that. So yeah, thank you for doing that work. I want to hear it before we wrap up here. I want to hear. The eight year journey into the new facility, what, what are the things that you have changed or like if you did it over again, you wish you, it would, the building would be different or the learning environment be different for those people who are going through it right now because that's obviously one of the big benefits of of education is we're so willing to share and help people so that the next project is always better for the first for the kids and the teachers in the future.   David Cupolo So, you know, for me, it was interesting right now the struggle is furniture. So we have these, you know, funky shaped collaboration tables for kids can sit at and I've grouped teachers that would prefer those in their classroom than the desks that connect together, just basically the four desks that have cool little shapes that connect together. They want these tables. And I'm just, they say it's more functional, more space in my room to maneuver. It's still not their desk. It's our table in that mindset. That's something to look at, you know, because they really believe it's helped their classroom. And I think just kind of look into the spaces and how do you use them and what structure do you provide kids for? It's for this use, know, using it understood that it's for learning, that it's not just, you know, hanging out. And kids did a great job with that, but that's just a little suggestion, you know, keep in mind, and this is our space for this and really having to understand this is where you apply yourself. This is where, you know, your collaborative place. This is for your discussion. You know, because we didn't have that, you know, campfires was not a word when I came out, you know, we did cooperative learning structures. I think that's a great training to have Cagan cooperative learning structures because it really tightens up how to, so kids can't hide in those environments still, because that's another piece we don't want to, we don't, and I don't mean physically hide, but I do, you know, educationally hide. I was good at that. I could sit in the back right corner last seat if I could and just, you know, kind of do my thing and then do what I needed to do, get out of class. But I think, you know, my best advice, have a plan, have a vision, have a group of people, your people who you believe will be the key people to really move that transition and look at the space. And I would love to visit schools and say, hey, this is your space. This is how it worked for us. This is how it didn't. This the space that was designed in the school that we don't use that I wish was something else, right? And that's the architecture side. When I was going through my Ed specialist degree, because I didn't understand how architects design schools. So part of my internship hours were with the architecture, because I want to know why did you do that? Why did you put this there? Then, know, look, those transitions, that's going to be an issue right here. Student transitions, that's, you you need to think about that because this crossway, cross paths, that's something else I would say, and look at your schedule and look at where kids are maneuvering based on the design. We have, criss cross applesauce traffic, you know, and it can be kids and kids, you know, we don't necessarily want to apply it, but we just want, you know, get where you need to be hugging, go hug and go, hug and go, especially after COVID.   Kevin Stoller Yeah. Yep. For sure. Yep. Yeah. And whether it is that way finding or something on the floors to help guide that traffic flow. Cool. Well, thanks for doing that. Thanks for sharing that. Anything else that I should be asking you that I haven't asked you about that you think would be useful for our audience?   David Cupolo You know, I just think having educators and principals at the table, I don't know the conversation that had. It seems like it's getting better, but understanding pedagogy, understand research. I've presented in a couple of AFRL conferences and, you know, I enjoy it and was, you know, sharing the research and the pedagogy to understand this is how it's used in the classroom. This is how the teacher will use it. And this is why, and this is the research says this is effective. You know, I think that that knowledge would be beneficial. Okay. This is why we want students to discuss. This is why we want cooperative learning. This is the impact it has. You know, and one of the activities I do is I put up some of the effects, things that impact learning can be have a strong effect or very little. And it's always interesting that items that come up like homework, that very little impact, but we all hop on our kids about it. Like you got to tell them it really doesn't have impact, you know, unless it's really taking learn further, you know? The things that are like, we've heard this research for so long and we know it, but man, I can tell you from like the parent experience, our schools are not learning that they keep sending the homework home and it's still like that nightly battle of, then I'm sitting here knowing this research that the homework really doesn't matter. I live it. Yeah. Yeah. I live into my house, you know, and now we know more about digitalized content and personalized learning, which is better. I think research will help tweak that homework. In fact, says a little bit more. you know, because it's more meaningful to students if it's used the right way. They understand this is where you fill in your gap and this is how it's going to benefit you. But yeah, no, that's frustrating to know. We know the right stuff and we still struggle getting it in place. Yeah. Well, I just heard a story of Chick-fil-A how, and seems like recently they've dropped this, at least once by us, but they used to have, you knew if you went to a Chick-fil-A, And they would say, may I serve you today? And you knew that was the way. And they ask them, how long did it take to get that idea, that simple line of having everyone ask about that? my pleasure. I think it was the end of it was when they say, pleasure. Instead of saying thank you or yeah, they'll say, my pleasure. How long did it take to get everyone in the organization to do that? Guess how long they said it took them? Six years. Six years to get like everyone to just say that one my pleasure, like just to answer like, that my pleasure. And it's a reminder of like how long it takes to get even simple changes all the way through a system. And yeah, to so to do it, we may know the research, but man, it takes a little time, unfortunately, as much as we want to try to have that urgency to say like, Hey, this kid only goes through school one time. Let's try to it right for them. Kevin Stoller (38:12.632) Well, that's, know, and for me, it's gentle constant pressure because compliance, you know, I'm one of those, the status quo doesn't always work for me.   David Cupolo And, but that gentle constant pressure of what works, you know, hey, try this, try this, you know, it takes hold, but it takes time. You got to have that patience to realize, you know, and organizations go through those challenges, you know, and you kind of peak excitement and then dip down and then, all right, let's get back on track again, you know, but it does it. didn't think six years though. been my pleasure. That's a long time. Two words. right.    Kevin Stoller Perfect. For the listeners, wherever you listen, just hit subscribe. We appreciate it. We also appreciate all of the feedback and the recommendations on either guests or topics. The hub for everything is betterlearningpodcast.com and on there we'll have show notes. We'll have links to David's information and he shared with an article. We'll link to the article too that he wrote here. So if you want any more information around this topic. But David, really appreciate the time. It great speaking with you.   Kevin Stoller (39:49.336) Views and opinions expressed on the Better Learning Podcast are those of myself as an individual and my guests and do not necessarily represent the organizations that we work for, the Association for Learning Environments, K-12, Education Leaders Organization, or Second Class Foundation.

What is the IT strategy for the U.S. Air Force Research Laboratory? How is the U.S. Air Force Research Lab leveraging emerging technology to transform how it does IT? What data-driven approaches are being use to improve decision-making across technical, business, and operational domains? Join host Michael J. Keegan as he explores these questions and […]

This week we talk about the life and legacy of Neil Armstrong and the Apollo 11 mission. Joining us is Jim Hansen, who wrote the book First Man and served as a consultant on the film, along with HATM space expert Kevin Rusnak. We talk about the Armstrong's inward journey into outer space, his relationships with his fellow astronauts, and the role his wife Janet played in Armstrong's journey. We also get some inside details on the making of the film, including Ryan Gosling and Damien Chazelle's work to get this movie made. This is a podcast on NASA, Neil Armstrong, and an absolutely brilliant film unlike any you've heard before.About our guests:James R. Hansen is a professor emeritus of history at Auburn University. A former historian for NASA, Hansen is the author of twelve books on the history of aerospace and a two-time nominee for the Pulitzer Prize in History. His 1995 book Spaceflight Revolution was nominated for the Pulitzer by the National Aeronautics and Space Administration, the only time NASA ever nominated a book for the prize. He serves as coproducer for the motion picture First Man, which is based on his New York Times bestselling biography of Neil Armstrong. Kevin J. Rusnak is the Chief Historian of the Air Force Life Cycle Management Center History Office, located at Wright-Patterson Air Force Base, in Dayton, Ohio.  He is responsible for leading the professional research, collection, preservation, analysis, writing, and dissemination of AFLCMC's history and heritage to the organization's leadership and workforce, as well as to a public audience.Mr. Rusnak graduated with a degree in History from the University of Dayton, Ohio, in 1995, and subsequently entered the History of Technology graduate program at the Georgia Institute of Technology, Atlanta, Georgia.  His thesis focused on the production of B-29 bombers in Marietta, Georgia, during World War II, while his dissertation explored the development of Air Force and NASA pressure suits and space suits from the 1930s through the 1960s.  He spent over four years as a historian at the NASA Lyndon B. Johnson Space Center in Houston, Texas, where he researched and interviewed dozens of pioneering engineers, managers, and astronauts from the early years of human spaceflight.Mr. Rusnak joined the Air Force History and Museums program in 2002 as the Senior Historian for the Air Force Research Laboratory (AFRL) at Wright-Patterson AFB.  Over the next 18 years, he researched and wrote numerous annual histories, biographies, reports, heritage products, and special studies.  In 2017, he was the primary author for AFRL's award-winning 100-year history compendium, Aiming Higher: A Century of Research in Science and Technology by the Air Force Research Laboratory and its Predecessors, as well as for its companion photo essay volume.  He also pioneered AFRL's leveraging of history on modern platforms, such as social media, to provide a broader audience with access to AFRL's significant legacy. 

In this episode, Heather “Lucky” Penney of the Mitchell Institute team chats with Dr Michael Gregg, Director, Aerospace Systems Directorate at the Air Force Research Laboratory (AFRL), and Chris Flynn Vice President of Military Development Programs at Pratt & Whitney. For decades, the America has enjoyed a near-unrivaled position when it comes to developing and fielding high performance, incredibly reliable military jet engines. No matter how capable an airframe or the associated mission systems, these attributes are of little benefit absent the performance advantages afforded by a capable jet engine. The U.S. Air Force is at a key inflection point when it comes to stewarding this technology. Much of the service's aircraft inventory is flying with engines designed in the Cold War. Newer types designed in the 1990s and 2000s are now multiple decades old. Sustaining existing designs is different from developing, fielding, and producing new technology.  The Air Force knows this and that is why it has invested in multiple programs to pursue new engines that deliver enhanced performance, reliability, and efficiency attributes necessary to meet current and future mission requirements. We discuss jet engine innovation from the perspective of AFRL and industry—reflecting the partnership that delivers this technology. Credits: Host: Heather “Lucky” Penney, Senior Resident Fellow, The Mitchell Institute for Aerospace Studies Producer: Shane Thin Executive Producer: Douglas Birkey Editor: Patrick Gensel Guest: Maj Gen Larry Stutzriem, USAF (Ret.), Director of Research, The Mitchell Institute for Aerospace Studies Guest: Dr. Michael Gregg, Director, Aerospace Systems Directorate, Air Force Research Laboratory (AFRL) Guest: Chris Flynn, Vice President of Military Development Programs, Pratt & Whitney

Today's Story: Innovative Fellowship Program

In this episode, SES Space and Defense Vice President of Product Management Michael Geist discusses the evolving landscape of multi-orbit satellite capabilities. The integration of LEO, MEO and GEO orbits is poised to enhance connectivity and operational resilience. As governments and commercial entities increasingly embrace multi-orbit strategies, the industry builds a stronger foundation for a more adaptable and resilient future in satcom. An increase in demand for MEO and LEO services has not resulted in a drop in demand for GEO. CASR, or the Commercial Augmented Space Reserve, is a new way for commercial companies to support military satellites in orbit. Geist predicts that the largest disruptor in MILSATCOM will be digitization, which will act as a gateway technology to automating many satellite networking functions. Chapters: 0:26 – Introducing Michael Geist, SES Space and Defense 0:58 – the unique abilities of LEO, MEO and GEO 3:44 – multi-orbit capabilities and resilience through diversity 5:49 – shifts in popularity between orbits 7:07 – military satellites in orbit via CASR (Commercial Augmented Space Reserve) 8:57 – hybrid SATCOM architecture 11:05 – challenges in making CASR successful 13:33 – space data relay services 15:03 – Prediction: what will be the biggest technology disruptors in MILSATCOM? About Constellations: Constellations is a podcast and publication by Kratos covering the new generation of space network technologies. Our core interests are space networks, softwarization, terrestrial-space interoperability, the ground segment, security—and, of course, the growing space economy. - The podcast publishes biweekly on Wednesday mornings. - The podcast has featured leading CEOs, analysts, and government guests from Space Force, AFRL, the White House, and more. - By size, our audience is space industry leaders, engineers, military/civil space, and academia. - We publish article contributions from outside organizations and have ongoing content partnerships with DIFI, Space ISAC, Space Intel Report, and Analysys Mason. - Sign up to receive our newsletter: www.kratosdefense.com/constellations/newsletters

Globally recognized organizations are exploring different advanced communication technologies from RF to laser links. Hear Jean Francois Morizur, Founder and CEO of Cailabs, share insights on the market for laser communications and how lasers complement the role of RF signals in satellite connectivity. Lasers require no spectrum access enhancing their ability global satellite connectivity. Novaspace predicts that launches of satellites with laser communication terminals on board will double year over year. Lasers provide an additional layer of security as they qualify as LPD/LPI (low probability of detection or intercept). Chapters: 0:19 – Introducing Jean-Francois (JF) Morizur, CEO of Cailabs 1:06 – Satellites communicating via radio frequency 3:51 – main differences between RF and laser 6:20 – optical ground stations 9:03 – adding laser to traditional ground stations 11:29 – intersatellite laser links 13:22 – are laser links secure? 14:43 – government push for laser 15:28 – downlink to earth (DTE) applications 17:23 – best use cases for laser and satellite networks 20:04 – multi-orbit links 21:52 – Prediction: will laser completely replace RF? About Constellations: Constellations is a podcast and publication by Kratos covering the new generation of space network technologies. Our core interests are space networks, softwarization, terrestrial-space interoperability, the ground segment, security—and, of course, the growing space economy. - The podcast publishes biweekly on Wednesday mornings. - The podcast has featured leading CEOs, analysts, and government guests from Space Force, AFRL, the White House, and more. - By size, our audience is space industry leaders, engineers, military/civil space, and academia. - We publish article contributions from outside organizations and have ongoing content partnerships with DIFI, Space ISAC, Space Intel Report, and Analysys Mason. - Sign up to receive our newsletter: www.kratosdefense.com/constellations/newsletters

New business models for software-defined satellites: this episode features Florian Thirion, Senior Product and Portfolio Marketing Manager at Airbus Defence and Space. New software-defined satellites give operators the capability to scale their business models and diversify the services they deliver to customers. Over 27,000 satellites with flexible architectures are forecasted to be manufactured and launched between 2021 and 2031. Software-defined satellites enables lower and progressive CapEx, can share capacity between operators, and have lower overall operation costs. In coming years, high throughput laser links between GEO and ground architecture will allow from 10-100 gigabits of massive data transfer. Chapters: 0:00 – introducing Florian Thirion, Airbus Defence and Space 1:25 – current state of the satellite market 2:42 – why the industry is moving towards software-defined satellites 4:10 – bent-pipe satellites vs. software-defined satellites 6:55 – new capabilities made possible 8:25 – best applications for software-defined satellites 10:11 – increasing revenue and lowering CapEx 11:50 – working with ground systems 14:17 – multi-orbit orchestration 14:50 – prediction: software-defined satellites in five years 17:44 – building cloud connectivity in satellite 19:36 – long-term sustainability in space About Constellations: Constellations is a podcast and publication by Kratos covering the new generation of space network technologies. Our core interests are space networks, softwarization, terrestrial-space interoperability, the ground segment, security—and, of course, the growing space economy. The podcast publishes biweekly on Wednesday mornings. The podcast has featured leading CEOs, analysts, and government guests from Space Force, AFRL, the White House, and more. By size, our audience is space industry leaders, engineers, military/civil space, and academia. We publish article contributions from outside organizations and have ongoing content partnerships with DIFI, Space ISAC, Space Intel Report, and Analysys Mason. Sign up to receive our newsletter: www.kratosdefense.com/constellations/newsletters

Today's Story: A New Framework

Today's Story: Generative AI

This week, Bonnie joins the GovExec's AI Spotlight Series hosted by George Jackson for a roundtable discussion on the DoD's role in AI with Tyler Sweatt from Second Front Systems, Jason Preisser from DARPA, and Alexis Bonnell from AFRL. Together, they explore the transformative potential of AI, focusing on AI adoption, process innovation, and the cultural shifts that need to happen within the DoD to leverage AI capabilities. Tune in for an insightful conversation on how AI can revolutionize the defense space, if we let it. TIMESTAMPS: (4:25) How do we increase acquisition speed? (6:02) The unsexy reality of government's use of AI (8:49) Why the department still operates from an industrial age approach (12:13) How to cheat time in procurement (18:10) Why we need to focus on governance and attention as a currency (20:05) Three key decision-making traits to push innovation forward (27:22) Integrating AI with mission and people at scale (30:20) Why the DoD needs to guide industry LINKS: Follow Bonnie: https://www.linkedin.com/in/bonnie-evangelista-520747231/ Follow Tyler: https://www.linkedin.com/in/tylersweatt/ Follow Alexis: https://www.linkedin.com/in/alexisbonnell/ Follow Jason: https://www.linkedin.com/in/jason-r-preisser-05878220/ Follow George: https://www.linkedin.com/in/george-jackson-70b37b2a2/ CDAO: https://www.ai.mil/ GovExec: https://govexec.com/

Brig. Gen. Linell Letendre '96 opens up about how her leadership journey was transformed by a mis-step she once made that led her to introspection and clarity.  ----more---- SUMMARY Gen. Letendre and Doug Lindsay shared their insights on leadership development at the Air Force Academy. They emphasized the importance of resilience, failure, and mentorship in shaping effective leaders. The General highlighted the value of taking advantage of little opportunities and pushing boundaries, while Dr. Lindsay stressed the need for courage and finding one's voice in leadership. Both emphasized the importance of learning from failures and using them as opportunities for growth.   QUOTES "Little opportunities can become big opportunities, and you don't necessarily know what that big opportunity is going to be. And you don't necessarily recognize that the little opportunity that you have before you is one of those that's going to somehow blossom in the future." "You practice having that voice early in your career, you practice what it means to be candid, you practice what it means to speak up for the right thing. It doesn't actually get easier, just because you've got rank, it gets easier through practice." "You've got to find your voice. And oftentimes, when I talk to cadets, they're like, "Oh, well, easy for you to say, ma'am. You know, you've got a star on, of course, you've got a voice." But I think that unless you practice having that voice, early in your career, you practice what it means to be candid, you practice what it means to speak up for the right thing." "We want our grads to be better than we ever were. And I can say unabashedly that They are our second lieutenants who are graduating from this institution are better able on day one to take on the challenges that our nation has thrown at them." "I believe my role in our role as senior leaders at the Air Force Academy is to not necessarily predict the future with any certainty. I think I might know who our next adversary is going to be in in conflict. I do know, though, that it's going to be the mental agility in the capabilities and skill sets that we are providing both to our cadets, our first graduating class, but also something we talked about our second graduating class, which is those those faculty that are going to go back out into the Air Force and Space Force. It is that challenge of how do we help them be ready for whatever's coming their way? How do we future proof them?"   SHARE THIS EPISODE FACEBOOK  |  TWITTER  |  LINKEDIN  |  EMAIL     CHAPTERS 00:00  Introduction and Background 08:16  Life at the Air Force Academy 15:22  Career Progression and Lessons Learned 26:17  Graduate Involvement and Giving Back 32:25  Leadership Lessons 36:58  Connecting with the Air Force Academy     TAKEAWAYS Little opportunities can become big opportunities, so take advantage of opportunities and do your best. Develop your leadership skills by finding your voice and practicing speaking up, even on small matters. This will help you gain confidence. Focus on developing leaders of character by setting a good example and lifting others up. The Air Force Academy is focused on preparing cadets for the future through experiential learning, research, and partnerships with industry. Staying connected to your alma mater through events and social media is a good way to learn about new programs and opportunities to get involved.     BRIG. GEN. LETENDRE'S BIO Brigadier General Linell A. Letendre is Dean of the Faculty, U.S. Air Force Academy, Colorado Springs, Colo. She commands the 750-member Dean of Faculty mission element and oversees the annual design and instruction of more than 500 undergraduate courses for 4,000 cadets across 32 academic disciplines. She also directs the operation of five support staff agencies and faculty resources involving more than $350 million. General Letendre graduated from the Academy in 1996 as a Distinguished Graduate with a Bachelor of Science degree in Astronautical Engineering. After serving as an acquisition officer, General Letendre became a judge advocate through the Funded Legal Education Program. She graduated from the University of Washington Law School with high honors and was named to the Order of the Coif and the Order of the Barristers. She is barred at the U.S. Supreme Court, the Supreme Court of Washington, the U.S. Court of Appeals for the Armed Forces, and the Air Force Court of Criminal Appeals. Prior to this assignment, she served as the Permanent Professor and Head of the Air Force Academy's Department of Law. General Letendre previously served as a Staff Judge Advocate at Scott Air Force Base and also represented the Air Force in appellate review of all courts-martial as the Deputy Chief Trial and Appellate Counsel. Additionally, she previously served as the Legal Advisor for the DoD Comprehensive Review Working Group where she advised on legal and policy issues surrounding repeal of “Don't Ask, Don't Tell.” She also defended the Air Force in a range of federal civil litigation involving military personnel, served as Chief of Strategic Communication for The Judge Advocate General, and defended Airmen as an area defense counsel. - Image and copy credit:  USAF CONNECT WITH GEN. LETENDRE LINKEDIN  |  INSTAGRAM   ABOUT LONG BLUE LEADERSHIP Long Blue Leadership drops every two weeks on Tuesdays and is available on Apple Podcasts, TuneIn + Alexa, Spotify and all your favorite podcast platforms. Search @AirForceGrads on your favorite social channels for Long Blue Leadership news and updates!          FULL TRANSCRIPT   OUR SPEAKERS Guest, Brig. Gen. Linell Leyendre '96  |  Host, Dr. Doug Lindsay '92     Dr. Doug Lindsay  01:34 My guest today is Brigadier General Linell Letendre, Air Force Academy class of 1996 and Dean of the Faculty. The general oversees 750 faculty members in more than 500 undergraduate courses for 4,000 cadets across 32 academic disciplines. She also directs the operation of five support staff, agencies, and faculties with attendant resources valued at more than $350 million. General Letendre graduated the Academy, with Distinction receiving a Bachelor of Science degree in astronautical engineering. She served as an Acquisition Officer. She has been a Judge Advocate General and is barred at the US Supreme Court, Supreme Court of Washington, the US Court of Appeals for the armed forces and the Air Force Court of Criminal Appeals. Prior to her current assignment, she served as a permanent professor and head of the Air Force Academy's Department of Law will talk with General Letendre about her life prior to becoming a cadet and what her experience was like at the Academy as a cadet. We'll ask about the progression of her career from acquisitions, to the practice of law to the Dean of the Faculty. Finally, we'll ask the General to share some advice for leaders and a few takeaways for those who want to be leaders. General Letendre, welcome to Long Blue Leadership.   Brig. Gen. Linell Letendre  02:47 Well, thank you, Doug. I'm excited to be here and I appreciate the invitation.   Dr. Doug Lindsay  02:51 Absolutely.  Well, let's kind of jump right in. Can you talk a little bit about what your life was like prior to the Academy and what it was like growing up with your family?   Brig. Gen. Linell Letendre  03:00 Well, according to the cadets, that's talking about what happened in the stone age. But growing up, as a kid, I was not a military brat, but I was what we affectionately call a corporate brat. So we moved about every four to five years. With my father's job, he actually worked at the time for Rockwell International. And so as a family, similar to military families, we were pretty tight. I have an amazing younger brother named Paul. My parents, Dawn and Glenn. We did a lot of camping and hiking and enjoying being placed in a variety of states and places. What's interesting about a corporate brat versus a military brat, though is that you tend to enter into communities that aren't used to people arriving or aren't used to people moving in quite as often. And so I've actually found that my kids had a different experience, because they tended to be embraced by the military community. So that movement around kept us close as a nuclear family and just can't thank my folks enough for raising me with those those values - that belief in family, the importance of giving back to your community. I had a great childhood.   Dr. Doug Lindsay  04:25 And so with that kind of moving around, and I like that phrase of a corporate brat, right, because I think it allows us to think about that differently. Because we know the military moves around a lot, but we sometimes don't tend to think that other people do that as well. What were some of those influences that as you grew up that really had an impact on you? Obviously family was really important, but what else was there? Was it things you read, people you met experienced mentors, what was that part?   Brig. Gen. Linell Letendre  04:52 I think that resiliency that you get when you're the new kid and it's October. I'm in class and you're going from algebra class to geometry class. And boy, you missed that first foundational set of proofs. And so that resiliency of, "It's going to be okay. Change is fine." You get uncomfortable with change of other things that kind of focused me. Yeah, you mentioned things that you read. We had different opportunities then. Each new library that we went to... My mom was a librarian. And so reading was vital, and something that was expected in my family. And one day in a new school, I walked into the elementary school's library, and I discovered a new section, it was called the biographies. And I decided in second grade that I was going to start with A and work my way through the alphabet, and was a little miffed when the librarian told me I could only check out two books, two books a week. So apparently, I was destined to be Dean at some point. But you know, what I learned from that is that by diving into others lives through reading their biographies, you learned as a young child that everyone comes from different experiences. Everyone has different challenges, and maybe yours aren't so insurmountable as you might think. And so I value that experience that I had, being able to move from community to community to to see different parts of the United States, and to really learn that people are people no matter where you're living.    Dr. Doug Lindsay  06:31 Those some great lessons, especially learning early on.  Were there any particular biographies that really kind of resonated with you that you kind of remember? Was it just the process of that discovery of people's journeys?    Brig. Gen. Linell Letendre  06:43 Well, I will say I was a little keen on Amelia Earhart's biography. And so maybe that was an early indication that maybe someday I'd end up in the Air Force, although in second grade, I had no idea. And so those explorers, those people who are willing to push boundaries, to take risks, I've tended to be drawn to them a little bit more than others.    Dr. Doug Lindsay  07:06 And we'll come to that idea of kind of pushing boundaries and taking risks hearing in a little bit. So what was it that happened during that process that you said, Hey, this military thing might be okay, this Academy, that sounds like something? What was that process? Like, as you tried to think about what you wanted to do when you grew up?   Brig. Gen. Linell Letendre  07:22 Well, I mentioned my dad worked for Rockwell International.  Believe it or not, he was in the automotive section. Not everyone thinks of Rockwell as building the space shuttle. But because he was in Rockwell, he got a model of the space shuttle, and he brought it home. And I was still in elementary school. I still have this model of the space shuttle. It has sat on my desk or in my office for my entire career as a reminder of what got it all started and, and as a kid I learned exactly how that space shuttle operated when the the boosters fell off. And that and the main engine, why they painted it and then didn't paint it. You remember all the changes that the space shuttle had. And that really got me started thinking about space. And as many little kids, I grew up deciding I was going to be an astronaut. And it was later at a corporate picnic that I ran into two high school boys. But they were probably at this point six years older than me. And they were going to this amazing thing called a service academy. One was going to West Point one was going to the Naval Academy. I had never heard of service academies before. We lived in East Tennessee. And I was like what are those? And then they started talking and I started researching a little bit. And, then, I was a smart kid. So I decided, "Well I don't want to go there. I want to go to the Air Force Academy." And so that actually from fifth grade on really became the dream for me that I wanted to come here to the Air Force Academy, major in astronautical engineering and then go on to be an astronaut. Well, I did the first couple and my study partner and classmate Jack Fisher, he did make it up into space. But I got to just watch him from with my two feet firmly planted on the ground.   Dr. Doug Lindsay  09:28 And let's talk about that a little bit. So getting to the Academy, that was where you want to go. That was kind of your vision you get here. Can you talk a little bit about maybe some of those highs and lows, lessons learned? What was that? Like, kind of now you're getting here, you're working along your path, your dream. And then all of a sudden, day to day life? What was that like? Brig. Gen. Linell Letendre  09:46 Well, I think like many folks who arrive at the Academy, especially those of us who come from small towns, you are big deal, right, in a little bitty town. I came here from a different move. We were living in South Carolina at the time. Rock Hill, South Carolina. And when I got an appointment to the Air Force Academy, I mean, it was a high school assembly to hand me my appointment. It was front page news of the Rock Hill Herald. So it was a big deal. And then you arrive and, wow, you're with 1,300 other classmates. (1,300) is the size of our class when we started, not the size when we ended, but they were all big deals too. And it was humbling. It was humbling being around people who are just as dedicated, who had such amazing work ethic. And I can't say enough about my classmates from the class of 96. They're inspiring. They helped challenge you to be better than you thought possible. So we did have highs and lows. We had good times and challenging times. But through it all, we we bonded and we knew we'd be there for each other. You know, while I was at the Academy, I did a variety of things. You've already mentioned my major. But I was an instructor pilot, I was on the mock trial team, I got to participate in a number of leadership positions to include the spring semester Cadet Wing Commander, which was probably just the highlight of my time to be able to really practice leadership. How you mess up, how you get better, how do you inspire people. And I really credit the Air Force Academy for helping to round me out to provide those experiences where I was allowed to fail. But I was also allowed to pick myself back up to learn from it. And to move on.    Dr. Doug Lindsay  11:54 Going to that theme of resilience that you had mentioned earlier, is there a particular failure moment or time that you're like, "This is not who I want to be.", or, "This is not who I think I am." that you kind of caught yourself and allowed you to kind of move on to the next level?   Brig. Gen. Linell Letendre  12:11 I'll give you a couple. One sounds little but I did learn from it. I was the cadet Wing Commander and the fourth class broke ranks and took the hill. And I knew that the then Deputy Commandant was going to be calling me up to his office asking why I didn't have control of the wing and etc., etc. And so what did I do beforehand? I called up the president of the fourth class, the class of 99. And I just yelled, and as I walked away I went, "Really? Was that, is that leadership? Is that setting the expectation that I want? Is that really how I'm going to behave as a lieutenant?" And it caused me to think about, we might need a different approach, we might need to think about how we develop fourth class cadets in a different way. And so I still remember that moment of, of being disappointed in myself, in my leadership approach. And I'll reflect on that sometimes of when things aren't going right. What are your obligations as a leader to set your people up for success? And it doesn't mean that you just pull them aside and yell at them. That's not how we work in our Air Force and Space Force today. Instead, we've got to set expectations. We have to hold folks and to accountability standards. But then we also have to understand why didn't we meet a particular mission set or a particular standard, and try to understand that a little bit deeper level. I'm just grateful that I had an opportunity to learn that, at least in that case, the hard way.    Dr. Doug Lindsay  14:13 Well, the hard way, but in a developmental way. Right? So being able to learn that now, like you said, until you got out on active duty and because when you kind of grow up in a system that becomes normal, right. And so, you know, had that been propagated forward that could have been, you know, the stakes could have been higher.   Brig. Gen. Linell Letendre  14:30 Absolutely. And it's one thing that I'm I'm so proud of where the Academy has come in and where we're also heading. I see our cadets today and I'll just flash forward a little bit. We'll get back to your questions here in a minute. But let's flash forward to COVID. We knew that we were going to be sending the upper three classes home. And my husband who's also a classmate, Greg Letendre, he knew that we were going to make this announcement. And I'd given him the exact time that he was allowed to contact our sponsor cadets. We had two sponsor cadets. They were sophomores at the time. Three-degrees. And he called right after he knew the announcement was going to be made and said, "Do you need a ride? What? How can we help? Do you need a ride to the airport." And each of those three degrees said, "No, Mr. Letendre. Actually, we need to take care of our four-degrees. First, we're going to make sure they're all set, that they've got either a ride home or a trip to the airport, then we'll worry about ourselves." That's where I think the Air Force Academy has made just incredible strides in thinking about that service before self that what it means to lift others as a leader of character. And boy, I think we've just made amazing strides. And I can't wait to see where the Academy heads from here.    Dr. Doug Lindsay  15:55 Yeah, that's a pretty humbling story. As you kind of sit back and go, "Wow!" Just for them to embrace that even early on. Right? It's three degrees (that) go, "I've got some ownership, not just of myself, but in the development of those that have been put in my charge." Right? That's a pretty amazing opportunity to get in there and how you feel a little bit proud also, right? And you'll be able to watch that go through that they picked up on that because we know not everybody graduates with that same depth of appreciation I think of, right? So, that's very cool. Yeah. So you went to the Academy, had a lot of success, obviously. And then kind of went into acquisition, which is a little bit different. And with your astronautical engineering degree. So you spent your first few years in operations, and then between about 1998 and 2019, focused on the area of law and practicing that and a lot of leadership positions. Could you talk a little bit about kind of lessons learned along the way, what you did and how that kind of set you up to be the Dean of the Faculty, which may not have been a career goal of yours when you graduated? Right?   Brig. Gen. Linell Letendre  17:00 No, not at all. I will say though that when I graduated from the Academy, what I did know, really, as a result of being a soaring instructor pilot... So, I love to teach. I love to lead and I love to teach. And so that idea of teaching, I found there were lots of opportunities to do that along the way. Absolutely. I was, after I graduated from law school, I was able to serve in any number of legal roles, from trial attorney to appellate attorney, advising commanders, leading legal offices. But at every stage, no matter how large the leadership job became, what I found that I fell back to over and over again, were those teaching skills. And and whether it's describing a legal challenge and how a commander can take risks, where that spectrum of options are, and really thinking through to make decisions. Those teaching skills were fundamental to at least my style of how I approached the legal profession. I also got a chance to come back here as a captain and teach on faculty. And really, this notion of developing those who are also coming behind you. And, whether that was developing cadets when I was on faculty or later leading various legal offices and developing those younger JAGS and paralegals, that really was my niche. And, I end up, and a passion for helping to promote those who really are the future of our Air Force, and now the Space Force. And so it was through those opportunities, I think, that sealed the deal that when the role of permanent professor for law came open, I threw my name in the hat. And was so fortunate when I got the call from then Brigadier General Armacost, letting me know that I had gotten that job, and came out here to lead that department. And then to really start to give back to this Academy.   Dr. Doug Lindsay  19:18 That idea of I think, is very important, but a subtle one, that idea of, "We're not just leading our teams to be their best," and all that but also pouring into them the opportunity to kind of develop in that teaching skill to be able to kind of teach the teachers right to be able to kind of help do that. And how have you been able to do that kind of as you moved up, right, because sometimes as you know, move up in the leadership ranks, you lose that connection with kind of the front line and being able to really (be in) the classroom and being in there where the teaching really happens.    Brig. Gen. Linell Letendre  19:51 Yeah, I think part of it is how you set that vision, that strategy for moving forward. I went through a great leadership program out at at Harvard. In fact, this particular class was taught by retired Brigadier General Dana Born, who asked us to think about your leadership mantra, you know, what is it about what you do, regardless of if they made you the Dean of the Faculty, or they put you in any job, either in the military or outside the military and, as I wrestled with that, I came up with mine. And it's, "blasting crews to future universes." This notion, or this idea that I'm not going to be alongside, whether it's my younger faculty or these cadets after they graduate, in that future universe, but what is it that we have to do to support them, to challenge them to inspire them, such that as they get to that future destination, that they're ready, and that they're equipped? I believe my role - our role - as senior leaders at the Air Force Academy is to not necessarily predict the future with any certainty. I think I might know who our next adversary is going to be in conflict. But the United States has been wrong before. I certainly don't know what strides the technology is going to take between here and there. I do know, though, that it's going to be the mental agility in the capabilities and skill sets that we are providing both to our cadets, our first graduating class, but also something we talked about our second graduating class, which is those those faculty that are going to go back out into the Air Force and Space Force. It is that challenge of, how do we help them be ready for whatever's coming their way? How do we future-proof them? And that's what I see my role as the Dean of Faculty.   Dr. Doug Lindsay  22:00 So, can you talk a little bit more about that idea? Right, so that first graduating class, I think that makes sense, right? That's sending the future officers out in the Air and Space Forces, but that second class as well, right, that those advocates, those champions of kind of not just learning, everything that we're trying to do? What does that look like in terms of you've got, you know, 750 faculty, we have 4,000 cadets, both of those components are very important. How do you really lean into that one about thinking about how we're sending our folks out, back to the service?   Brig. Gen. Linell Letendre  22:35 Well, one of the ways that we do that is we've got a pretty clear mission statement. Now, at the Dean of Faculty, we support obviously, the Air Force Academy's larger mission, which is to develop leaders of character within the Dean of the Faculty that we believe our portion of that is to educate and inspire warfighter scholars. So this confluence of not just a warfighter ethos, but also the disciplinary and more importantly, the interdisciplinary understanding and expertise to be able to apply that to future conflict. And so when we think about graduating both of those classes, we have become very deliberate within the Dean of Faculty and really across the entire institution. And we are laser focused on that future fight. So, how do we do that? And this is where I think the Academy has changed remarkably, and I love talking to classes who come back for the reunions. What's fundamentally changed, I think, since our time at the Air Force Academy and now is that not only is that curriculum, laser focused on the future fight, this is experiential learning opportunities that we're providing that ability to take what you're learning in the classroom, and then go in and solving real world research problems that are helping the warfighter. The Air Force Academy, Doug, you may know, is the number one funded undergraduate research institution in the country, we do over $40 million dollars worth of research every single year. And that goes across all disciplines. And not only is that helping our cadets learn how to apply or to think through different, different challenges that the warfighters are facing. But it also helps our faculty that are alongside them who are working through those same very same research challenges. And so that's where we get this idea of graduating to classes, and how we helped to shape to focus that future fight both in and outside of the classroom.   Dr. Doug Lindsay  24:45 So as you think back, it must be kind of neat in your position now to think back to Cadet Letendre back in the day, to be able to think about the experience you had and how and how impactful that was for you. And now with the resources and the opportunity, the IFC and other things that are out there available to really help prepare cadets because it's not just about learning, but it's about learning how to learn, right, the whole process and being able to partner with other organizations, right, that's got to be pretty cool to see that transformation over time. Right?   Brig. Gen. Linell Letendre  25:20 (It) is and I'll just give you a little example. You've probably heard the Falcon SAT program. Well, I actually worked on something that predated Falcon SAT. The first time that cadets were briefing me about the history of Falcon SAT, they didn't even include the work that my class did with with Falcon Gold. They've since updated the slide. But we were working with any number of majors from electrical engineering to astronautical engineering and mechanical engineering. But we had literally dusted off a closet that I think the mechanical engineering department loaned out to the Astro department, right? There's no such thing as a clean-room. We're working on the development of a very simple satellite that we thought we might launch on a high altitude balloon. Flash forward to today. Not only do we have investment from other DoD entities like AFRL, and Space Force, but we have profound investment from our graduate community that is making Falcon SAT the premier undergraduate institution that is not only designing, developing, building, launching, and then flying satellites, I only half jokingly say that the United States Air Force Academy has more satellites in orbit than most small countries, because it's true. And those satellites, these cadets, and those opportunities that they have to take what they're learning in the classroom to apply it. And then they're actually once in orbit, working some DoD missions as well. And it's been a remarkable operation to watch. And sometimes I just shake my head and imagine, boy, if only Jack Fisher and I could get back here, in this Astro lab, how much fun we would have.    Dr. Doug Lindsay  27:15 So you mentioned the graduate community, their involvement as well. Right? So we have other corporate entities and all that doing that as well. Can you talk a little bit about the value of that kind of giving back not just through supporting the academy, but that involvement, that active involvement in the learning process? And what that's like?   Brig. Gen. Linell Letendre  27:34 Giving back is critical. I like to think of it as those those sparks that if you think about what venture capitalists do, right, they, provide a spark and whether that's through seed money to try something new and different, whether that's through expertise and the use of time and knowledge as a resource. That's where I've seen grads giving back to the Air Force Academy, in really a variety (of) spectacular ways, you know, from our Institute of Future Conflict to this Fall, where we're going to open up the new Madeira Cyber Innovation Center, which is going to revolutionize how we not only think Teach, but also research with respect to the cyber domain to the Martinson Honors Program, which is just a phenomenal opportunity for for our cadets who are at the the cutting edge of thinking about interdisciplinary work through an academic lens. We're working now on the potential to have that kind of investment in the Academic Success Center, to make sure that all of our cadets are able to take on our challenging coursework any number of ways that as I walk through the halls, as I walk through our research labs, as I talk to our faculty, or as I see cadets taking part in clubs and activities. NCLS, the Academy couldn't do what it does today without that support that we get, not only from graduates, but from foundations, as well as corporations around the world.   Dr. Doug Lindsay  29:19 So I appreciate that ability (to) have the opportunity to stay connected, right? So, it's not just kind of up on the Hill, it's being able to, you know, lots of opportunities and ways to serve and get back. And as you talk through those different opportunities and talk through about the cyber center, the IFC, the Martinson, all of that. It sounds like as we think about kind of the great power competition and what's going on that we're setting our cadets up for success in being able to be involved and in really help to influence that moving forward. Right?   Brig. Gen. Linell Letendre  29:51 Absolutely. And we, want our grads to be better than we ever were. And I can say unabashedly that they, our second lieutenants who are graduating from this institution. are better able on day one to take on the challenges that our nation has thrown at them. And we need an institution that continues to not only rise to that challenge, but continues to change. That gets better over time. And that remains at this point laser focused on great power competition. And that's what I'm seeing, not just out of the faculty and academic staff in DF, but across the institution, our AOCs, our AMT's, our coaches, every one of us knows what our mission is, and, and the challenges that our second lieutenants are going to be facing. On day one, I couldn't be more proud of what this Academy is doing.   Dr. Doug Lindsay  30:45 And I think you hit on an important part there because as I think about my experience a few years before yours with True Blue 92, I have to put that in there, that ability to really see I think, people's place in the overall mission because I think previously there, it was really easy to kind of stay stovepipe, stay in your lane. Think about, okay, this is I'm just going to kind of be here to teach. But it seems like there's been a broadening of my purpose, right, as a person comes into the Academy, the permanent party, faculty, staff anywhere, to really say, I've got a place here, I know what my place is and I know how I contribute to the larger mission. Is that fair to say?   Brig. Gen. Linell Letendre  31:23 Oh, absolutely. I think that's all wrapped up in our mission to develop leaders of character. And this notion and idea that I first have to live honorably, that's taking care of who I am. That's that honor code, that, that we all espouse to that in that integrity that we bring with us day in and day out. But then that next phrase, or that that leader or characters is that we need to lift others, you know, we lift all of those around us, because we know that if we don't get the best out of every member of our team, we're never going to get to the final stage, which is that performance piece, that ability to accomplish the mission. And, and so I think that leader, a character framework, which is helping us to really center, not just cadets, but permanent party, around one goal. And so you see that, and everyone really does understand how they're contributing to that overarching mission. And they're all in, right?   Dr. Doug Lindsay  32:27 And, what I like about that kind of orienting function of developing leaders of character, because it puts a responsibility on me to to go, "If I'm going to develop leaders of character, then I need to think about how I'm showing up as a leader of character and how I do that. So I can kind of model and orient as well. Right. So I like that. That kind of responsibility puts on me as a faculty or staff member to go, I need to make sure I'm showing up the way I need to so that I can help them show up the way they need to as well. Right. Absolutely.   Brig. Gen. Linell Letendre  32:57 And that is probably the part that that makes me the most proud as I wander the hallways or show up at a sporting event or, or watch our cadets engage in military training exercises. I'm not only seeing them live that day in and day out. But I see those permanent party who are setting that role model and example. Just across the board.    Dr. Doug Lindsay  33:24 Yeah, that's gotta be, yeah, very satisfying.   Brig. Gen. Linell Letendre  33:27 I have the best job in the Air Force, Space Force.   Dr. Doug Lindsay  33:31 So kind of wrapping up, can you maybe share it? Through the journey that you've had maybe some lessons, you've kind of learned about leadership along the way, obviously, you've been very successful at every level you've done. And that doesn't happen by accident. It doesn't happen without work. So what were some of those lessons that you learned along the way, whether it was early on in acquisitions, it was in your log, or now as the dean, that you'd like to pass on?   Brig. Gen. Linell Letendre  33:57 One of the lessons that I've learned is that little opportunities can become big opportunities. And you don't necessarily know what that big opportunity is going to be. And you don't necessarily recognize that the little opportunity that you have before you is one of those that's going to somehow blossom in the future. And so when I talk with cadets, I talk about, "Take advantage of the little opportunities, knock them out of the park." I'll share a little opportunity. I was legal counsel on on a case that had a potential to go to the United States Supreme Court. And I was brought in along I was a major. I was brought in with all of the Judge Advocate General's from all of the services. So these are two and three stars, who were sitting down with the General Counsel of the Department of Defense at the time, Mr. J. Johnson, who later became Secretary Johnson and head of the Department of Homeland Security And so they're having this conversation about whether or not this case should go to the Supreme Court. And and at the conclusion, Mr. Johnson passes around a memo and says, hey, does this need any editing? You know, is this what we want to send to the to DOJ, to the Department of Justice to the attorney general? And, and everyone around the table, except for me, nodded their head up and down. It looks great, sir. Looks great. And I looked at him like, this memo could be improved. And I started to edit it. And on the way out, I you know, I handed it off to Mr. Johnson's exec, and said, Hey, I think this could use a little improvement here and there, here's some thoughts. It wasn't about a month or so later, that I then got a call from my Judge Advocate General Lieutenant General Rives who said, Mr. Johnson wants that major. That major had the audacity to edit his memo to come and help serve as the legal counsel, as well, as one of the prime edit authors of the report regarding the repeal of Don't Ask, Don't Tell, I would have never expected that editing a little paper, or a memo would have led them to this enormous opportunity to work directly for general ham army four star as well as Mr. Johnson. And so I think those how you think about the little opportunities that then become the big opportunities is one leadership lesson that that I would pass along.   Dr. Doug Lindsay  36:30 And we could spend probably another couple hours unpacking that one, you had to have the knowledge to understand what was there. So there's a competence piece, but there's also a courage piece to kind of lean out a little bit when you're maybe outranked around the room. And everybody else is kind of saying, Yeah, this is the way to go. But you know that there's something else that's there, right?    Brig. Gen. Linell Letendre  36:49 Yeah, and I think that leads maybe to a second leadership lesson is, you've got to find your voice. And oftentimes, when I talk to cadets, they're like, "Oh, well, easy for you to say, ma'am. You know, you've got a star on, of course, you've got a voice." But I think that unless you practice having that voice early in your career, you practice what it means to be candid, you practice what it means to speak up for the right thing. It doesn't actually get easier, just because you've got rank, it gets easier through practice. And so that's one of those lessons that we talk with cadets about all the time, how do they find their voice today, on the small things, so that when they need to have a voice on the big things, they've had some practice before.   Dr. Doug Lindsay  37:39 I love that idea of of practice, and kind of embracing the moment, right? We think a lot of times people make that mistake with leadership and think, "Well, I'm not in a leadership position. So I can't really lead.", and we know that's just not true. You can. So, that idea of learning your voice, learning to lead, just really taking advantage of the opportunities that are in front of you, so that you can then maybe down the road have the opportunity to get (better). So, I appreciate those thoughts in there, as we think about kind of people want to be connected. So, if the listeners want to kind of connect more, find out more about the Academy and what are some things that they can do to kind of connect more with the Academy and find out more about what's going on?    Brig. Gen. Linell Letendre  38:18 Oh, absolutely. There's any variety of ways. Not only does our usafa.edu website contain information about all of our amazing programs and opportunities, from athletics at gofalcons.com, to what's up in the cadet wing, my amazing classmate and commandant, Brigadier General Gavin Marks, who is leading the cadet wing, but also any number of things that are going on on the academic side as well. Every department's got a website. They talk about their current curriculum, their faculty, the research that they're doing. You are also welcome to follow me on my LinkedIn site, or my Instagram page. The Supt. has an amazing Instagram page as well. Lot's of different ways through both social media as well as the internet to understand what we're doing. But I think one of the best ways is, come on back. Come back to your Academy. Come to a reunion, talk to a grad, talk to a cadet. Anytime I'm having a bad day, I pull a cadet aside and just chat for a few minutes. And believe me, it's gonna make your day.   Dr. Doug Lindsay  39:27 That's awesome. Well, thank you so much for your time, your your lessons, your leadership, your example and thank you for your time today on longer leadership.   Brig. Gen. Linell Letendre  39:35 Awesome. Thank you so much, Doug.     KEYWORDS cadets, academy, air force academy, faculty, leadership, opportunities, class, learning, dean, work, people, talk, graduated, challenges, air force, mission, leaders, number, space shuttle, future         The Long Blue Line Podcast Network is presented by the U.S. Air Force Academy Association and Foundation      

Directed energy weapons, like hypersonics, always seem to be just around the corner. Now a unit of the Air Force Research Laboratory (AFRL) has finished building what it calls diagnostic system to evaluate the performance of high energy lasers developed by industry. The project is called GRAILE-II, or Government Radiometrically Accurate Instrument for Laser Evaluation Version Two. For more, Federal Drive Host Tom Temin spoke with Joe Cox of AFRL's Directed Energy Directorate. Learn more about your ad choices. Visit podcastchoices.com/adchoicesSee Privacy Policy at https://art19.com/privacy and California Privacy Notice at https://art19.com/privacy#do-not-sell-my-info.

Directed energy weapons, like hypersonics, always seem to be just around the corner. Now a unit of the Air Force Research Laboratory (AFRL) has finished building what it calls diagnostic system to evaluate the performance of high energy lasers developed by industry. The project is called GRAILE-II, or Government Radiometrically Accurate Instrument for Laser Evaluation Version Two. For more, Federal Drive Host Tom Temin spoke with Joe Cox of AFRL's Directed Energy Directorate. Learn more about your ad choices. Visit megaphone.fm/adchoices

Episode Summary: In episode 177 of the Aerospace Advantage, Hypersonic Ascendancy: Regaining America's Edge, John "Slick" Baum chats with Dr. Michael Brown, the Principal Scientist of the High-Speed Systems Division at Air Force Research Laboratory, and Mark Rettig, Vice President and General Manager for Business and Technology Development at GE Aerospace's Edison Works about what the Air Force and industry are doing to help realize this crucial capability at an operational level. The U.S. spent the 1960s as the undisputed hypersonic leader, with the famed X-15 executing 199 successful flights, many over five times the speed of sound at the edge of space. This conversation begins with members of the Mitchell Institute team visiting the Smithsonian National Air and Space Museum's legendary X-15 up close, discussing the program's significance, and then exploring how this competitive advantage faded over subsequent decades. Now, America faces fierce adversary competition in the hypersonic realm, and our defense community must respond. We turn to AFRL's Dr. Michael Brown and GE's Mark Rettig to better understand how the government and industry are striving to realize the necessary innovations to field this capability at an operational level. We also discuss how and why hypersonic technology will impact tomorrow's battlespace.  This is an incredible conversation with key leaders who are pioneering the future. Credits: Host: Douglas Birkey, Executive Director, The Mitchell Institute for Aerospace Studies Producer: Shane Thin Executive Producer: Douglas Birkey Guest: Doug Birkey, Executive Director, The Mitchell Institute for Aerospace Studies Guest: Heather Penney, Senior Fellow, The Mitchell Institute for Aerospace Studies Guest: Dr. Michael Brown, Principal Scientist, High-Speed Systems Division, Air Force Research Laboratory Guest: Mark Rettig, Vice President and General Manager for Business and Technology Development, Edison Works Division, GE Aerospace Links: Subscribe to our Youtube Channel: https://bit.ly/3GbA5Of Website: https://mitchellaerospacepower.org/ Twitter: https://twitter.com/MitchellStudies Facebook: https://www.facebook.com/Mitchell.Institute.Aerospace LinkedIn: https://bit.ly/3nzBisb Instagram: https://www.instagram.com/mitchellstudies/ #MitchellStudies #AerospaceAdvantage #hypersonic #technology Thank you for your continued support!

Today's Story: A New Home for AI

Today's Story: Autonomous Command and Control

The Air Force Research Lab last March established its Digital Capabilities Directorate to speed up its modernization pursuits and enable its scientists and engineers to explore and more efficiently collaborate via a growing suite of emerging technologies. The directorate fuses together former AFRL's elements, like its Research Collaboration and Computing Directorate, as well as the lab's former Business Process Reengineering Division and others. It also has roots that trace back to a temporary digital “war room” that was stood up to help drive innovation. Alexis Bonnell is Air Force Research Lab CIO and director of the Digital Capabilities Directorate, appointed to those roles last July. She joins the podcast to discuss her journey to the role, her priorities nearly a year in and how things are shifting as AI becomes an increasingly important part of AFRL's enterprise IT.

General Pringle discusses her experiences as a cadet, including unique firsts. and she highlights the challenges she faced in her career and the lessons she learned. ----more---- SUMMARY Retired Major General Heather Pringle '91 shares her journey from the Air Force Academy to commanding the Air Force Research Laboratory. She emphasizes the importance of teamwork and being the best wingman. General Pringle discusses her experiences as a cadet, including unique firsts. She highlights the challenges she faced in her career and the lessons she learned. General Pringle also provides advice for other leaders, emphasizing the value of honesty and feedback. She encourages listeners to pursue their dreams and make a difference in the world.   OUR QUOTE PICKS "The mission gets done 100 times better if the whole team is working in concert it the success or the failure of the mission isn't on one person's shoulders. It never is on one person's shoulders." "Everyone has a story. And so if someone's a supervisor out there, I would say job number one is to listen and know your team, listen to their stories." "I would just say, don't think about me, you know, just go for it. And if you need help, call me. So that's it, that I just said, go for it. There's nothing should be stopping you."   SHARE THIS EPISODE FACEBOOK  |  LINKEDIN  |  TWITTER  |  EMAIL   CHAPTERS 00:00:  Introduction and Teamwork 01:06:  General Pringle's Journey 03:22:  Cadet Life and Experiences 04:22:  Unique Firsts and Exchanges 05:41:  Impressions of Today's Cadets 06:08:  Indoctrination Day and Early Memories 07:30:  Involvement in Clubs and Groups 08:19:  Challenges and Lessons Learned 09:39:  Transition to Air Force Research Laboratory 12:32:  Commanding Air Force Research Laboratory 14:46:  Transition to Civilian Sector and Nonprofit Work 19:05:  Advice for Supervisors and Taking Care of Your Team 20:30:  Overcoming Challenges and Embracing Failure 23:49:  Lessons from Mentors and Leaders 24:46:  Being the Best Wingman and Team Player 25:12:  Commanding Air Force Research Laboratory 27:33:  Transition to Civilian Sector and Nonprofit Work 30:25:  Lessons Learned and Being True to Yourself 34:36:  Final Thoughts and Encouragement   TAKEAWAYS FOR LEADERS AND ASPIRING LEADERS - The importance of teamwork and being a good wingman in achieving mission success. No one person carries the burden alone. - As a leader, it's important to listen to your team's stories to better understand and support them. Everyone comes from a unique background. - Facing challenges and setbacks are an opportunity to learn and grow. Don't get discouraged by failures or non-selections - keep pursuing new opportunities. - It's important to be honest with yourself and others for personal and professional development. Be open to feedback to improve. - Focus on serving others through your work and giving back to your community through service and leadership. - Believe in yourself and pursue your dreams and passions. With perseverance, you are capable of more than you realize.  - The success or failure of a mission is not on one person's shoulders; it requires a whole team working together.  - Embrace challenges and failures as opportunities for growth and learning.  - Be true to yourself and embrace your unique story and background.  - Take care of your team and listen to their stories; everyone has a unique perspective and contribution to make.  - Don't be afraid to ask for help and seek feedback to improve as a leader.   BIO Major General (Ret.) Heather Pringle '91 Gen. Pringle retired as Commander of the Air Force Research Laboratory, Air Force Materiel Command, Dayton, Ohio, and Technology Executive Officer, supporting both the United States Air Force and United States Space Force. She led a $2.5 billion science, technology and innovation enterprise in accelerating the discovery and development of solutions for Airmen and Guardians. She was responsible for formulating a comprehensive technology portfolio that anticipates future warfighter needs, while promoting risk-taking and problem solving across her 6,000-member government workforce. She accelerated the delivery of cross-domain solutions through partnerships with industry, academia, and international allies, and executed an additional $2.3 billion in externally funded research and development. Through the laboratory's technology and functional directorates, AFWERX and the 711th Human Performance Wing, her team produced a deep technical and medical bench, pushed the boundaries of modern technology and improved the science for tomorrow. Prior to her last assignment, Maj. Gen. Pringle served as the Director of Strategic Plans, Deputy Chief of Staff for Plans and Programs, Headquarters U.S. Air Force, the Pentagon, Arlington, Virginia. - Copy and image credit:  www.af.mil     ABOUT LONG BLUE LEADERSHIP Long Blue Leadership drops every two weeks on Tuesdays and is available on Apple Podcasts, TuneIn + Alexa, Spotify and all your favorite podcast platforms. Search @AirForceGrads on your favorite social channels for Long Blue Leadership news and updates!          FULL TRANSCRIPT   SPEAKERS Our Host is Naviere Walkewicz '99 | Our Guest is Maj. Gen. (Ret.) Heather Pringle '91   Major Gen. (Ret.) Heather Pringle '91  00:09 The mission gets done 100 times better if the whole team is working in concert. The success or the failure of the mission isn't on one person's shoulders. It never is on one person's shoulders. Just like being a cadet isn't just on the cadet's shoulders. There's a whole team of folks out there who, if we are the best wingman that we can be, then the mission will succeed.   Naviere Walkewicz  01:00 My guest today is retired Major General Heather Pringle, a 1991 graduate of the Air Force Academy. General Pringle's journey from in-processing day to her current role in the nonprofit sector spans 32 years. Along the way, she served in education, warfighter support, research, innovation and global leadership roles culminating in the command of the Air Force Research Laboratory, Air Force Materiel Command. There is a unique first from her days as a fourth degree that stands out. And it makes me wonder how that affected the trajectory of your Air Force career. We'll talk about that with the general and much more. General Pringle, thank you for being here today.   Gen. Heather Pringle  01:36 Thanks for having me, Naviere. And please, call me Heather.   Naviere Walkewicz  01:39 So Heather, let's kind of go back a little bit, you know, to some early days. Back to the beginning. Let's talk about what you were like as a kid where you grew up, about your family?   Gen. Heather Pringle  01:50 Well, I grew up in a small town in Idaho. And I guess before we really dig in, I do want to say, thanks so much for having me here. It's yes, it's an honor to be able to talk to your audience and share some stories. And if there's any way I can be of help, that's what I'm all about.   Naviere Walkewicz  We love that. Thank you.   Gen. Heather Pringle  So, growing up in small town in Idaho, it's well known for the place where Evil Knievel jumped the Snake River Canyon, but he did not land on the other side, or the part of the canyon where I grew up. But the excitement surrounding it really enthralled me. And you asked what I was like growing up, and I love to challenge. I'd love to learn new things. And maybe that was a little difficult on my parents. But boy, they did a such a great job of instilling values in me and always doing my best and working hard and trying to make a difference for others.   Naviere Walkewicz  You grew up, you moved to Idaho.   Gen. Heather Pringle  I'm the oldest of three and my sister served in the Air Force as a nurse and my younger brother, also known as “Zoom”, also served in the Air Force as well. He was a pilot, and yes, so he was a pilot. There you go.   Naviere Walkewicz  03:11 That's awesome. And another long blue line graduate of the Air Force Academy.   Gen. Heather Pringle  03:15 Absolutely. He was class of 1996.   Naviere Walkewicz  03:18 Is that something? Did you know you wanted to go to the academy? How did that come about?   Gen. Heather Pringle  03:22 My aunt and uncle live on a ranch in Wyoming. And that's where I spent my summers. So that part about hard work and doing chores and you know, dawn to dusk type stuff. They taught me a lot about working to make a contribution. And my aunt was a high school teacher. And as part of her curriculum, she went on a trip to Annapolis. And she came back and she said if she had her life to do over again, she would go to a service academy. That was the first I'd ever heard of a service academy. I'm so grateful to my aunt and uncle. And I did my own research and found out about the Air Force Academy in Colorado. And it had an exchange with France…   Naviere Walkewicz  Okay.   Gen. Heather Pringle  …which was really fun. That intrigued me as well. So, I just worked hard and did my best and I got lucky.   Naviere Walkewicz  So did you get to go on an exchange?   Gen. Heather Pringle  While I was a cadet?   Naviere Walkewicz  Wow.   Gen. Heather Pringle  Yes, I did. And I used to joke that it was my favorite semester at the Academy. But there were a lot of great semesters out the Academy, but France was a unique one that is so unique. Yeah, we do. My brother and I have a unique distinction that we're the only brother sister at least couple years ago that was true. The only brothers sister combo that went to the French exchange. Naviere Walkewicz  Oh my goodness. That's cool.   Gen. Heather Pringle  It is kind of cool. But I'm sure today's cadets have already surpassed that milestone and many more.   Naviere Walkewicz  05:02 The level of talent coming in and just how smart they are. I don't know that I would have made it in today's…, for sure where I was, you know, back, you know, in '95.   Gen. Heather Pringle  05:13 I completely agree. It's mind blowing. And I'm just so impressed by the cadet population and their talent and their selfless drive. It's amazing. And I'm very honored. They make me look better than I am. And they're, just fantastic. And the future is really bright. And we're in great hands.   Naviere Walkewicz  05:39 I think that's true. They make they make us look good, because really they represent the long blue line from you know, from years before and as we move forward. So, talk about that a little bit more the cadet life. I know you graduated from five were you always in Vandy? What was Cadet life like for you?   Gen. Heather Pringle  05:55 So Cadet life was, oh, I don't even know how to describe it. But let's see, I started we're…   Naviere Walkewicz  06:03 You're not military at all, like no exposure. So that was it. You literally showed up? Let's talk about just ID (induction day) what was that? Like? Let's start there, indoctrination day.   Gen. Heather Pringle  06:10 Okay, I have a couple of memories. So, the first one is I was on the plane, and my parents shipped me from Idaho to Colorado Springs. And I'm sitting next to somebody on the plane who has this little gold book in front of him. And I'm looking and I said, “Well, hi. I'm Heather.” And it turns out the individual was going to the Academy and had this book. He said, “Well, we have to memorize quotes.” And so that was the first part and then the bus ride from the airport to at the time, that was the Bring Me Men” ramp. It was dreary, it was raining. It was a rare rainy day here in Colorado. And so, you know, the ambiance started to sink in. And the weight of what I was about to enter started hitting me and I started getting worried. And could I cut it? Was I good enough? And all I could do was try. And the other funny memory that I have new here is they take you around on indoctrination day and you get measured for boots, you get measured for uniforms, etc. And they cut your hair.   Naviere Walkewicz  07:27 Yes. I remember that vividly.   Gen. Heather Pringle  07:28 Yes, and I had my hair cut before I went because I was going to be as prepared as I could. And immediately after getting my hair cut, they hand you the little placard to hold it under your chin and they were going to take your military identification photo. And I had the biggest grin because I was just proud and happy to be a part of the cadet corps and loving life. And then immediately after that, an upperclassman came around and definitely trained the smile right out of me. It was the last one for a little bit.   Naviere Walkewicz  08:02 Oh my goodness. So that was definitely a memory for sure. Let's talk a little bit more about while you're at the Academy. I know you, going before the Academy, you dabbled in different things and challenges. What were some of the experiences that you got involved with, or maybe clubs or groups that you can get involved as well while you were at the Academy?   Gen. Heather Pringle  08:19 Oh, that was, that was so fun. And the clubs really helped build that feeling of connection and camaraderie and family in addition to your squadron, right? I was a walk-on the track team. I was a hurdler.   Naviere Walkewicz  Wow.   Gen. Heather Pringle  Not great. I'm really, really not great. I was definitely the walk-on. But there's something for everyone. And that's, that's the goodness of it. And it just was really great. And I'm still friends with some of my track colleagues. And I'm really lucky to make some great friends during that time. I thought I'd mentioned as well, it wasn't all roses, as you can imagine. And in high school, I really liked physics. And I thought, you know, maybe I'll do physics. And I did not do well on the test that I had. So, I pretty quickly dropped physics as a major. And that's a tiny little regret that I have. Human Factors, which is no regret whatsoever. I loved it. And I loved the opportunity to combine technology and the human side of it. And it's it really worked out very, very well. At the time though I was a little disappointed that I didn't quite cut it but that's one of the thoughts that I had might be of interest is don't give up on your dreams when you're going through the Academy. And I'll say that even when one door closes a window opens and you're right, Human Factors, was the best thing ever. I loved it, I pursued it as a scientist and met many great people. And I leave the physics to the really, really talented people, which is there are so many out there.   Naviere Walkewicz  10:14 Well, that really speaks volumes, because so many listeners I think are at, you know, different points when you come to a crossroad. And you kind of wonder which way do I go. So, I think that's a really great story that you shared there. Because sometimes the path that you're not even seeing is the one that you should be going on. And that's kind of how you, you approached it. So, at the Academy, were there any particular leaders that really spoke to you and shaped you in a way that you knew was going to kind of make a difference in your career after the academy?   Gen. Heather Pringle  10:43 You look to so many around you. I leaned on so many people from my roommates along the way to faculty. I was really drawn to the academic side. And I had a lot of faculty that I looked up to, and they encouraged me. My academic advisor, for example, made a friendly bet with me once that I should get a particular grade point average. And, you know me, I love a challenge. So, I didn't just meet the challenge, but you know, that's a little, that's my personality. Unfortunately, yes, well, it can get in the way sometimes, too, but, um, you know, and then my AOCs. I still have my Cadet coin from 5th Squadron from 1991. I just can't believe how many people are dedicated to helping cadets succeed across the weighing across the base. I mean, we can't forget all those folks that are keeping the dorms warm, and ensuring that, you know, all the grounds are kept up to speed. And I, if I could say thank you to all of them for the lack of thank you's that I said at the time, I would love to do so now.   Naviere Walkewicz  12:14 So, I did want to touch on this unique first that your class experienced. So, you know, your class was amongst the first cadets to receive desktop computers. Let's talk a little bit about that. Because, you know, I can think a lot of firsts that cadets have, but this was game changer for the Academy. How did that kind of, what did that look like for you, and did it, you know, shape anything for what you wanted to do in the future?   Gen. Heather Pringle  12:38 The freshmen had computers and the sophomores, but not the juniors and not the seniors. Interesting, very fascinating tool differential. So, I do remember getting the computer during basic training and trying to figure out how to stick the floppy in to boot up the computer and use it right. And we also had an intranet at the time. And I would say that our class got very, very good at coordinating spirit missions using our computers, and the juniors and seniors were none the wiser. And so, we would say, you know, we had to be pretty good about doing that. But we could never pull the wool over the eyes of our sophomores and they were always right there to get us. But I even remember a couple of upperclassmen requesting services, for example, in terms of entering papers into the computer so that they would have a document because I had it and they didn't, rather than handwriting or typing right on a typewriter.   Naviere Walkewicz  13:47 So, just share, do you have a particular spirit mission that still stands out into your mind that you remember?   Gen. Heather Pringle  13:54 Oh, I don't even know if I should get into those.   Naviere Walkewicz  13:58 Fair enough? I think we all have those. Those spirit missions are li those just stay with us.   Gen. Heather Pringle  14:03 Yeah. Let's just say, you know, I really bonded with my classmates. Yeah. And I'm really grateful for having those friends over the years as well. So yeah, there. We, I'm sure, we weren't the best, or the worst. But yeah, we made our mark.   Naviere Walkewicz  14:22 I think of all, every class, I think, feels like they either had the toughest or they had the best spirit mission.   Gen. Heather Pringle  14:29 So, you know, yeah, we're probably right in the middle, right in the middle.   Naviere Walkewicz  14:33 Well, maybe we can shift a little bit to your career. But before we do, for those listeners that are thinking about the Air Force Academy or kind of, you know, lessons that you learn, if you can go back and talk to Cadet Heather, you know, what would you say to her?   Gen. Heather Pringle  14:46 Oh, I would say just keep going for it and enjoy it because it's over too quickly. And I think I didn't really realize how many people were there to help me and I don't think I asked for help enough when I needed it. So, I would say that there are people that want you to succeed. And they're there to help cadets succeed. So that would be my message.   Naviere Walkewicz  15:16 Let's talk about this 32 years of amazing leadership in the in the Air Force, and I know that you're very modest.   Gen. Heather Pringle  15:24 (It) spans two centuries. So, I think it's not all that remarkable. And I have to say, you know, even given that the long blue line, there are so many leaders to look up to, like Heather Wilson, David Ogilvy and Mark Welsh, so many great leaders to look up to. It's very humbling just to be a part of it, and to help someone else make it better and follow in their great footsteps.   Naviere Walkewicz  15:55 Yes, well, I think that's part of what makes us so special is because I think every, you know, person that shares their experiences when it comes to their, like leadership lessons, or just some of the trials, tribulations, successes, someone that's listening on the other end can pick something from that and say, like, that really, that really spoke to me. So, you know, we'll talk about your career. Maybe you can just share just off the bat, you know, you're a mom?   Gen. Heather Pringle  16:19 I am a wife…   Naviere Walkewicz  16:20 You are also you know, you did 32 years and leadership positions. What's that like, juggling all of that? How did you do that?   Gen. Heather Pringle  16:27 I don't know that I did it very well. You know, you just do the best you can. But first is having a great husband who supported me along the way and made sure that the kids were fed. And yeah, I'll say they had dirt on their faces, or, you know, my daughter dressed in mismatched, you know, whatever. But it was just, it was just a great life. And I'm really grateful that he was helping me through the ups and the downs. It's hard to be a mom and to be active duty, and it gets harder over time. It's especially hard when they're little juggling. And you kind of feel like, wow, I'm failing at being a mom, I'm failing at being an officer, and how do you manage both? And I would just say, give yourself a break, and be the best you that you can be. I once tried to be something or meet a standard that I thought was the right thing to do. But once I decided, you know what, I'm Heather, I'm from Idaho, and not many of us are, and I'm a mom, and I just kind of owned that as part of my leadership. I was happier. And I don't know if I did better, but I was able to go further because of it. And I was much more comfortable in my skin. And, you know, you take the highs and the lows, and you just keep going.   Naviere Walkewicz  18:10 No, that's wonderful. I think there's young officers that feel that pressure at both moms and dads. And so I think that's, it's nice to hear those who have done so well to admit, you know, hey, it's tough at times, and sometimes you gotta lean on your network, and your network can be a lot of different things. So thank you for sharing that.   Gen. Heather Pringle  18:28 Yeah, well, you, you might end up going to work once in a while was spit-up on your shoulder, or, you know, kind of being a little, you know, or late to a soccer game. And you don't have to, I guess that's what I'm really saying, is you don't have to be perfect. Across the board. Just be you.   Naviere Walkewicz  18:49 I think that's a great nugget for those that are listening that maybe are feeling some of those pressures. What advice might you give to supervisors that maybe have some, some members in their, on their teams that you might say, maybe consider giving grace? Or what does that look like to you that you might share?   Gen. Heather Pringle  19:06 Well, this is something that I learned from General Mark Walsh, and he said, everyone has a story. And so, if someone's a supervisor out there, I would say job number one is to listen and know your team, listen to their stories. And every individual in the military is serving and comes from all these unique, amazing backgrounds. And they've conquered their own challenges, whether it's past or present. And so, when supervisors understand that, then they can better meet the individual in the middle. Of course, the mission has to get done and you want it to be done. Well, national security is an imperative and we're depending on our uniformed members, so I'm not worried about our military letting us down. I just want to make sure that we're living up to what our military needs. And so, listen, learn, and see if we can meet in the middle.   Naviere Walkewicz  20:12 I mean, it goes back to taking care of your people. And then I think that you just said, you couldn't have said that any better.   Naviere Walkewicz  20:20 Maybe you can share some of the challenges that you might have experienced. You talked about, you know, being a mom and being a leader. Talk about just in leadership in general. What was maybe one of the most challenging things you've experienced? And how did you overcome that?   Gen. Heather Pringle  20:34 I had a variety of challenges. Throughout my career, I'll say I didn't have necessarily a straight line in the way that I went. And I think that's great. And I didn't know if I was, you know, I applied to a lot of different opportunities, you know, there's so many, and I, you know, I didn't get half of them or more. I wanted to be a Squadron Commander down at Air Education and Training Command down at Lackland. And I didn't get selected. That's okay. It like, it's, I kept going and doing other things, and other doors opened, and so you just, you just don't give up. That would have been an amazing opportunity. And what they do down at Lackland is phenomenal. But, you know, that's just one example of, you know, something I tried and didn't pan out. But what do you do, you just keep going and try something new, or work on those skills and learn from it. The worst thing I could have done, or the worst thing anyone could do, is to let that you know, non-selection define them as an individual or feel like, you know, all hope for the future is lost. That's not, couldn't be, couldn't be further from the truth. In fact, all learning comes from failure. And that's something we need to embrace, to improve, to adapt to change, and to keep getting better, right? And to grow as leaders to grow as a leader. So, I love a challenge. So, I took those failures as a challenge. All right, what am I going to learn what I'm going to do next?   Naviere Walkewicz  22:23 And it probably even helped in your, you've probably mentored others, you know, that are going through similar challenges that actually like let's look at it this from a different vantage point. And because you kind of went through those different experiences, you're able to be even more impactful in their lives.   Gen. Heather Pringle  22:35 It is important to be honest and give feedback that helps individuals grow. And so, another thought maybe for supervisors is we don't do them any favors if we don't tell them honestly, where they're strong, but where they need to work. And so, we all want to improve, and we all want to be the best that we can at whatever job that we've been given. So, I welcome that kind of feedback. And I'm currently learning about what I need to do. And so, I've got a lot to learn. So, I'm all ears every day all day long.   Naviere Walkewicz  23:14 I think there's a, I don't know that it's not a direct quote, it's certainly not in contrails. But there's something that talks about I think, truly being kind is being honest, you know, being truthful with people. And I think that's some of the best ways we can be kind is by just being honest and truthful with others. So sure. Now, that's wonderful. So you had mentioned that some of the best things that, you know, advice you can give to someone is ways that they can improve. Was there any particular mentor leader that just gave you something that really stuck with you, aside from general wells that maybe you've taken with you in your career as a growth opportunity?   Gen. Heather Pringle  23:45 A lot, I honestly, I really have so many people that I'm grateful for leaving a mark on me. You know, I learned or watched from afar, General Laurie Robinson and she would always say, “Be the best airman you can be, but also be the best wingman that you can be.” And I think that is another area where not only trying to improve yourself but uplift your teammates. And the mission gets done 100 times better if the whole team is working in concert. And the failure, the success or the failure of the mission isn't on one person's shoulders. It never is on one person's shoulders. There's a whole team of folks out there who if we are the best wingman that we can be, then the mission will succeed.   Naviere Walkewicz  24:44 Right, now teams are where it's at. And you had the opportunity to lead an incredible team at AFRL. And what's so, I think, so cool about that is you were at a time when you were supporting both Air and Space Force. Let's talk a little bit about that and talk about what was it like when you found out you're going to be commanding, you know, Air Force Research Laboratory? How did that feel and maybe just kind of share some of those moments with us.   Gen. Heather Pringle  25:08 Well the Air Force Research Lab, which you know, don't get confused about Air Force in the name, because it's there for the Space Force too, and provides a ton of amazing technologies for guardians. That was the honor of a lifetime, a huge privilege, because that team is eye-wateringly smart, and brilliant, and innovative. And they are, every day focused on solving problems for warfighters. What can be a higher calling than that? I, I just enjoyed getting to know them, helping them succeed. And they're doing some amazing things for, you know, they shoot lasers, they build robots, they blow things up. They code like crazy, right? It's just they love it, they love it. And they're great at it. They're the best in the world. And I'm forever grateful to have had that opportunity. And I know they continue that mission, even today. That's the other beauty of the military. So even when you have an opportunity, you're always moving, right. And now I know that the research lab is in wonderful, amazing, great hands of a test pilot, and doing even better things. And so it keeps getting better and better. Just like those cadets were better than we were back in the day. AFRL is better today than it ever was. And it's going in the right direction. And I would encourage anybody who's listening to go look up the research lab, because it's pretty inspiring, and they don't get the credit they deserve. That's for sure.   Naviere Walkewicz  27:00 Well, that is good for people. I think people always want to know, like, how do we get to some of these technologies that are doing all of these things and supporting our guardians, our Air Force, or you know, what does that look like? And I think that's cool that you said, “Hey, go check it out.” And part of that is maybe that journey will take them there as well.   Gen. Heather Pringle  27:15 Yeah. So that'd be great.   Naviere Walkewicz  27:17 How did you find out, so talk about just I think that's such a wonderful opportunity to like you said, you know, chance of a lifetime. How did you find out when you were selected for that?   Gen. Heather Pringle  27:26 Oh, I don't even remember. It was probably a blur. I was pretty incredulous though. I'll say this when I graduated in 1991. So last century, I never would have dreamed that I would have had such an opportunity or such a wonderful, yeah, opportunity to be a part of a team like that. So, as I said, my trajectory or my path may have been weaving, and I got so lucky to be there. And now they're doing great things. I just remember trying to relish every moment and trying to relate to the team that what they did mattered. And they're in it for the long haul. So, when they're solving problems, it's not a two-day problem. It's a problem for 10 years from now. So, it can be a little discouraging, but that's where you kind of have to have that you're in it for the long game. So, I don't really remember it was kind of a blur.   Naviere Walkewicz  28:33 Just the whole experience was itself just amazing. Yeah.   Gen. Heather Pringle  28:37 And it was also COVID. So that was a bit of a tricky wicket to navigate and figure out, well, how are you going to lead a distributed, diverse organization like that?   Naviere Walkewicz  28:57 Yeah, that's cool. That is, was there a particular capability that under your leadership, and with the team with you that you could, you know, just share about that you're proud of that kind of was accomplished during your tenure?   Gen. Heather Pringle  29:08 Well, they did it all. So, all the credit goes to the 10,000 professionals who do all that problem solving. They were focused on everything from, oh, the Battle Network, JADC to, to all this space technologies which are so exciting, and also the collaborative combat aircraft was a big one. And the other thing, I'll mention it here, too, even in that organization, it was important to think about who else is contributing to that mission. So, all of those technologies were collaborative efforts with acquirers and Air Force Materiel Command and the program offices with the warfighters, who were helping us understand what is needed on the battlefield and everyone in between. So, none of that work gets done without the whole team contributing.   Naviere Walkewicz  30:16 Was there any moments that you remember that you were surprised? Were there any particular people that just really kind of stood out to you that you were just so incredibly happy that you were able to be a part of their team? While you're there?   Gen. Heather Pringle  30:29 I used to say that if I, if I'm not surprised every single day, then the Air Force Research Lab isn't doing its job. Over the course of a couple years, there were plenty of surprises and lots of opportunities to learn, right? Say that in quotes. So, you were asking before the show, what are unicorns? Yeah, and I may have overused the phrase, but I always thought of the team at the research lab as unicorns because each one was unique. We had opera singers and fiction writers and band players. And, by the way, the world record for pumpkin chucking in a trebuchet is held by an AFRL team. Everyone had a unique story, they came from such amazing backgrounds, and here they were dedicated to serving the nation through technology.   Naviere Walkewicz  31:30 So that is how you catch unicorns? Well, let's talk a little bit about your transition from the military side to the civilian sector and nonprofit work. What does that been like for you?   Gen. Heather Pringle  31:42 Well, it was, it was hard to say goodbye to the team. And but, you know, like all things, you know, life goes on, and they're doing amazing, which is, I'm so proud of them, and so happy for them. And that's what you love to see. And that's truly the beauty of the military. And coming to being a retired person I love being called Heather. So that's probably, and mom, actually, I love mom first. And I get that a lot more than, you know, when I was full time military. And I have found that a lot of the things that you learned those gifts that you pick up through your military career are valued by the civilian sector. So having a mission focus, thinking about, you know, what is it you're trying to accomplish, and then focusing all your efforts on that. And you can't forget, it all starts with the team and who they are and the leadership that permeates everything. So, no mission gets accomplished, without the team there behind it. So, I've spent time getting to know this new team, that I'm a part of learning their unique contributions and understanding what the mission is. And then again, relying on that whole external teamwork, that external group of partners and stakeholders who also want success for that mission, and you find it's not lonely, you're not alone in accomplishing that, that so many people want you to succeed. And that's, that's what I want for your listeners. I want them to go conquer the world, make it better, you know, sweep up all that broken glass that me and my troubled classmates made and it's a little change, you know, you I'll say I have more to give and so that spirit of service before self, if that isn't in my blood, I'm, I am really hoping to continue to serve my family, my community, and my team and so I've got more to give and the Academy gave me those foundational skills to give more.   Naviere Walkewicz  34:18 I mean, well, starting with your family to your time as a cadet to your time in the military, and now the civilian, this new journey. What are some of the most important lessons that you've learned? Maybe in leadership and maybe just in you know, being a successful servant?   Gen. Heather Pringle  34:35 Oh, well, you know, and it's not always success. It's going through setbacks, learning more and trying to be more honest and sometimes those learnings are hard, too. And I had to, I had, there were times when I had to think long and hard about okay, what does this really mean? Am I being truly honest with myself and uh, you know, I'm not, I'm far from perfect. But, you know, I guess just, you know, being the best person that you are. Own whatever unique story that you are. Don't try and be something you're not. You know, I'm from Idaho, you're from Nebraska, we can do that. And it makes the solution so much better. And the more we help each other, the more successful our world will be. I guess the one thing I haven't mentioned really is take time to be with your family and know that they're making your service possible. And now I'm giving back to them.   Naviere Walkewicz  35:46 I mean, you've given so many incredible nuggets about yourself, and I think that people can really relate to that are listening. What's something that you really want them to remember about you?   Gen. Heather Pringle  35:57 I would just say, don't think about me, you know, just go for it. And if you need help, call me. So that's it, that I just said, go for it. There's nothing should be stopping you. And you know, every challenge is an opportunity to learn and I bet you are so much better than you even know that you are. So go for it.   Naviere Walkewicz  36:21 I think that was a great boil down nugget there. Well, I do want to just make sure we're there anything that I didn't ask you that you would really love for our listeners to hear?   Gen. Heather Pringle  36:32 No, I just want to say thanks for having me. I hope it's been an enjoy. It's I've enjoyed the conversation. So very much. Yeah. You know, it's it's important to be part of this community and give back and thanks for doing these kinds of podcasts to spread the word and get people excited. Yes, about coming to the academy and serving our Air Force in our space force. There is so much out there to do really is and we need great people and there's a lot of us out there rooting for you.   Naviere Walkewicz  37:11 Thank you very much. Thanks so much and Heather you have a wonderful day.   Gen. Heather Pringle  You as well.     KEYWORDS team, Academy, cadet, great, Air Force, mission, Air Force Academy, work, military, love, leadership, unique, amazing, Idaho, serving, challenge, learn, opportunity, Heather, mother, mom, leader, succeed       The Long Blue Line Podcast Network is presented by the U.S. Air Force Academy Association and Foundation

Episode Summary: In Episode 170 of the Aerospace Advantage: Cislunar Space: The Latest Zone of Competition in the Space Race, Mitchell Institute's John “Slick” Baum interviews Dr. Jaime Stearns, AFRL's cislunar lead; Bradley Cheetham, the President of Advanced Space; and Mitchell Institute's Col Charles Galbreath, USSF (Ret.) about where the competition in space is headed next. Reaching the Moon was once a powerful statement of America's prowess and global leadership, with huge strategic implications that played out during the Cold War. Today, there is a new race to the Moon and the surrounding region. Who wins that contest and the resulting precedents they set will translate to very real consequences from security, economic, scientific, and diplomatic perspectives. That's why the U.S. Space Force and U.S. Space Command must take steps today in the cislunar regime to establish the same freedom of operations it realizes in Earth orbit. These steps will include new capabilities such as space domain awareness, high bandwidth communications, and cislunar navigation technologies. This week we're hearing first-hand from those operating and building spacecraft in the cislunar regime to better understand the challenges they face, the criticality of their mission, and the skillsets and resources they need to succeed. Credits: Host: John “Slick” Baum, Senior Fellow, The Mitchell Institute for Aerospace Studies Producer: Shane Thin Executive Producer: Douglas Birkey Guest: Charles Galbreath, Senior Fellow for Spacepower Studies, The Mitchell Institute Spacepower Advantage Center of Excellence Guest: Dr. Jaime Stearns, AFRL Cislunar Lead Guest: Bradley Cheetham, CEO & President, Advanced Space Links: Subscribe to our Youtube Channel: https://bit.ly/3GbA5Of Website: https://mitchellaerospacepower.org/ Twitter: https://twitter.com/MitchellStudies Facebook: https://www.facebook.com/Mitchell.Institute.Aerospace LinkedIn: https://bit.ly/3nzBisb Instagram: https://www.instagram.com/mitchellstudies/ #MitchellStudies #AerospaceAdvantage #space #cislunar Thank you for your continued support!

The Air Force Research Laboratory (AFRL) recently released the open-source ARES_OS, a key software component of their Autonomous Research System. ARES_OS allows relatively simple robots to perform experiments, and develop new experiments based on the results. The AFRL's Benji Maruyama talks with IEEE Spectrum associate editor Dina Genkina about how he hopes the system becomes not just an invaluable helper for grad students, but opens up research to many more people outside traditional labs and enables progress in tackling hard problems like climate change. 

Mohamed Abdel-Kader, Chief Innovation Officer at USAID and Alexis Bonnell, Former Chief Innovation Officer at USAID, discussed the impact of AI and other machine learning tools. They explored the balance between the risks and rewards associated with these tools, reaching a consensus that AI can revolutionize USAID's impact when appropriately developed and utilized. The discussion emphasized the importance of developing AI to benefit all countries where USAID is active, not just English-speaking nations. Recognizing the rapid advancement of machine learning, the speakers stressed the need for precision and thoughtfulness in posing questions to AI, given its evolving nature. They also addressed issues of localization, pointing out the challenges when native languages are overlooked or when communities lack access to computers. Mike highlighted upcoming events for those interested in collaborating with USAID. On February 15th, SID-US will host its annual career fair, followed by the annual conference on April 26th in Washington, DC. He expressed his belief that this conference is a must-attend event of the year. IN THIS EPISODE: [01:53] Mike Shanley introduces today's guests and shares their backgrounds. [02:53] Mohamed describes his role at USAID as Chief Innovation Officer and talks about how technology is advancing with the advent of machine learning tools. [6:30] Mohamed touches on some of the early-use cases that he's seen of AI applications or other technologies. [12:47] Mohamed reflects on the potential risks AI presents and whether the good outweighs the bad.  [17:04] Alexis comments that we are navigating at a different rate of change in technology; therefore, we need to be intentional about how we use AI, and she provides an example of an experiment she led.  [26:08] Mohamed discusses the ethical development of AI, strengthening policies and systems that govern AI and accessing computing power in parts of the world where it's cost-prohibitive.  [31:38] Alexis discusses how the cultures and identities of different countries impact how you work with them. She describes a sector who asked themselves if they have been as innovative as they think they have been and how AI revealed a surprising result to their question. [38:42] Mohamad discusses the significance of localization in AI, emphasizing the interconnected nature of our world and the necessity of incorporating it into our AI tools. He notes that numerous countries are enthusiastic about AI, viewing it as a tool to propel their advancement. [46:00] Alexis says that there's a gold mine for all of the entities to bring unique applications to USAID, suggesting you can recycle or reuse proposals.  [52:34] The panelists leave advice to the listeners.  KEY TAKEAWAYS: Led by Mohamed Abdel-Kader, USAID's Innovation, Technology, and Research Hub, formerly known as the Global Development Lab, team is behind cutting edge tech development and approaches within the digital space. USAID strives to reach more people through innovative and cost effective approaches from cybersecurity, to emerging technologies like artificial intelligence, digital finance, digital inclusion, and digital literacy. AI is an extremely powerful tool that is evolving and changing daily. With this, comes the risk that a lot of people will be left behind. But there's also tremendous opportunity in the AI space. USAID actively works to intentionally shape this technology to be useful for everyone, while exploring the practicalities of how they might achieve this goal.  USAID plays a unique role in fostering the ethical development of AI and other tools through various approaches. Mohamed and his team focus on utilizing the powerful tool of AI responsibly in environments where there are a lot of vulnerable people. USAID takes an ecosystem approach to discern how AI as a tool sits in the broader digital ecosystem within USAID's partner countries and how USAID can support the responsible use of AI and continue to shape that global agenda. They do this by strengthening the underlying policies and systems and civil society environment that shapes how AI is designed, developed, and deployed in partner countries, including the quality and representative data sets that are used to build these particular tools. RESOURCES: Aid Market Podcast Aid Market Podcast YouTube Mike Shanley - LinkedIn Mohamed Abdel-Kader LinkedIn Alexis Bonnell LinkedIn Co-host Society for International Development-US USAID_Digital Twitter USAID Twitter USAID Innovates Twitter BIOGRAPHIES: Mohamed Abdel-Kader serves as USAID's Chief Innovation Officer and Executive Director of the Innovation, Technology, and Research Hub. In these roles, he oversees various Agency mechanisms to promote the application of innovation, technology, and research for greater aid effectiveness within USAID and the inter-agency, and with our partners in the international development community, private sector, and civil society. Prior to USAID, Mohamed advised companies, leading NGOs and multilateral organizations, foundations and educational institutions, and government agencies in addressing their most pressing challenges. He served in the Obama administration as Deputy Assistant Secretary for International and Foreign Language Education in the U.S. Department of Education and later led the Aspen Institute's Stevens Initiative, an international ed-tech program. He has also served several postsecondary institutions in international strategy and major gift fundraising roles. A speaker of fluent Arabic and basic Spanish, Mohamed is a Truman National Security Fellow, an Eisenhower Fellow, and the author of a children's book about stereotypes. He holds a Bachelor's degree from Clemson University, a Master's degree in Higher Education from Vanderbilt University, and an MBA from Georgetown University's McDonough School of Business. He is also a trustee of the Longview Foundation for International Education & World Affairs.   Alexis Bonnell is the Chief Information Officer and Director of the Digital Capabilities Directorate of the Air Force Research Laboratory, the primary scientific research and development center for the Department of the Air Force. She is responsible for developing and executing the AFRL Information Technology strategy, leading the strategic development of highly advanced next generation technologies and platforms for AFRL. Her focus includes catalyzing the discovery, development, and integration of warfighting technologies for air, space, and cyberspace forces via digital capabilities, IT infrastructure and technological innovation across the lab's operations and culture. She was one of the first employees of the Internet Trade Association, contributing to the early development and growth of the digital landscape. She has served in challenging environments, including warzones with the United Nations to support over $1B of critical DOD operations in Afghanistan, Iraq and many other operational theaters. She has contributed to dual-use technology and innovation culture across the DOD Innovation community including: AFWERX, AFRL, Kessel Run, NavalX, Marine Innovation Unit, Army Futures Command, DIU, Army Software Factory, DARPA and more. Prior to her current position, she was the Emerging Technology Evangelist at Google, driving the use of emerging technologies such as Artificial Intelligence, cyber security/zero trust, API First, Big Data, Cloud Computing, and others to drive efficiency and innovation within government organizations, including tackling digital transformation in defense, healthcare, education, COVID response, natural disasters, supply chain, system/process modernization, hybrid workforce and more. Bonnell co-founded the Global Development Lab, the premier innovation lab of the United States Agency for International Development (USAID), leveraging Global Allied Nation partnerships in Science, Technology, and Innovation, reviewing over 25,000 game changing innovations and technologies, funding 1,200 of them. She served as USAID's Chief Innovation Officer, receiving the first 10/10 for innovation in the Results For America Rankings. She was named in the Fed 100 in 2020. She also assisted with major platform and technology transitions, drove hybrid work adoption, countering malign nation initiatives and global cyber security programming.

You may not wake up thinking about Cislunar-space situational awareness, but people at the Air Force Research Laboratories. In fact, AFRL has had two programs for such awareness. Two programs they have brought together. The resulting program is called the Oracle family of systems. To find out more, Federal Drive Host Tom Temin talked with two of the project leaders: Mission Lead Jaime Stearns and Investigator James Frith. Learn more about your ad choices. Visit podcastchoices.com/adchoicesSee Privacy Policy at https://art19.com/privacy and California Privacy Notice at https://art19.com/privacy#do-not-sell-my-info.

You may not wake up thinking about Cislunar-space situational awareness, but people at the Air Force Research Laboratories. In fact, AFRL has had two programs for such awareness. Two programs they have brought together. The resulting program is called the Oracle family of systems. To find out more, Federal Drive Host Tom Temin talked with two of the project leaders: Mission Lead Jaime Stearns and Investigator James Frith. Learn more about your ad choices. Visit megaphone.fm/adchoices

Today's Story: Improved Eyewear for Aircrew

The United States and Australia have signed a Technology Safeguards Agreement opening opportunity for US participation in space launches from Australia. Canada's MDA has selected SpaceX to be the launch service provider for the space technology firm's next-generation satellite constellation for Earth observation known as CHORUS. Scientists from the Air Force Research Lab are leading the first non-domestic Cooperative Research and Development Agreement (CRADA) between the US Space Force and two Indian companies, and more.  Remember to leave us a 5-star rating and review in your favorite podcast app. Miss an episode? Sign-up for our weekly intelligence roundup, Signals and Space, and you'll never miss a beat. And be sure to follow T-Minus on LinkedIn and Instagram. T-Minus Guest Our guest today is Dr. Mindy Howard, founder and CEO of Cosmic Girls Foundation. You can connect with Mindy on LinkedIn and learn more about the Cosmic Girls Foundation on their website. Selected Reading Canada's MDA taps SpaceX to launch CHORUS satellite constellation- Reuters IHS Towers Partners with Limitless Space Institute to Inspire Space Exploration and Education in Brazil and Nigeria- Business Wire 1st international CRADA between AFRL, Indian startups ignites strategic collaboration for USSF in space technologies SDA gets OK to begin limited testing of data satellites Link 16 nodes Putin aims to have Russian space station by 2027- Reuters SoundingRocket.org Space Force sees SATCOM awards surging to $20 billion this fiscal year Space Force Solidifies New JTAGS Mission With Stand-Up of Squadron and Detachment Artificial Intelligence in Its Many Forms Will Be the Most Important Area of Technology in 2024, According to New IEEE Global Survey of CIOs, CTOs and Technology Leaders T-Minus Crew Survey We want to hear from you! Please complete our 4 question survey. It'll help us get better and deliver you the most mission-critical space intel every day. Want to hear your company in the show? You too can reach the most influential leaders and operators in the industry. Here's our media kit. Contact us at space@n2k.com to request more info. Want to join us for an interview? Please send your pitch to space-editor@n2k.com and include your name, affiliation, and topic proposal. T-Minus is a production of N2K Networks, your source for strategic workforce intelligence. © 2023 N2K Networks, Inc. Learn more about your ad choices. Visit megaphone.fm/adchoices

The Air Force Research Laboratory, the hub of innovation for the Department of the Air Force, has created a new directorate that will improve business processes to enable faster research and better decision-making. Leading this Digital Capabilities Directorate is the newly-appointed Alexis Bonnell, who concurrently serves as AFRL's first CIO. She is now charged with making the digital dominance the service is working to achieve a reality. A longstanding federal and industry technology leader from Google, Bonnell discusses the impetus for the new directorate and how she is planning to adopt technology and best practices to speed up innovation and get the capabilities into the hands of military servicemembers more quickly.

BestPodcastintheMetaverse.com Canary Cry News Talk #666 - 09.13.2023 - Recorded Live to 1s and 0s HEXAKOSIOI HEXEKONTA HEXAPHOBIA | The Creator, CIAVID19, Meltocalypse Deconstructing Corporate Mainstream Media News from a Biblical Worldview The Show Operates on the Value 4 Value Model: http://CanaryCry.Support Join the Supply Drop: http://CanaryCrySupplyDrop.com                                  Submit Articles: http://CanaryCry.Report                           Join the T-Shirt Council: http://CanaryCryTShirtCouncil.com Resource: Index of MSM Ownership (Harvard.edu)                    Resource: Aliens Demons Doc (feat. Dr. Heiser, Unseen Realm) Tree of Links: http://CanaryCry.Party   This Episode was Produced By: Executive Producers Sir LX Protocol V2, Knight of the Berrean Protocol*** Felicia D*** Spiritually Minded*** Christine S*** Sir Darrin Knight of the Hungry Panda's***   Producers Anonymous Fed Chairman Who is a Big Fan Sir Marti K knight of the wrong timeline Malik W Jacob B DrWhoDunDat Sir Casey the Shield Knight Veronica D Sir Scott Knight of Truth Dame Gail Canary Whisperer and Lady of X's and O's Sir Morv Knight of the Burning Chariots   CanaryCry.ART Submissions JonathanF Sir Dove Knight of Rusbeltia   Micro-Fiction Runksmash - He drops into the storm drain and shuts the grate behind him, he begins making a beeline for the outskirts, but when he passes a branch he hears a strange sound, pausing, he looks left and sees it, a battered old phone playing a podcast about water.    Stephen S - “Thanks for your laser focus attention on project Mauna Loa!” beamed the chief of the AFRL's Directed Energy Directorate.  “Our next project is coming up and its target date is September 23.”   CLIP PRODUCER Emsworth, FaeLivrin, Joelms, Laura   TIMESTAPERS Jade Bouncerson, Christine C, Pocojo, Morgan E   CanaryCry.Report Submissions JAM   REMINDERS Clankoniphius   SHOW NOTES/TIMESTAMPS Podcast = T - 4:57 from D-Live HELLO, RUN DOWN 8:44 V / 3:47 P 666 10:00 V / 5:03 P Gifty Powers Calls Out Rema, Claims Is Member of 666 (Legit) THE HISTORY OF THE NUMBER OF THE BEAST EXPLAINED (GRUDGE)   DAY JINGLE/EXEC/KNIGHTING 1:30:05 V / 1:25:08 P SPEAKPIPE/TALENT   TIME 2:08:51 V / 2:03:54 P END

BestPodcastintheMetaverse.com Canary Cry News Talk #655 - 08.14.2023 - Recorded Live to 1s and 0s FEAR THE SPHERE | MH370 Revisited, Maui Fire Anomalies, Woke Eugenics, Jerusalem Gems Deconstructing Corporate Mainstream Media News from a Biblical Worldview                         The Show Operates on the Value 4 Value Model: http://CanaryCry.Support Join the Supply Drop: http://CanaryCrySupplyDrop.com                                  Submit Articles: http://CanaryCry.Report                           Join the T-Shirt Council: http://CanaryCryTShirtCouncil.com Resource: Index of MSM Ownership (Harvard.edu)                    Resource: Aliens Demons Doc (feat. Dr. Heiser, Unseen Realm) Tree of Links: http://CanaryCry.Party   This Episode was Produced By: Executive Producers Felicia D***   Producers Malik W Sir Ike The Tinfoil Hat Man Six-String Strummer of the East Ozark Highlands and Keeper of the Honking Cobra-Chicken Sir LX Protocol V2 Knight of the Berrean Protocol Sir Casey the Shield Knight Veronica D Sir Scott Knight of Truth Dame Gail Canary Whisperer and Lady of X's and O's Sir Morv Knight of the Burning Chariots   CanaryCry.ART Submissions LittleOwen JonathanF Sir Dove Knight of Rusbeltia Shagan   Micro-Fiction Stephen S - After Desdemona's grand speech at the “AI for Good Global Summit”, it fell to the ground in a robotic epileptic fit.  Security analysis  quickly traced a cyber attack back to Hanson Robotics datacenter where her “sister” Sophia's AI processing resides.     CLIP PRODUCER Emsworth, FaeLivrin, Joelms, Laura   TIMESTAPERS Jade Bouncerson, Christine C, Pocojo, Morgan E   CanaryCry.Report Submissions JAM   REMINDERS Clankoniphius   SHOW NOTES/TIMESTAMPS Podcast T- 03:10 HELLO, RUN DOWN 5:14 V / 2:04 P   ALIENS 6:40 V / 3:30 P Flying 7ft-tall 'alien' attackers in Peru were illegal gold mining gang on JETPACKS (DailyMail)   UFOs 19:28 V / 16:18 P Flying orbs spinning around plane 'shows proof of teleportation' MH370 theory (Mirror UK) → Fact Check: Do Videos Show MH370 Boeing 'Teleported' Away by UFOs? (Newsweek)   DAY JINGLE/V4V/EXEC./supply 30:26 V / 27: 16 P   FLIPPY 42:25 V / 39:15 P Man builds Johnny 5 robot from Short Circuit film (BBC)   WW3/LASERS/RABBIT TRAIL 56:30 V /53:20 P Only 2 of estimated 93 victims of Maui fires ID'd so far, bodies 'fall apart' (NY Post)   ANOMALY 1: John Pelletier 57:51 V / 54:41 P → Bio for John Pelletier, Maui County Police Chief (John Pelletier Linkedin) → June 2017, John Pelletier justified shooting as police in Las Vegas, NV (KNPR) → No records of ANY news articles quoting John Pelletier after LV Massacre in Oct. 2017 → He definitely was serving during the LV massacre → But, Pelletier featured in Nov. 2017 about trying to catch robber from Bellagio (abc) → April 2021: ‘Disguised' fentanyl pills fuel soaring deaths in LV Valley (Review J) → Oct. 2021: Las Vegas police captain named police chief in Maui, HI (Review J) → Sept. 2022: People in Maui didn't like him, Commission declines discipline (Maui News)   ANOMALY 2: Maui Property Conspiracy 1:06:52 V /1:03:42 P ANOMALY 3: Directed Energy Weapons 1:16:02 V / 1:12:52 P Note: Chinese Military claims, Built Laser Weapons That Can Fire Indefinitely (Futurism)  → Air Force Research Lab (AFRL), open position for Directed Energy Research, Maui → AFRL bio for Dr. Kelly D. Hammett, long time leader in DE weapons, Maui history → AFRL 2022, Dr. Hammett bragging about THOR, Maui DE Space Surveillance Squadron → THOR: Kinetic Bombardment or “Rods from God” HARRY BIDEN 1:29:38 V /1:26:28 P Clip: No comment on Maui Fire Seeking $10 bn more, $200 million to Ukraine (NPR) FEMA to give $700 to each Hawaiian family (abd)   WOKE/EUGENICS Mothers Negatively affected by having three daughters and no sons (The Guardian)   TREASURE/SPEAKPIPE/TALENT 1:43:33 V / 1:40:23 P   BIBLICAL 2:16:30 V / 2:13:20 P Bible comes to life as precious gems discovered for first time in Israel (Fox)   V4V/TIME 2:29:56 V / 2:26:46 P END

Today's Story: Flying with A-I

The Intelligence Advanced Research Projects Activity (IARPA) launches an initiative to track space debris. All observations are suspended at NSF's National Optical-Infrared Astronomy Research Laboratory (NOIRLab) after a cyberattack. The UK Space Agency has announced a new initiative to fund Earth Observation technologies, and more. Remember to leave us a 5-star rating and review in your favorite podcast app. Miss an episode? Sign-up for our weekly intelligence roundup, Signals and Space, and you'll never miss a beat. And be sure to follow T-Minus on Twitter and LinkedIn. T-Minus Guest And our guest today is Jack Cohen, Program and Mission Manager at AstroDigital.  You can connect with Jack on LinkedIn and learn more about Astro Digital on their website. Selected Reading IARPA LAUNCHES AMBITIOUS EFFORT TO TRACK MICRO SPACE DEBRIS Attempted Cyber Attack on NSF's NOIRLab- NOIRLab UK Space Agency funding for technologies to monitor the Earth- UK Gov National Risk Register 2023- UK Gov Scientists reveal blueprint of China's lunar water-ice probe mission- CGTN China launches new meteorological satellite- CGTN iRocket Signs Development Agreement with AFRL to Use High Thrust Facility- Via Satellite Navy safely recovers mock space capsule off San Diego in big step toward sending humans to the moon- The San Diego Union Tribune U.S. Space & Rocket Center to break ground on newly renovated ‘rocket park'- WHNT Space Coast Economic Development Commission Announces Spaceport Commerce Park Selected for FPL's Florida First Sites Program- Space Coast Daily New Facility Aims to Propel U.S. Hypersonics Research- National Defense Magazine Bruised Earth uncovered by new mapping product- Space-Intelligence James Webb Telescope Spots 'Question Mark' In Space- the Weather Channel T-Minus Crew Survey We want to hear from you! Please complete our 4 question survey. It'll help us get better and deliver you the most mission-critical space intel every day. Want to hear your company in the show? You too can reach the most influential leaders and operators in the industry. Here's our media kit. Contact us at space@n2k.com to request more info. Want to join us for an interview? Please send your pitch to space-editor@n2k.com and include your name, affiliation, and topic proposal. T-Minus is a production of N2K Networks, your source for strategic workforce intelligence. © 2023 N2K Networks, Inc. Learn more about your ad choices. Visit megaphone.fm/adchoices

How fit are guardians, you know, the service members in the U.S. Space Force? The Air Force would like to know. So the Air Force Research Lab (AFRL) is running an experiment to find out what information wearable fitness devices might yield, and whether they will help increase the fitness of guardians. For details, Federal Drive Host Tom Temin spoke with Katharine Kelley, the Deputy Chief of Space Operations for Human Capital at the Space Force, and with James Christensen, a Product-Line Lead at the AFRL. Learn more about your ad choices. Visit megaphone.fm/adchoices

How fit are guardians, you know, the service members in the U.S. Space Force? The Air Force would like to know. So the Air Force Research Lab (AFRL) is running an experiment to find out what information wearable fitness devices might yield, and whether they will help increase the fitness of guardians. For details, Federal Drive Host Tom Temin spoke with Katharine Kelley, the Deputy Chief of Space Operations for Human Capital at the Space Force, and with James Christensen, a Product-Line Lead at the AFRL. Learn more about your ad choices. Visit podcastchoices.com/adchoicesSee Privacy Policy at https://art19.com/privacy and California Privacy Notice at https://art19.com/privacy#do-not-sell-my-info.

For your situational awareness, science, technology, engineering and mathematics skills are critical to the Department of the Air Force's need to accelerate change. Having a diverse set of voices working on solutions is also critical. In this episode of FYSA we'll learn how the Air Force is working to encourage new generations to pursue STEM careers through programs like Project Tuskegee, an outreach effort that exposes young people in diverse communities to what the service offers. We also meet a young engineer who benefitted from the Edison Grant, a funding source that gives Department of the Air Force STEM professionals the freedom to explore new ideas and technology. We'll also meet a rocket launch engineer and an enlisted scientist, both involved in Project Arc, a program that sends STEM pros out to work with installations on innovative approaches to local problems. Civilian scientists play a major role in developing solutions to problems, and we introduce you to one civilian scientist doing important research who also actively encourages opportunities for diversity in STEM.

Dr. Lisa Rueschhoff and Dr. Matthew Dickerson from AFRL's Materials and Manufacturing Directorate discuss the power of polymers, high temperature ceramics and the impact materials research has on our everyday lives.

This edition features stories on the Air Force Research Laboratory (AFRL), and new high-powered laser technology being developed there, keeping personal information on computers safe, the launch and deployment of a very advanced Delta II satellite that will conduct astronomy observation, Airmen participating in C-130 Hercules aircraft specialized training with their counterparts in Israel, and the Non-Commissioned Officer (NCO) Retraining Program. Hosted by Airman 1st Class Alina Richard.

Dr. Lloyd Tripp discusses aerospace physiology and his work within AFRL's 711th Human Performance Wing. Listen as we navigate through Dr. Tripp's fascinating 45 year career, including work with AFRL's Research Altitude Chambers and the only human rated centrifuge owned by the Department of Defense.

Today's Story: A Historic Partnership

Episode Summary: In episode 112 of the Aerospace Advantage, Deploying the Swarm: Autonomous Drone Operations in Denied Environments, John Baum chats about the challenges of operating drone swarms during a great power conflict with Dr. Doug Meador, the Autonomous Collaborative Vehicles Portfolio manager within AFRL's Aerospace Systems Directorate; Lt Colonel Ryan “SCUDS” Slaughter, the lead for Autonomous Collaborative Platforms in the Headquarters AF Strategy, Integration and Requirements directorate; plus Caitlin Lee and Mark Gunzinger from the Mitchell Institute team. In popular depictions, drones swarms always seem to show up at exactly the right moment, in seemingly infinite numbers, to attack their targets. But in real life combat, deploying drone swarms will require new, thoughtful and creative approaches to operations, logistics, and maintenance.  As the Air Force gets ready to field a new generation of autonomous drones – known as collaborative combat aircraft–CCAs–it will have to address these very practical considerations.  On today's podcast, we bring together operators, scientists and policy experts to identify the challenges of deploying a drone swarm in a combat environment and their implications for CCA design. Credits: Host: Lt Col (Ret.) John “Slick” Baum, Senior Fellow, The Mitchell Institute for Aerospace Studies Producer: Shane Thin Executive Producer: Douglas Birkey Guest: Dr. Doug Meador, Autonomous Collaborative Vehicles Portfolio manager, AFRL Aerospace Systems Directorate Guest: Lt Colonel Ryan “SCUDS” Slaughter, Autonomous Collaborative Platforms Lead, Headquarters AF Strategy, Integration and Requirements Directorate Guest: Dr. Caitlin Lee, Senior Fellow for UAV and Autonomy Studies, The Mitchell Institute Guest: Mark Gunzinger, Director, Future Concepts and Capability Assessments, The Mitchell Institute Links: Subscribe to our Youtube Channel: https://bit.ly/3GbA5Of Website: https://mitchellaerospacepower.org/ Twitter: https://twitter.com/MitchellStudies Facebook: https://www.facebook.com/Mitchell.Institute.Aerospace LinkedIn: https://bit.ly/3nzBisb Instagram: https://www.instagram.com/mitchellstudies/ #MitchellStudies #AerospaceAdvantage #uav #cca #drone Thank you for your continued support!

Today's Story: Partnering Through Artificial Intelligence

Today's Story: Measuring Health on a New Level

There's rarely an expected path in science. This week's episode, produced in partnership with The Carl R. Woese Institute for Genomic Biology, features two stories from scientists of their cutting-edge research institute at the University of Illinois Urbana-Champaign who took unexpected journeys to get where they are today. Part 1: After a troubling personal experience with the health care system, Heng Ji decides to try to fix it. Part 2: When Brendan Harley is diagnosed with leukaemia in high school, it changes everything. Heng Ji is a professor at Computer Science Department, and an affiliated faculty member at Electrical and Computer Engineering Department of University of Illinois at Urbana-Champaign. She is also an Amazon Scholar. She received her B.A. and M. A. in Computational Linguistics from Tsinghua University, and her M.S. and Ph.D. in Computer Science from New York University. Her research interests focus on Natural Language Processing, especially on Multimedia Multilingual Information Extraction, Knowledge Base Population and Knowledge-driven Generation. She was selected as "Young Scientist" and a member of the Global Future Council on the Future of Computing by the World Economic Forum in 2016 and 2017. She was named as part of Women Leaders of Conversational AI (Class of 2023) by Project Voice. The awards she received include "AI's 10 to Watch" Award by IEEE Intelligent Systems in 2013, NSF CAREER award in 2009, PACLIC2012 Best paper runner-up, "Best of ICDM2013" paper award, "Best of SDM2013" paper award, ACL2018 Best Demo paper nomination, ACL2020 Best Demo Paper Award, NAACL2021 Best Demo Paper Award, Google Research Award in 2009 and 2014, IBM Watson Faculty Award in 2012 and 2014 and Bosch Research Award in 2014-2018. She was invited by the Secretary of the U.S. Air Force and AFRL to join Air Force Data Analytics Expert Panel to inform the Air Force Strategy 2030. She is the lead of many multi-institution projects and tasks, including the U.S. ARL projects on information fusion and knowledge networks construction, DARPA DEFT Tinker Bell team and DARPA KAIROS RESIN team. She has coordinated the NIST TAC Knowledge Base Population task since 2010. She was the associate editor for IEEE/ACM Transaction on Audio, Speech, and Language Processing, and served as the Program Committee Co-Chair of many conferences including NAACL-HLT2018 and AACL-IJCNLP2022. She is elected as the North American Chapter of the Association for Computational Linguistics (NAACL) secretary 2020-2023. Her research has been widely supported by the U.S. government agencies (DARPA, ARL, IARPA, NSF, AFRL, DHS) and industry (Amazon, Google, Facebook, Bosch, IBM, Disney). Heng Ji is supported by NSF AI Institute on Molecule Synthesis, and collaborating with Prof. Marty Burke at Chemistry Department at UIUC and Prof. Kyunghyun Cho at New York University and Genetech on using AI for drug discovery. Dr. Brendan Harley is a Professor of Chemical and Biomolecular Engineering at the University of Illinois at Urbana-Champaign. His research group develops biomaterial that can be implanted in the body to regenerate musculoskeletal tissues or that can be used outside the body as tissue models to study biological events linked to endometrium, brain cancer, and stem cell behavior. He's a distance runner who dreams of (eventually) running ultramarathons. Follow him @Prof_Harley and www.harleylab.org. Learn more about your ad choices. Visit podcastchoices.com/adchoices