Podcasts about Fort Belvoir

Semper Valens Solutions designs DevSecOps infrastructure for DISA, develops cyber weapons systems for the Air Force, supports the Army's deployment of force protection platforms and C2 systems, plus does non-cleared work for DHA, VA, and the FBI. Company COO Nick Brown shares the importance of treating candidates well in the hiring process, doing more than just applying for the position, and how the company deals with the challenges of return to office. 4:20 Most positions are Secret to TS/SCI. Locations include San Antonio, Aberdeen, MD, Fort Belvoir, and Fort Huachuca, among others.5:47 Semper Valens means always strong.9:02 How the company works to build company cohesion and culture.Find complete show notes at: https://clearedjobs.net/semper-valens-solutions-valuing-every-candidate-podcast/_ This show is brought to you by ClearedJobs.Net. Have feedback or questions for us? Email us at rriggins@clearedjobs.net. Sign up for our cleared job seeker newsletter. Create a cleared job seeker profile on ClearedJobs.Net. Engage with us on LinkedIn, Facebook, Instagram, X, or YouTube. _

For our Fourth of July episode of the Line Life Podcast, we are celebrating those who dedicate their lives to service, not only in the line trade but also through the U.S. military. Our guest, SSG Christopher Garrett, discusses the opportunities available to lineworkers through the U.S. Army Reserve and active-duty in the 249th Engineer Battalion or Prime Power.  He traveled from Fort Belvoir in Virginia to Kansas City for the International Lineman's Rodeo Week to support the competitors and teams in the military division and create awareness about the training and work opportunities available through Prime Power. To learn more, you can stop by their booth at the 2025 International Lineman's Expo, visit their website or listen to Part 1, Part 2 and Part 3 of our Veterans in the Line Trade series on Podbean. You can also read a story called Veterans in the Line Trade, which explores opportunities for military veterans to become trained as lineworkers.  Thank you for tuning in to the Line Life Podcast, and Happy Fourth of July to lineworkers and your families!

For our Fourth of July episode of the Line Life Podcast, we are celebrating those who dedicate their lives to service, not only in the line trade but also through the U.S. military. Our guest, SSG Christopher Garrett, discusses the opportunities available to lineworkers through the U.S. Army Reserve and active-duty in the 249th Engineer Battalion or Prime Power.  He traveled from Fort Belvoir in Virginia to Kansas City for the International Lineman's Rodeo Week to support the competitors and teams in the military division and create awareness about the training and work opportunities available through Prime Power. To learn more, you can stop by their booth at the 2025 International Lineman's Expo, visit their website or listen to Part 1, Part 2 and Part 3 of our Veterans in the Line Trade series on Podbean. You can also read a story called Veterans in the Line Trade, which explores opportunities for military veterans to become trained as lineworkers.  Thank you for tuning in to the Line Life Podcast, and Happy Fourth of July to lineworkers and your families!

Sean Hagerty is a retired Special Operations Soldier with over 25 years of experience. He spent his younger years training and conducting combat operations with the 1st of the 75th Ranger Regiment. After nine years, in 2005, he was selected for and assigned to a Special Operations unit at Fort Belvoir, Virginia. There he spent sixteen years and finished his military career, retiring as a Sergeant Major. He received several awards and decorations throughout his career including three Bronze Stars. Sean currently works for the Department of Defense Science Board as the Senior Advisor. “The Defense Science Board (DSB) is charged with solving tough, technical, national security problems for the Secretary of Defense, the Deputy Secretary of Defense, the Under Secretaries of Defense, the Chairman and Vice Chairman of the Joint Chiefs of Staff, and other senior Department officials.” His wife Misty is an Executive Officer at the National Geospatial-Intelligence Agency. Their children Courtney, Travis, Samantha, and Delaney all live in the Washington D.C. area and are thriving, growing and traveling along their own paths. The grandchildren Rowen, Jameson, and Wren keep Sean and Misty busy. Sean Hagerty has combined over 25+ years of service in the Special Operations community and deep-rooted research instincts from years of academic pursuits in history to tell this story. This story was written mostly in the plush seats of the daily Tackett's Mill/Pentagon commuter bus and the shaky bucket seats of the Franconia Springfield/Largo blue metro line. However, a few chapters were written while traveling for work, taking advantage of uninterrupted thoughts on an airliner. One chapter was even written during an evening break while on a business trip aboard the USS Nimitz CVN 68 aircraft carrier out in the Pacific Ocean. Cabal all came together during evening edits in his home shared with Misty, in Lakeridge, Virginia. Jones Point was the first novel in the Dane Cooper series. Cabal is the second. The Department of Defense, Defense Office of Prepublication and Security Review has cleared the publication of both novels. Review was required due to Sean's past and current security clearance. Jones Point was published by Blue Handle Publishing on April 15th, 2024. Cabal will be released June 6th, 2025.. Readers can learn more about Sean at authorseanhagerty.com and follow Sean.Hagerty.73 on Facebook/Instagram and @seanhagerty850 on TikTok.See omnystudio.com/listener for privacy information.

In this episode, Major Ceara Riggs, Associate Professor in the Administrative and Civil Law Department (ADA) at The Judge Advocate General's Legal Center and School (TJAGLCS) interviews Ms. Traci Voelke, Legal Assistance Attorney at Fort Belvoir and Gold Star Spouse. Ms. Voelke discusses various benefits available to the surviving spouses and children of Service members who have died while serving. Ms. Voelke explains the importance of available benefits, the timelines and processes for electing such benefits, and how various benefits interact or offset each other so families can make informed decisions and Judge Advocates can appropriately advise commanders. Ms. Voelke's husband, MAJ Paul Voelke, was killed in Afghanistan in 2012 while on his fifth deployment. Despite being the family care team coordinator for her husband's unit, she was not prepared for the myriad of benefit complexities that ensued but has since learned about the benefits available and advocated for additional benefits for surviving family members. Outside of her military work, she also serves as a board member and Survivor Outreach Coordinator for the 98 Fund / the Alaska Project, advises the Chief of Staff of the Army and the Chairman of the Joint Chiefs on issues affecting military survivors as part of the Survivor Advisory Working Group, and recently served on the DoD working group, “Making Your Final Wishes Known.”

We welcome two people who have devoted themselves to educating the nation about the long Korean War and those who served and sacrificed for South Korea's freedom. The first is Susan Kee whose “Honoring Korean War Veterans” project has documented the stories of over 500 Korean War veterans and advocated for the families of those still MIA since the war. Joining Susan is Army Korean War veteran Ron Twentey, who served in Korea in 1955-1957. Ron grew up in a small farm community near Frederick, Maryland, and worked on local farms from the age of ten, performing hard labor without modern mechanized equipment. Earning 25 cents an hour, he gained an appreciation for the value of work. A strong childhood memory from 1944 was collecting milkweed pods for the war effort, which were used as a substitute for kapok in life jackets. This initiative made him feel like he was contributing to the war. During high school, Twentey watched the Korean War unfold. He was awarded a scholarship to the University of Maryland for his track and field abilities but was uncertain about his future. Ultimately, he decided to enlist in the U.S. Army for three years, intending to return to school afterward. His military service began with basic training at Fort Jackson, South Carolina, with the 101st Airborne Division. He then attended the Engineer School at Fort Belvoir, Virginia, specializing in military drafting. Upon completing his training, Twentey and his entire class of 22 men were assigned to Korea. Departing from Seattle, Washington, on a troop ship, he arrived in Inchon after a 20-day journey. From there, they took an old steam train north toward the DMZ. Unaware of their exact destination, they were dropped off and left alone until a convoy of trucks transported them to a replacement tent compound. That night, local Korean boys raided the camp, stealing Army blankets and supplies—a common occurrence due to poverty and shortages following the war. The next day, Twentey was assigned to Headquarters, 24th Infantry Division, G-3 Combat Operations, south of Munsan-Ni. The division had recently returned from Japan to safeguard the DMZ following the Korean War armistice. The fragile peace was frequently challenged by North Korean infiltrators. Twentey served as an Infantry Operations Specialist and Platoon Sergeant, maintaining records of minefield locations above the Imjin River, overseeing maps in the bunker and mobile war rooms, and tracking U.S. and UN troop movements within the DMZ. His work was classified, reflecting the sensitive nature of operations at the time. Additionally, he was tasked with plotting potential nuclear targets throughout North Korea. Using the “Atomic Annie” cannon as a potential delivery method, his job required pinpointing key targets—a task so secretive that he was ordered to forget about it once completed. Twentey served in Korea for 16 months before returning to the U.S. and becoming an engineering instructor. After leaving the military, he worked as a draftsman, eventually transitioning into marketing and communications. His contributions highlight the intricate and often perilous roles played by soldiers in the Korean War and its aftermath, emphasizing the enduring challenges of peacekeeping in a volatile region.

Published to coincide with the 250th anniversary, this sweeping narrative is an astute exploration of thefive critical military events that changed the outcome of the Revolutionary War.About theAuthor:John R. Maass is a staff member of the NationalMuseum of the U.S. Army at Fort Belvoir. He received a BA in history from Washington and Lee University and a PhD in early American history at The Ohio State University. He is the author of several books on U.S. military history, including North Carolina & the French and Indian War (2013); Defending a New Nation, 1783-1811 (2013); The Road to Yorktown (2015); George Washington's Virginia (2017); and The Battle of Guilford Courthouse (2020).For more info on the book click HERE

1.35 million applicants received a military entrance physical from 2016 to 2020, and about 15% of them received an initial disqualification. More than half of these disqualified applicants sought a waiver, and they were more likely than not to get approved. This whole system can be frustrating and opaque, so in this episode we dive into the medical standards and waiver process with a guest who was deeply involved. Dr. Christopher D. Meyering is a board-certified Primary Care Sports Medicine physician. He attended medical school at the Arizona College of Osteopathic Medicine, Midwestern University and subsequently completed his Family Medicine internship and residency training at DeWitt Army Community Hospital at Fort Belvoir, VA. Following a 2-year assignment in Germany, he completed a Sports Medicine Fellowship at the Tri-Service Primary Care Fellowship at Fort Belvoir, VA. He is certified by the American Board of Family Physicians with a Certificate of Added Qualification in Sports Medicine, and he is a Fellow of the American Academy of Family Physicians. Dr. Meyering retired from the U.S. Army after 21 years of Service which included 3 combat deployments to Iraq and Afghanistan as a Battalion Surgeon for Infantry, Armor, and Field Artillery units. Several key positions during his career were assignments as the Command Surgeon for the U.S. Army Training and Doctrine Command which oversees all recruiting and training for the entire U.S. Army; the Command Surgeon for the U.S. Army Recruiting Command which made him the medical waiver authority for the Army; and the Division Surgeon for the 1st Cavalry Division. Dr. Meyering was the Chief Medical Officer for the 2022 and 2024 DoD Warrior Games held in Orlando, FL. Additionally he was the co-medical lead for the 2021 Invictus Games held in The Hague, The Netherlands and for the 2023 Invictus Games in Dusseldorf, Germany. He is currently the Chief Medical Officer for all upcoming DoD Warrior Games and is the Medical Lead for Team U.S. at the 2025 Invictus Games in Vancouver and Whistler, Canada. He is the author of multiple peer-reviewed articles, book chapters, and published abstracts, and he has presented at international and national conferences and events. He was previously the assistant team physician for George Mason University and covered all collegiate sports. He volunteered medical services at multiple levels and events to include the Marine Corps marathon, the Army 10 miler, the Augusta Half Iron Man Triathlon, All Army Wheelchair basketball, USA National and Golden Gloves Boxing events, Army combatives tournaments, professional fast pitch softball, and Special Olympics. We reference a lot of data from this AMSARA report "Accession Medical Standards Analysis and Research Activity"Some other relevant reporting on the issue includes this piece from The War Horse and this discussion of recent changes from AUSACOL (R) Meyering told a story about national media attention on some of his work, and you can find that coverage here

(AURN News) — In a significant development concerning last month's devastating aviation disaster, federal investigators revealed this week that a military helicopter was operating well above the maximum altitude recommended when it collided with a commercial airliner landing at Reagan Washington National Airport, resulting in 67 people losing their lives. According to National Transportation Safety Board officials, preliminary air traffic control data from DCA indicates the U.S. Army Black Hawk helicopter was flying at an altitude of 300 feet when it struck American Airlines Flight 5342 on January 30. This height was substantially above the maximum permitted altitude of 200 feet established for helicopters operating in that airspace. The catastrophic collision occurred between the American Airlines passenger jet which had departed from Wichita, Kansas, and the military helicopter conducting routine training exercises from Fort Belvoir, Virginia. The crash claimed the lives of all 64 individuals aboard the commercial aircraft, including 60 passengers and four crew members, along with three U.S. Army personnel in the helicopter. As part of their ongoing investigation, NTSB teams have been systematically recovering wreckage from the accident site. Key components of the CRJ 700 commercial jet, including its right wing and substantial portions of the cockpit, have already been retrieved. Investigators are also focused on recovering the Black Hawk helicopter's wreckage from the Potomac River, which they expect to accomplish this week.  The investigation continues as families and communities across the country mourn what stands as one of the deadliest aviation accidents in recent U.S. history. Learn more about your ad choices. Visit megaphone.fm/adchoices

Col. William "Burner" Dunn, former military attack helicopter pilot, shares his insights into the tragic collision in Washington, DC. Colonel Dunn flew in many of the world's deadliest hot spots in dozens of combat missions as an attack helicopter pilot. He and his team currently support U.S. Central Command (USCENTCOM), Marine Forces Central Command (MARCENT), U.S. Cyber Command (USCYBERCOM), U.S. Strategic Command (USSTRATCOM), and Special Operations Command Central (SOCCENT) around the world. In the aftermath of the devastating aviation disaster in Washington, DC—the worst in America since 2009—decorated veteran military attack helicopter pilot Colonel William “Burner” Dunn provides expert analysis. Colonel Dunn is a combat-proven pilot who has flown dozens of missions in some of the world’s most volatile war zones. He shares his no-nonsense, informed perspective on how this tragedy could have occurred in one of the world’s most heavily monitored air corridors. His military helicopter pilot expertise and credibility make him an invaluable voice in understanding this tragic event. He is a military attack helicopter pilot who has flown in and around Washington, DC. With decades of experience navigating high-stakes aerial operations, Colonel Dunn can tell us more about: -Why this military helicopter training flight might have veered into Reagan National Airport's flight path -The strengths and vulnerabilities of the Blackhawk UH-60 helicopter that collided with the American Eagle flight as it was about to land in Reagan National Airport -The 12th Aviation Battalion, based out of Fort Belvoir, which provides helicopter transportation and “technical rescue support” to the National Capital Region -Whether Washington, DC’s crowded airspace—encompassing Reagan National, Dulles, BWI, Andrews Air Force Base, and more—poses systemic risks to aviation safety William Dunn is the President of Strategic Resilience Group, LLC. He started the company in July 2016 after his retirement from a 33-year career in the United States Marine Corps, during which he rose through the ranks of Private through Sergeant, and Second Lieutenant through Colonel. He attended Old Dominion University, earning a bachelor's degree in business administration; and Boston University, where he completed his master's degree in Business Administration. He also completed a master's degree in Strategic Studies. Upon completion of the Marine Corps Basic School and the Infantry Officers Course in Quantico, Virginia, he reported to NAS Pensacola for flight training. He was assigned as a Marine Cobra pilot and completed multiple deployments including a seven-month deployment to Iraq as commander of HMLA-369, "The Gunfighters" in support of Operation Iraqi Freedom 06-08. He is married to his wife, Mimi, and they have two daughters, Sarah and Laura. More information on his book "Gunfighters Rule" here: https://www.amazon.com/Gunfighters-Rule-William-Dunn/dp/1662948980/ref=monarch_sidesheet_image NewsTalkSTL website: https://newstalkstl.com/ Rumble: https://rumble.com/c/NewsTalkSTL Twitter/X: https://twitter.com/NewstalkSTL Facebook: https://www.facebook.com/NewsTalkSTL Livestream 24/7: bit.ly/NEWSTALKSTLSTREAMSSee omnystudio.com/listener for privacy information.

(8:05am) MORNING NEWS DUMP It'll be a while before we find out what may have caused the collision in the skies over the Potomac River in DC. Sen. Tim Kaine comments on the air traffic in the northeast corridor and at Reagan National Airport.Stephen Miller comments on the issues with DEI at the FAA.St. Louis City will hand out city government-issued ID cards to people who can't or won't get one from the State. They're called Gateway Cards and are not legal as ID for things like voting.Kristi Noem comments on the preparations at Guantanamo Bay for violent illegal aliens.Former ND Gov. Doug Burgum will be the new Secretary of the Interior. MO Sen. Josh Hawley is not super confident about Tulsi Gabbard getting enough votes to become the Director of National Intelligence (DNI).Blues (23-24-4) are on the road tonight to face the Avalanche (29-21-2) in Colorado at 8pm. (8:20am) Our Flashback Friday theme today is bad songs that were hits in the '80s. How did that happen?!? We tabulated listener votes for the "best worst" hit songs in the '80s...those songs that make you think "why did we love THAT song back then??" It was tough narrowing it down to 10 songs! You can check out the list on our website at www.newstalkstl.com Go to ON-AIR at the top of the page and the pulldown menu will show Mike Ferguson in the Morning. Click on that, go to our page, and scroll down to Mike's Morning Music. Click on that and you'll see the Flashback Friday song lists with links to the music videos for the songs! Enjoy the tunes! (8:35am) Col. William "Burner" Dunn, former military attack helicopter pilot, shares his insights into the tragic collision in Washington, DC. Colonel Dunn flew in many of the world's deadliest hot spots in dozens of combat missions as an attack helicopter pilot. He and his team currently support U.S. Central Command (USCENTCOM), Marine Forces Central Command (MARCENT), U.S. Cyber Command (USCYBERCOM), U.S. Strategic Command (USSTRATCOM), and Special Operations Command Central (SOCCENT) around the world. In the aftermath of the devastating aviation disaster in Washington, DC—the worst in America since 2009—decorated veteran military attack helicopter pilot Colonel William “Burner” Dunn provides expert analysis. Colonel Dunn is a combat-proven pilot who has flown dozens of missions in some of the world’s most volatile war zones. He shares his no-nonsense, informed perspective on how this tragedy could have occurred in one of the world’s most heavily monitored air corridors. His military helicopter pilot expertise and credibility make him an invaluable voice in understanding this tragic event. He is a military attack helicopter pilot who has flown in and around Washington, DC. With decades of experience navigating high-stakes aerial operations, Colonel Dunn can tell us more about: -Why this military helicopter training flight might have veered into Reagan National Airport's flight path -The strengths and vulnerabilities of the Blackhawk UH-60 helicopter that collided with the American Eagle flight as it was about to land in Reagan National Airport -The 12th Aviation Battalion, based out of Fort Belvoir, which provides helicopter transportation and “technical rescue support” to the National Capital Region -Whether Washington, DC’s crowded airspace—encompassing Reagan National, Dulles, BWI, Andrews Air Force Base, and more—poses systemic risks to aviation safety William Dunn is the President of Strategic Resilience Group, LLC. He started the company in July 2016 after his retirement from a 33-year career in the United States Marine Corps, during which he rose through the ranks of Private through Sergeant, and Second Lieutenant through Colonel. He attended Old Dominion University, earning a bachelor's degree in business administration; and Boston University, where he completed his master's degree in Business Administration. He also completed a master's degree in Strategic Studies. Upon completion of the Marine Corps Basic School and the Infantry Officers Course in Quantico, Virginia, he reported to NAS Pensacola for flight training. He was assigned as a Marine Cobra pilot and completed multiple deployments including a seven-month deployment to Iraq as commander of HMLA-369, "The Gunfighters" in support of Operation Iraqi Freedom 06-08. He is married to his wife, Mimi, and they have two daughters, Sarah and Laura. More information on his book "Gunfighters Rule" here: https://www.amazon.com/Gunfighters-Rule-William-Dunn/dp/1662948980/ref=monarch_sidesheet_image (8:50am) The top '80s song that people love to hate is Starship's "We Built This City." We try to figure out how that happened! NewsTalkSTL website: https://newstalkstl.com/ Rumble: https://rumble.com/c/NewsTalkSTL Twitter/X: https://twitter.com/NewstalkSTL Facebook: https://www.facebook.com/NewsTalkSTL Livestream 24/7: bit.ly/NEWSTALKSTLSTREAMSSee omnystudio.com/listener for privacy information.

For review:1. US Army Black Hawk Collides with Passenger Jet Near Reagan National Airport.The two aircraft crashed as the American Airlines flight from Wichita, Kansas, with 64 people aboard, was approaching the runway flying over the Potomac River. The Black Hawk was on a training flight from Davison Army Airfield at Fort Belvoir. There were no survivors found. 2. Eight Hostages released from Gaza after 482 days in captivity- 3 Israelis & 5 Thai citizens.3. Iranian Foreign Minister Abbas Araghchi visits Hamas leaders in Qatar.4. Iran Unveils Long-Range & Long-Endurance Drone- Shahed-149.5. Sweden's Latest Military Aid Package to Ukraine Worth $1.2 Billion.Sweden will also provide financing for priority needs such as artillery, long-range strike capabilities, and drones. 6. Netherlands to procure 22 x Skyranger Mobile Air Defense Systems protect the maneuver battalions of its medium and heavy infantry brigades. The Skyranger's Oerlikon 30 mm revolver cannon has a firing rate of around 1,200 rounds per minute, and can fire programmable airburst munitions. 

//The Wire//2300Z January 30, 2025////PRIORITY////BLUF: COMMERCIAL AIRCRAFT COLLIDES WITH ARMY HELICOPTER IN WASHINGTON D.C.// -----BEGIN TEARLINE------HomeFront-Washington D.C. - At approximately 9:00pm last night, American Airlines Flight 5342 collided with a VH-60M Blackhawk helicopter while on short final approach to Ronald Reagan Washington National Airport (DCA). Both aircraft collided catastrophically, with the debris field largely landing in the Potomac River southeast of the airport. Following the incident, an extremely large scale Mass Casualty (MASCAL) Incident was declared, leading to a large inter-agency rescue operation. Throughout the night, 28x fatalities were reportedly recovered from the involved aircraft. This official casualty figure is expected to rise as the manifest of the American Airlines flight indicated 64x souls onboard at the time of the incident, and 3x crew onboard the Blackhawk. So far, no survivors have been reported from either aircraft. AC: Due to water temperatures being at freezing levels, even if anyone did survive the initial violent collision it is extremely unlikely for anyone to have survived being immersed in water at these temperatures for any length of time.Regarding the manifest of the Blackhawk, few details have been released due to both the privacy considerations for the families, as well as security concerns. The VH-60M helicopter in question was a US Army helicopter from Bravo Company, 12th Aviation Battalion operating out of Davison Army Airfield in Fort Belvoir, VA. This airframe was operating under the callsign of "PAT25", functioning as one of the Priority Air Transport aircraft for VIPs throughout the National Capitol Region (NCR). Per the latest information released by authorities, no VIPs were onboard at the time of the incident as this was a training flight.-----END TEARLINE-----Analyst Comments: At the moment, there are no indications of malign action regarding the collision of AA5342 and PAT25. So far all indications line up suggesting that not only was this a tragic accident, but that the potential for this exact scenario to happen has been many years in the making.Right now, one of the more overwhelming aspects of this accident is that of engagement farming, outrage-baiting, and the spread of generally false information. Or course, the question on everyone's mind is "How could this have happened?". Unfortunately, when it comes to Army aviation, especially within the National Capitol Region (NCR), this mishap is completely within the realm of possibility.Over the past few years, it also became popular for military aviation to fly without their transponders on, or perhaps more accurately, without using ADS-B transponder modes. In short, few military helicopters even have ADS-B, and those that do have been less inclined to use it. As much outrage abounds regarding this helicopter "flying dark" one must remember that most military aircraft do not have even have ADS-B transponders equipped, rather relying on different transponder modes to make their presence known to aircraft around them. As such, the absence of ADS-B data on public flight tracking websites does not automatically mean that the aircraft was "flying dark", they could have been using a different transponder mode that wouldn't show up on many public websites.Further concern has been expressed by various entities (to include the POTUS AND VPOTUS) regarding the cause of the collision. Rather unusually, both the President and Vice President have highlighted deficiencies among Air Traffic Control operators which may have lead to this incident. While many will take this as a crass and inappropriate response while families are still grieving, there may be more to the story than meets the eye, which requires the dropping of sugarcoating. For instance, closed-source mainstream media reporting has suggested that the

This episode continues a theme of bringing on guest's who crossed paths with Alex in the Army and helped shape his perspective on human performance. SGM Jaime Espinoza's career started with troubles involving weight gain, mental health, alcohol abuse, and more. But thanks to help from several people along the way (some human performance professionals, but also just fellow soldiers) he managed to overcome those hurdles and excel professionally. He joined us to talk about how, and how lessons he learned in the process can help improve outcomes for people experiencing the same challenges. Sergeant Major Jaime Espinoza is a native of Azusa, CA. Upon enlisting in the Army in August 2006, he attended basic training at Fort Leonard Wood, Missouri, followed by advanced individual training at Fort Huachuca, Arizona. After completing advanced individual training, he was awarded the MOS 35F Intelligence Analyst. His assignments, in ascending order, were with HHC 2-6 IN, 2 BDE, 1st AD, Baumholder, GE; Bravo Company, 304th MI, Fort Huachuca, AZ; HHD, 525th MP BN, Guantanamo Bay, CU; HHC, 4 BDE, 1st CAV DIV, Fort Hood; HHT, 1-9 CAV, 1st CAV DIV, Fort Cavazos; HHC, 4th BDE, 1st CAV DIV, Fort Hood; HHC, 3rd BDE, 4th ID Attached to Foundry Fort Carson, CO; Delta MI Company, 299th BEB, 4th ID, Fort Carson, CO; HHD, 1ST IO CMD Land, Fort Belvoir; United States Special Operations Command (USASOC). He has deployed in support of Operation Enduring Freedom(OEF) and Operation Iraqi Freedom (OIF). He served in a variety of leadership and technical positions, including Junior Analyst, Targeting Analyst, S2 NCO, ASAS-L Master Analyst, Special Security Representative, Detainee Mail Analyst, S2 NCOIC, Senior Intelligence Sergeant, Platoon Sergeant, First Sergeant, Operations NCO, Observer Controller and Trainer, Foundry Instructor, Operations Sergeant Major. SGM Espinoza's military education includes the Joint Special Operations Forces Senior Enlisted Academy (Class 74). Other schools include the Small UAV Course, Army Basic Instructor Course, Foreign Disclosure Officer Course, Military Police Pre-Service Course, Army Space Cadre Basic Course, Master Fitness Trainer Course, Critical Thinking Course, Integrated Data Sources and Enhanced Analytics Course, Information Operations Capabilities, Application and Planning Course, Army Operations Security Program Manager / Officer Certification Level II Course, Anti-Terrorism Officer Basic Course Airborne Course and SERE course. He holds an Associate of Arts degree in Applied Sciences in Intelligence Operations from Cochise College, a Bachelor of Arts in History with a concentration in Military History from Southern New Hampshire University, and a Master of Arts in International Relations from New England College. SGM Espinoza's awards and decorations are the Meritorious Service Medal (2nd Award), Army Commendation Medal (7th Award), Army Achievement Medal (6th Award), Army Good Conduct Medal (6th Award), National Defense Service Medal, Afghanistan Campaign Medal (1 Campaign Star), Iraqi Campaign Medal (2 Campaign Stars), Global War on Terrorism Expeditionary Medal, Global War on Terrorism Service Medal,Humanitarian Service Medal, Military Outstanding Volunteer Service Medal (2nd Award), Noncommissioned Officer Professional Development Ribbon (5th Award), Army Service Ribbon, Overseas Service Ribbon (3rd Award), NATO Medal, Luxembourg's International March of Diekirch Medal, Presidential Unit Citation (2 nd Award), Meritorious Unit Citation (3rd Award), Army Superior Unit Award. He has earned the Parachutist Badge, Army Basic Space Badge, Canadian Jump wings, Italian Parachutist Badge, German Bronze Parachutist, Polish Parachutist Jump wings and Netherlands Parachutist Jump wings, Norwegian Foot March Badge, Driver's badge with wheel and track clasps. SGM Espinoza is a recipient of the Military Intelligence Corps Association Knowlton Award.

June 14, 2025 will be the 250th anniversary of the formation of the US Army by the 2nd Continental Congress.  In preparation to celebrate the Army's birthday and to comemmorate the 250th Anniversary of the American Revolution, the National Museum of the United States Army at Fort Belvoir will debut a new exhibit on April 19, 2025.  Bringing together more than 200 artifacts from around the nation, the Army Museum will commemorate the leaders and men who formed the first army.  We talk with Chief Curator of the National Museum of the United States Army, Paul Morando.Tell us what you think! Send us a text message!

From podium plaques and flags to the doors of the presidential limo and Air Force One, it is always present: fifty stars encircling an eagle whose talons hold bundles of olive branches and arrows, and around that circle of stars, a band with the words “Seal of the President of the United States.” If you've ever wondered where that design came from and how those symbols are made, join Stewart McLaurin, President of the White House Historical Association, on a special tour of The Institute of Heraldry at Fort Belvoir, a U.S. Army installation in Northern Virginia. The art of heraldry goes back centuries and is usually associated with military groups and nobility. Colors and symbols created a design used as a form of identification. America's Founding Fathers were very cautious about adopting anything closely related to monarchy and the nobility, so there was no standard design based on traditional heraldry representing the Office of the President until the 1940s. Near the end of World War II, President Franklin Roosevelt asked heraldry experts and military personnel to create an official design for the presidential flag, seal, and coat of arms. Unfortunately, President Roosevelt died before the project was completed. Still, President Harry Truman saw it through and, in October 1945, signed an executive order establishing for the very first time a legal definition of the president's coat of arms and seal as used by the president. In 1948, President Truman did the same with designs for the Office of the Vice President. Those designs, as well as the Presidential Medal of Freedom, decorations, badges, flags, and other insignia for the U.S. military services and departments throughout the federal government, are created with the assistance of The Institute of Heraldry. And those plaques you see affixed to the podiums behind which the president and vice president speak? Unbelievably, all of those are crafted and painted by hand at the Institute and nowhere else.  In this episode you will hear from Charles Mugno, Director of The Institute of Heraldry; Thomas Casciaro, Chief of the Technical and Production Division at The Institute of Heraldry; as well as Michael Craghead, Exhibit Specialist at The Institute of Heraldry, who has been painting plaques for the president and vice president for over twenty years. We hope you enjoy this special look behind the scenes of the making of the presidential seal.  Find all our podcasts at: https://www.whitehousehistory.org/the-white-house-1600-sessions

Alixzandra P. Peña of Washington, D.C., a Floresville High School alumnus, has been commissioned as an officer in the U.S. Navy. She graduated from a five-week Naval Officer program, Officer Development School, in Newport, R.I., on May 3, 2024. On July 29, she was commissioned as a U.S. Navy ensign, as a Direct Commissioned Officer, sworn in by retired Col. Randy Bruett of Floresville. After further required training, Peña will be a supply officer at the Defense Logistics Agency at Fort Belvoir, Va. Her first salute was from her husband, Vincent Gonzaba of San Antonio, a U.S. Navy veteran. Additionally,...Article Link

Sean Hagerty is a 25-year veteran of the US Army, serving with the 75th Ranger Regiment before being selected and assigned to a special operations unit at Fort Belvoir, Virginia. Among his accolades over his decorated career are 3 Bronze Stars. Hagerty is also the author of 'Jones Point'.   'Jones Point' is a military-informed thriller about Dane Cooper, a special operations soldier who goes on a quest for revenge when his daughter gets abducted. His life would gain purpose again when a mysterious cabal offers him a path to redemption. The story intertwines his personal struggle with his efforts to investigate other cases of grieving parents, all while avoiding detection by an FBI agent and a dedicated team from the Virginia Bureau of Investigation.    Get a copy of 'Jones Point': https://amzn.to/3xzWCpC    Learn more about Sean Hagerty: https://authorseanhagerty.com/   Join the SOFREP Book Club here: https://sofrep.com/book-club See omnystudio.com/listener for privacy information.

 Bio: Pete Newell Pete Newell is a nationally recognized innovation expert whose work is transforming how the  government and other large organizations compete and drive growth.  He is the CEO of BMNT, an internationally recognized innovation consultancy and early-stage tech accelerator that helps solve some of the hardest real-world problems in national security, state and local governments, and beyond. Founded in Silicon Valley, BMNT has offices in Palo Alto, Washington DC, Austin, London, and Canberra. BMNT uses a framework, called H4X®, to drive innovation at speed. H4X® is an adaptation of the problem curation techniques honed on the battlefields of Iraq and Afghanistan combined with the best practices employed by successful Silicon Valley startups. The result is a disciplined, evidence-based, data-driven process for connecting innovation activities into an accountable system that delivers solutions and overcome obstacles to innovation. Pete is a founder and co-author, with Lean Startup founder Steve Blank, of Hacking for Defense (H4D)®, an academic program taught at 47+ universities in the U.S., as well as universities in the UK and Australia. H4D® focuses on solving national security problems. It has in turned created a series of sister courses – Hacking for Diplomacy, Hacking for Oceans, Hacking for Sustainability, Hacking for Local and others – that use the H4X® framework to solve critical real-world problems while providing students with a platform to gain crucial problem-solving experience while performing a national service. Pete continues to advise and teach the original H4D® course at Stanford University with Steve Blank. In addition, Pete is Co-Founder and Board Director of The Common Mission Project, the 501c3 non-profit responsible for creating an international network of mission-driven entrepreneurs, including through programs like H4D®. Prior to joining BMNT, Pete served as the Director of the US Army's Rapid Equipping Force (REF).  Reporting directly to the senior leadership of the Army, he was charged with rapidly finding, integrating, and employing solutions to emerging problems faced by Soldiers on the battlefield. From 2010 to 2013 Pete led the REF in the investment of over $1.4B in efforts designed to counter the effects of improvised explosive devices, reduce small units exposure to suicide bombers and rocket attacks and to reduce their reliance on long resupply chains. He was responsible for the Army's first deployment of mobile manufacturing labs as well as the use of smart phones merged with tactical radio networks. Pete retired from the US Army as a Colonel in 2013. During his 32 years in uniform he served as both an enlisted national guardsman and as an active duty officer. He commanded Infantry units at the platoon through brigade level, while performing special operations, combat, and peace support operations in Panama, Kosovo, Egypt, Kuwait, Iraq and Afghanistan. He is an Army Ranger who has received numerous awards to include the Silver Star and Presidential Unit Citation. Pete holds a BS from Kansas State University, an MS from the US Army Command & General Staff College, an MS from the National Defense University and advanced certificates from the MIT Sloan School and the Stanford Graduate School of Business. Bio: Dr Alison Hawks Dr. Alison Hawks is one of the leading experts advancing public sector innovation. A researcher and academic-turned-entrepreneur, she is the co-founder and CEO of BMNT, Ltd., the innovation company that is changing how public sector innovation happens; and Chair of the Common Mission Project UK, BMNT's charitable partner that guides mission-driven entrepreneurial education in the UK. Dr. Hawks co-founded BMNT Ltd with (Ret) Col Pete Newell, the CEO of BMNT, Inc., in 2019 to bring BMNT's proven innovation approach to the UK market. Under her leadership BMNT has become a trusted innovation partner across all single Services of Defence, the Cabinet Office, and the national security community. She has also helped change how real-world government challenges are addressed in the UK, launching the “Hacking for” academic programmes created in the U.S. These courses that teach university students how to use modern entrepreneurial tools and techniques to solve problems alongside government at startup speed. As a result of her efforts, 14 UK universities are offering Hacking for the Ministry of Defence, Hacking for Sustainability and Hacking for Police. More than 480 students have taken these courses, addressing 103 real-world challenges. Dr. Hawks teaches mission-driven entrepreneurship at King's College London, Department of War Studies and at Imperial College London's Institute of Security Science and Technology. She was named the Woman of the Year for Innovation and Creativity at the Women in Defence Awards in 2022. She serves on the Board of Directors of BMNT, leading development of BMNT's innovation education programs while also guiding the integration of BMNT's rapidly expanding international presence. She was previously Director of Research at the Section 809 Panel, a U.S. Congressionally mandated commission tasked with streamlining and codifying defense acquisition. She was also an Assistant Professor at the School of Foreign Service, Georgetown University, as well as King's College London, Department of Defence Studies where she taught strategy, policy and operations in professional military education. Dr. Hawks' doctoral thesis was in military sociology. She received her Ph.D from the Department of War Studies at King's College London, and her MA in Strategic Studies from the University of Leeds. She holds a BA in Political Science from the University of California, San Diego. She has multiple peer reviewed publications on her research. Interview Highlights 03:50 BMNT 06:20 Serendipity 10:00 Saying yes to the uncomfortable 11:20 Leadership 15:00 Developing a thick skin 20:00 Lessons of an entrepreneur 22:00 Stakeholder success 25:00 Solving problems at speed and at scale 28:00 The innovation pipeline 29:30 Resistance is rational 34:00 Problem curation 38:00 Dual use investments 43:00 Accelerating change 47:00 AUKUS 52:20 AI   Contact Information   ·         LinkedIn: Ali Hawks on LinkedIn ·         LinkedIn Peter Newell on LinkedIn ·         Website:  The Common Mission Project UK ·         Website: BMNT US ·         Website: BMNT UK   Books & Resources ·         Scaling Up Excellence: Getting to More Without Settling for Less: Robert Sutton, Robert , Huggy Rao ·         Value Proposition Canvas ·         Business Model Canvas ·         Hacking for Defense ·         Hacking for Allies ·         AUKUS DIN ·         Impromptu : Amplifying Our Humanity Through AI, Reid Hoffman ·         Huberman Lab Podcast ·         Allie K. Miller ·         Wiring the Winning Organization: Liberating Our Collective Greatness through Slowification, Simplification, and Amplification: Gene Kim, Steven Spear ·         The Friction Project - Bob Sutton, Huggy Rao Episode Transcript  Intro: Hello and welcome to the Agile Innovation Leaders podcast. I'm Ula Ojiaku. On this podcast I speak with world-class leaders and doers about themselves and a variety of topics spanning Agile, Lean Innovation, Business, Leadership and much more – with actionable takeaways for you the listener. Ula Ojiaku My guests for this episode are Pete Newell and Ali Hawks. Pete Newell is the CEO and Co-founder of BMNT, an innovation consultancy and early stage technology incubator that helps solve some of the hardest problems facing the Department of Defense and Intelligence community. Ali Hawks is CEO of BMNT in the UK and also a Co-founder of BMNT in the UK. In addition to this, she is the Chair of the Board of Trustees at the Common Mission Project, and she Co-founded the Common Mission Project in 2019 and drove its growth as a Startup charity in the UK. Without further ado, ladies and gentlemen, my conversation with Pete and Ali, I found it very insightful and I'm sure you would as well. Pete, thank you Ali, thank you so much for being with us on the Agile Innovation Leaders Podcast. It's a great pleasure to have you here.  Pete Newell  Thanks so much for the invite.  Ali Hawks  Yeah. Thank you for having us.  Ula Ojiaku Right, this is the second time ever in the history of my podcast that I'm having two people, two guests. The first time was fun, and I know this one would be as well, and informative. I always start with asking my guests to tell us a bit about themselves. So your background, any memorable happenings that shaped you into the person you are today?  Pete Newell  So I'm a retired army officer. I enlisted when I was 18 and was commissioned when I left college in the mid 80s. I spent most of my career as an Infantryman in tactical units. I spent a great bit of time in the Middle East and other war zones. Towards the end of my career, I ended up as the Director of the Army's Rapid Equipment Force, which is essentially the Skunk Works that was stood up at the start of the Iraq and Afghanistan wars to accelerate technology to solve problems that were emerging on the battlefield, that weren't part of something else, somewhere else. And in that three-year journey, it probably exposed me to first and foremost, the speed at which new problems are presenting themselves, not just on the battlefield, but in the rest of the world. It exposed me to the speed at which technology is changing, being adopted and then being adapted for other purposes. So it's almost like chasing technology as it changes is a whole new sport, and it exposed me to  the challenges of large bureaucratic organisations and their inability to keep up with the speed of the changes in order to remain competitive, whether it was on the battlefield or in the commercial markets or something like that. Those epiphanies really drove, first, my decision to retire from the military, because I became addicted to solving that problem, and second, drove the impetus to launch BMNT in 2013. And in fact, you are right square in the middle of our 10th anniversary of being a company. So it really is, I think, a big deal because we started with four people on a driveway in Palo Alto, California, now we're a global company with multiple companies and are grateful, but that's the history of how we got started.  Ula Ojiaku  Congratulations on your 10th anniversary, and it's an impressive background and story. Ali, what about you?  Ali Hawks  So, my background, a little bit different than Pete's, by training I was an academic, so my training and my PhD was in military sociology. I was really interested in understanding people's experiences in the armed forces, both in the US and the UK. That is what my PhD was focused around, my thesis, and I went on to be an academic at King's College London here in the UK. I've also been an Assistant Professor at Georgetown University in the School of Foreign Service. But it wasn't until I then took a job with the US DoD, in something called a Congressional Advisory Panel called the Section 809 Panel, which was tasked with overhauling all of defense acquisition, and that's where Pete and I met. I think one of those formative experiences in my career was meeting Pete and going to the non-profit that Pete started and spun out of BMNT, it's called the Common Mission Project with a really big program, Hacking for Defense, and Steve Blank also Co-founded that as you know, and Joe Felter. I went to an educator course for this program in Fort Belvoir as a part of my job to understand, could we take these types of methods and put them into congressional legislation or DoD regulation as a way to change how people think about problems? And when I met Pete, it was the intersection of all of the things that I really love, academia, entrepreneurship, defense and national security. I went up to Pete and pitched him and said, I want to take this back to the UK and launch it. That was the start of what has been thousands of conversations about the value that we can add both in the US and the UK.  I worked in some law firms before I did my Master's and my PhD, but mainly my career has been in academia.  Ula Ojiaku  Wow. Thanks for sharing. And would you say it was serendipity that made your paths to cross and how are you finding the journey so far?  Ali Hawks  I think, yes, I think it's serendipity. I have a really different life journey than Pete. And I think in my career at the time when I met Pete, I hadn't really found what it is, what I felt like my purpose should be, or hadn't really found passion or joy in my work to that day. I found things I loved, I loved academia and I love teaching, but it just still didn't hit all of those things that you kind of get up every day and are like, this is what I'm meant to do. And I had done a lot of work on reflecting of what that would feel like and what that would look like and the elements it had to have. So by the time I met Pete, it was almost as if someone was flashing a huge sign at me saying, don't miss your turn, this is your turn. So I think serendipity, but also really understanding what it is that I wanted to do and the type of people I wanted to work with and the journey so far. I'll hand over to Pete in a second, but it's been nothing short of incredible. Pete has an amazing reputation, but as a business partner and as a leader, he allows people to truly learn, experiment, make mistakes, and he pulls everyone along by building confidence and empowering people that work for him. So in terms of kind of coming from academia and becoming a researcher turned entrepreneur, it's been the most formative experience of my career. Being able to work along Pete is like being able to work alongside that kind of guide or that guru, and you're like, wow, I can't believe I get to talk to this person every week and learn from them and be in business with them. So that's how it's going for me. Pete, how's it going for you?  Pete Newell You know, Steve Blank and I had a long conversation about serendipity when he and I met 2015 and here's my advice in serendipity. It really is if you have an active curiosity and a willingness to say yes to things that you wouldn't normally, and you're not adverse to taking risk, the chances of serendipity smacking like lightning greatly go up. And then I go back to my first trip to Stanford University in 2011. Well, I was still a military officer and saying yes to a number of things that people asked me to do, and just one conversation after another led to a meeting with two guys who were Stanford graduate school instructors who were writing a book. Those two decided to write a chapter in that book about the work I was doing at the Rapid Equipment Force. Now, when Huggy Rao and Bob Sutton decided to write a book and hire a case study writer who spent six months digging into your life, you learn all kinds of things about yourself and about the world, and when that's followed by a chance coffee with Steve Blank, who had no idea who I was, and I had no idea who he was, that 15-minute coffee turned into a four-hour discussion between the two of us. I typically would not have been at the Fort Belvoir thing that Ali was at, and I think our meeting was very brief, but it was, I think, six months later when I found her in the library at Georgetown University at some social event and we both decided that we wanted her to do something, and we wanted to do something in the UK, and we wanted to see something between allied countries come together. There was no strategy or grand business development, there was nothing that drove those conversations. It was simply in the spur of the moment, the curiosity takes over and you start to say I can see where this might work. Now, Ali will be the first to tell you, it has not been easy, but it has been a privilege to work with her and to continue to work between the two governments and the countries to see absolutely brilliant things done. And so I just say, I come back to, it's that curiosity connected with the desire to, the willingness to accept a little bit of risk, but learning how to say yes to things that you're uncomfortable with and digging just a little bit more. That opens up that opportunity so much more.  Ula Ojiaku I could see, it's evident to me the way Ali was talking about working with you, Pete, and your leadership, I'm wondering, could there have been anything about your military background that has influenced your leadership style as a whole? Pete Newell Yeah, everything in my background does. I can tell you, even growing up as a kid that the way my parents raised me influenced me positively, and negatively in some cases. My military background, I have been fortunate to work for a group of fantastic military leaders, I spent time in the Special Operations community, I spent time working for Stan McChrystal, I spent time in the Pentagon working for brilliant people. I also worked for some of the absolute worst bosses in the entire world, and I rarely say this about people, they were just bad human beings, and I will tell you in many cases what I learned watching a leader in a just really horrible environment influenced me more than watching the really brilliant guys out there. If you think about it, it's really hard to pattern yourself after somebody who is brilliant and driven and successful and kind and they do all that, but I'll tell you what, you can look at somebody who is really a bad boss and say, I don't want to be like them, and it happens in an instant, that I do not ever want to be like that person. That teaches you a lot about the environment that you want to create that people are going to work in. I have some hard areas, and Ali will acknowledge some of them, in the way people are treated in the workplace. Also as a graduate of the Special Operations community, I have strong feelings about how high performing people should be allowed to perform, and also expectations of how they work. I think the military left me with a high degree of not just respect, but you want to hire people, there's a certain degree of dedication to their success, whether they stay in your company or whether they leave, or they go someplace else, whether they're challenged or something else. And I'll tell you, if there was something hard about transitioning from the military to the business world is, in the military, you're given people and you're told to make them successful no matter what. In the business world, you tend to just fire people who are unsuccessful and not invest time and energy in them. I have never been able to make that change, and it's a bit of a struggle sometimes, because in the business world, you can't afford to hang on to people who are subpar performers, if you want to run a high-performance organisation. So if there's one of the things that I have learned is I am challenged in letting somebody go because I see it as a personal failure if somebody fails to thrive in my organisation, that has been built and imprinted by my past. I think Ali has a very different opinion, because she comes from such a great different place. Here's the beauty of it, the work with people like Ali and some of the others, we can argue and disagree and fight like cats and dogs sometimes, but we still love each other, and it is still an absolutely amazing environment to work in. That's really what, if you get it right, that's what life's like.  Ula Ojiaku What's your view, Ali?  Ali Hawks So we clearly have different backgrounds, I think that I was a bit of a late bloomer in terms of leadership style. Being in academia, you're not really in a leadership position because you're responsible for yourself, and in a way, it's a really good test bed for being an entrepreneur, because in academia you have to have such thick skin, because you turn in your peer reviewed journal publications, you turn in your papers and people write back and slash, and no one's trying to make you feel good. In fact, they want to help you, but also they're quite competitive. So that was a really good proving ground for being able to develop the thick skin for critical feedback or any feedback and really all of the knocks that come with being an entrepreneur. What I took into starting BMNT here four years ago was, things that I took from Pete and from the U.S. was really allowing people and high performers to work in the way that they feel best. One of the things I hated when I was younger in certain jobs, and working in law firms is punching your time card at 8 am, and you punch out at 5, and an hour for lunch, and it never felt right that that was the way to measure someone's productivity or to really enhance or empower people. And so the way that I approach it is we consider everyone to be an adult and to do their job, and also to be as curious as possible. So on our Standup this morning, with two new team members coming back into BMNT, one of the things that we agreed on is if no one's asking for time off to be creative or to have a day or two days to read a book that will enhance their knowledge or make them a better BMNTer, then we're failing. If no one has asked for that time by the end of this calendar year. So the way that I really approach leadership is how can I empower, but also invest in every single person, because it's not me delivering the everyday work, it's the people in my company, so they're building it alongside of me. I hire smart young people who will give feedback and we action that feedback. So we change things based on what we get from a 23-year-old, so everyone in the company feels really valued. And I think, learning from Pete, is also being really honest and transparent with everyone in the company when your chips are down and you have to say, guys, this is what's going on, and I found it has built such a strong cohesion in the team that we have now, that this year going into it is the most excited I've ever been about running BMNT. So taking a lot of what I learned from Pete and also my own experiences of feeling really caged, actually, in most of my jobs, and being able to understand that people work in very different ways, and if you allow them to work in the ways that are best for them, you really do get the best of everyone.  Ula Ojiaku That's very inspiring and insightful. Now, there was something Pete said earlier on about you, Ali, walking up to him and sharing the vision that you wanted to take back what BMNT is doing to the UK and so what made you go for it, what pushed you towards that? Ali Hawks Again, it was a lot of work on my part of really understanding what I wanted to do, and when I approached Pete that day, I was really excited and exuberant and I said, I want to take this back to the UK and I want to run it. And Pete is, as you get to know him, he's very calm and he's quiet, and he kind of looked at me and he said, you should talk to some people. And I thought, okay, I'll go talk to people. So I went out and I talked to people and I got Pete on the phone a few weeks later and I said, Pete, this is my dream job, this is what I want to do. And Pete said, prove it, do a Business Model Canvas. So I then hung up the phone, I googled Business Model Canvas, I watched YouTube videos on how to complete it. I was still working at the 809 Panel, so I was getting up really early to talk to people back in the UK, make phone calls, pulling on all of my contacts because I've been in defense and national security for gosh, since 2009, and I was canvassing everyone I knew, I filled out the Business Model Canvas, I sent it to Pete, he was going to be in DC about a week later, and he wrote back saying we should meet. So we then met and had an initial conversation around what it could look like, but it really wasn't until as Pete said in that library at Georgetown for a reception that we came together and having had both time to think and think about what I put down in the Business Model Canvas, but also how we got along, I think, and gelled as business partners, we decided, let's do it. So when we said we didn't have a plan, I had an idea of what we could do, and I have unfailing determination to make things work, and so I just knew, and I think we both knew if we tried it, that something would come of it, and if not, we would learn a lot from it. So we went from there and it took a while before we got a plan, to be honest, but we got there. Ula Ojiaku Well, here you are. Ali Hawks Exactly. Pete Newell You know, if there's one thing I have learned as an entrepreneur is that the plan you thought you were going to have, is never the one you actually execute. So the faster you begin to test it, usually by talking to people and doing things, the faster you will get rid of bad ideas. And it's not about finding the good idea, but it's about creating all the ideas you could possibly have and then killing them off quickly so that you understand the core of the value that you think you're going to deliver. Everything after that is the mechanics of how to build a business. I mean, that's not easy stuff, when you're launching a company, more importantly when you're launching one in a country you haven't been in in a while, but getting there is really about getting the thought process moving and getting people to disabuse you of the notion that every idea you have is brilliant. Ula Ojiaku I mean, I agree setting up a business isn't easy. I can't imagine the additional challenge of setting it up in the defense sector, the Department of Defense in the US, Ministry of Defence here in the UK. What sort of things would you say would be the additional? Do you have to go through hurdles to go through approvals, clearances and all that? Ali Hawks From the MOD experience, it's less about clearances and those types of things, it's more about understanding, winding your way through what feels like a maze, to find the right stakeholders that you can bring together at the right time to make a decision. So while there are individuals that hold budgets and can make decisions, there's a constellation of people around them that need to be aligned in concert with that decision. If you went to a business, of course, you'll have to have a couple of people on board, but the time to sale or the cost to sale is relatively straightforward. When you go into the government, you have a group of highly motivated people, highly mission-driven people who experience the pain of their problems every day, and they are trying to fight just as hard as you are in order to change something for the better. So in the first instance, you have great allyship with your customers, because you have a shared mission, and you're both working towards it, which is fantastic. The second is really trying to understand if that person has the budget and they need to sign off on it, how much do they need to care about it, or is it their chief of staff that needs to really care about it? Or is it their engineer? So I would say the difference is the amount of discovery that you do and doing that stakeholder mapping, is fundamental to success, but also knowing that people change jobs in the civil service and the Armed Forces every few years, that is a critical skill as a business working with the government, that stakeholder mapping and that discovery with your customers, customer development never ends. So I think that that is the longest pole in the tent in terms of finding the right people, and sometimes people say that's the person that has authority, you go talk to them and they say, no, I don't have any authority, so it's really trying to wind your way through the maze to align those key stakeholders. Pete Newell I would add to what Ali said, is that it's like climbing into a very complicated Swiss watch and you need to understand not just how things work, but you need to understand why they work the way they do, and how they work with other things, and then you need to understand who's responsible for making them work and who the beneficiary of the work is, and who possibly might want to make them not work. So, Ali's comment on stakeholder development, it's at the heart of everything you do -- you talk about more sociology and anthropology than it is anything, it truly is understanding why things work the way they do and what drives people to behave one way versus another. Once you figure that out, then you can figure out how to motivate them to behave one way or another, and where you might fit to help them in their daily job or whatever else. But that stakeholder development and understanding who's in charge, who benefits, who doesn't benefit, why something might be counter to something else is so critical in any consulting business, but in particular, if you are trying to get something done inside a government organisation. It, in many cases, it's archaic, but it still operates underneath a very definitive culture that you can map if you've been at it long. Ula Ojiaku So BMNT, you help government organisations to solve hard problems at speed and at scale. Can you expand on this? Pete Newell It's both I think. I go back to my experience, way back in the Rapid Equipping Force and 2010 is first and foremost, there are tens of thousands of problems that prevent the government from doing what it wants to do. The government is challenged, first, in being able to identify those problems; second, in translating those problems into plain English that other people might understand; third, in using that translated thing to find ever bigger groups of people, to then redefine the problem one more time, so that it makes sense for the rest of the world; and fourth, creating the policies and process that will attract people to come to them and work with them to solve those problems fast enough to build a solution before the problem changes so much that the calculus is completely out of whack again. And in all this there's a complicated long answer, but the impedance difference between the speed at which you develop and acknowledge a problem and your ability to get people to work on it, if it's out of sync with the speed at which technology is being adopted and adapted, you will constantly be perfectly solving the wrong problem, and you'll be constantly delivering things that are antiquated before the day they land in somebody's hands, so that's really the speed issue. I go back to what I said about sociology. This is the speed of your ability to get people to come together to work on something, and then the scale is determining, scale how fast, and scale how big. The scale how fast is, I can start to deliver a solution to this, but I know the solution is going to change every 6 months. So I don't need to commit to building tens of thousands of these over a 5-year contract, but I do need to commit to changing what I deliver every 6 months, or this is going to scale to some big end and it goes into a much different system, you have to be ambidextrous about your approach to scale, and unfortunately most procurement laws, both the United States and in the UK are not built to be ambidextrous. They're built to do one thing and one thing very efficiently only. Unfortunately, that's not the way the world works anymore. Ula Ojiaku Any thoughts, Ali? Ali Hawks As Pete said, and as a sociologist, the most often thing, and I think Pete said this a long time ago when we first met, is the government doesn't have a tech adoption problem, it has a people problem, and a lot of our work, a lot of our customers will come and say they have a tech problem, and they have a huge degree of urgency, but the things that get in their way are they have no common language, and they have no repeatable and scalable process in which to think about and work on their problems. And the framework that we developed, the innovation pipeline, is that process for them to do it. It's not complicated, it's methodology agnostic, and so it allows you to develop an entire workforce around a common language of innovating, mission acceleration, agile transformation, whatever you want to do, recognising that people are at the heart of it. The Head of Innovation at UC Berkeley and during one of our Lean Innovators Summit, said something that has stuck with me for several years now, ad he said, and it really hit home with our customers, because sometimes when I first started BMNT here, I was such an evangelist that I forgot to listen to the customer. I was just so convinced that they needed what we had, and I think the customer was telling me something else and I would get frustrated, and when I heard this, it was resistance is rational. When we go into a room with a group of people, we usually have a customer who is an evangelist of ours, or an early adopter, a huge supporter, and they have a couple of other people who feel the same way they do about change and innovation and moving rapidly, and then 70 percent of the team don't feel that same way. So approaching it and really empathising with the customers and understanding resistance is rational, why would they want to change? Things for them work, the way that they have always done, it works, and that is a rational response. So being able to then develop a service where you're connecting with them and saying, I understand that, and that's a rational response, and then using tools, like one of my favourite tools, the Value Proposition Canvas, to really understand, what are the jobs to be done, and the pains and the gains, and when you speak in that type of language, there are so many times that I have seen this kind of aha moment of like, oh, so if I did that, then I wouldn't have to do this anymore, or I would be able to do this different thing. And this is not complicated, these are not complicated tools or processes we're talking about, but the common denominators of it are discipline, consistency, and hard work. And I think, coming off what Pete said, when you want to get pace and speed, you have to be consistent and you have to be disciplined, and people have to understand what you're saying in order to get over that resistance is rational piece. Pete Newell I think Ali's spot on in terms of the problem with the problem. Oftentimes is, we can put a problem in a room and 10 people work on it and get 10 different versions of the problem, and so part of the art that's involved in the process is to get a group of people to agree to a common definition of a problem and use the same words, because many times we're inventing new words. It's new technology, new problem, but the first thing we do is get everybody to say the same thing the same way, and then start to talk to other people about it, because part two of that is you learn that your problem is probably not the right problem, it's a symptom of something else, and that whole process of discovery is a very disciplined, I would say it's a scientific methodology applied to how we communicate with people. You have to get out and test your theory by talking to the right people in a big enough diverse crowd to truly understand that whether you're on the right track or the wrong track. That's hard work, it really is hard work, and it's even harder to get what I would say critical feedback from people in the process who will challenge your assumptions and will challenge your test, who will challenge the outcomes of that. That's what our team does such a great job of, working with customers to teach them how to do that, but listening to them and helping them come together. At the same time, we're looking at the quality of the work and because we're a third party, we can look over the shoulder and say I see the test, and I see the outcome, but I don't think your test was adequate, or I don't think you tested this in an environment that was diverse enough, that you may be headed down the wrong path. The customer can still decide to go with what they learn, but in most cases, at least they're getting honest feedback that should allow them to pause and relook something. Ali Hawks I think for this particular reason, this is why BMNT is a leader in this space, is because the kind of jurisdiction around that front end of the pipeline, of are we making sure that we're choosing from enough problems and we're not stuck with a couple of investments that might be bad, so to speak, really validating that problem to decide, is it worth working on, is this even progressible, does anyone care about it, can it technically be done, does the organisation care about it, before spending any money on investment. Now that front end of the pipeline is gradually becoming a stronger muscle, and I'll speak for the UK, is gradually becoming a stronger muscle because of the work that BMNT has done, and both in the US and the UK, there is incredibly strong muscle memory around experimentation and incubation, which is fantastic. There's a lot of structure around that and frameworks and a lot of common language, which is amazing, because when you have that developed, going back to the beginning to refine before you put into the machine, so to speak, that's where what we call curation, really validating that problem, that's a single most determining factor on whether a problem will transition to an adopted solution. Most of government starts in experimentation and incubation, so they don't get the benefit of de-risking investment in a solution, and they don't necessarily get the benefit of all the learning to expedite that into incubation and experimentation. So I think where BMNT comes out and really owns that area is in that front end of the pipeline, and when you do that front end, you would be amazed at how fast the other part of the pipeline goes through discover incubation experimentation, because you've increased confidence and really de-risked investment in the solution. Ula Ojiaku Thanks for sharing that Ali, would you say you're applying lean innovation amongst other things to the framework you're referring to, or would that be something else? Pete Newell No, I think that it's all part of the process. We use a variety of tools to get to the data we want, and then it's a matter of doing analysis, and this is why Ali's background as an academic is so critical, because she's keen on analysis, and looking at the data and not skewing the data one way or another, and that's an incredibly important skill in this process. Again, this is really the application of a scientific methodology, and you need to be able to do that, but you need to understand how to get the data. So whether it's Lean or it's Scrum or it's some Google tool or something else. We have become really adaptive in the use of the tools and a mixture of the tools to drive a community of people to create the data we need to make an assessment of whether something's going the right direction or not. And that's the beauty of being involved with the Lean Innovation Educators Forum, the beauty of the time we spend with folks like Alex Osterwalder or with Steve Blank or with the folks from the d.school at Stanford or any of those places that are developing tools. It is understanding how to use and adopt the tool to fit the circumstances, but at the end of the day, it's all about creating the data you need to use the analysis that will drive an insight, that will allow you to make a decision. Too often I find people who are just overly enamoured with the tool and they forget that the tool is just a tool. It's about data, insight, and decisions, and you have to get to a decision at some point. Ula Ojiaku Data, insight, decisions. Amazing. So, if we shift gears a little bit and go into your Strategic Innovation Project, SIP, I understand that one of the shifts you're driving in the DoD and MoD respectively is about their approach to involving private investment in defence technology. Could you share a bit more about that? Pete Newell As part of the innovation pipeline, you have to eventually transition out of the discovery phase and at the end of discovery, you should know that you have the right problem. You have a potential solution and you have a potential pathway that will allow you to deliver that solution in time to actually have an impact on the problem. At that point, you start incubating that solution, and if it's a tech or a product, then you're talking about either helping a company build the right thing, or you're talking about starting a new company, and that new company will have to do the thing. Our work in terms of early-stage tech acceleration is really now focused on what we call dual-use technologies. Those technologies that are required to solve a problem in the military, but also have a digital twin in the commercial world. There has to be a commercial reason for the company being built that's actually going to solve the problem, and so as we looked at that, we found really interesting conversations with investors in the United States and then eventually overseas who were looking for a way to help defense get the technologies it wanted, but have portfolios that don't allow them to just invest in a defense technology, and they were looking for an opportunity to engage one, with like-minded investors, but two, in honest conversations about problems that existed in the military and in the commercial world so they can make better decisions about the deployment of their capital to create the right companies. I think it's probably been five years now we've been working on the hypothesis around this. we started to develop a very strong language around dual-use investments in early-stage tech acceleration and adoption, and we started to build new tools inside government programs, as well as new groups of investors and other folks who wanted to be involved. All that was fine in the United States, but then we found it was a slightly different application outside the United States, particularly in Europe, which is not necessarily the most Startup friendly environment in the world in terms of investment, but at the same time, understanding that the United States has an unequalled appetite for technology to the point where that technology doesn't necessarily exist within the United States, nor do the best opportunities to test that technology exist for the United States, so we had to come up with a way that would allow us to do the same type of investigation with our allies, which turns into this incredible opportunity amongst allied nations and companies and vendors and things like that. And I know that from Ali's standpoint, watching NATO DIANA and other programs start, that it is more challenging, it's a different environment in Europe than it is in the United States. Ali Hawks Picking up there and in terms of the way that we think about investment, and what Pete is talking about is a program we run called Hacking 4 Allies. We currently work with Norway and take dual-use Norwegian Startups into our incubator and accelerator called H4XLabs in the US and we help them enter the US defense market and the commercial market, and one of the things that we're starting to see over here is it is a pathway that doesn't really exist in Europe. So when we think about NATO's DIANA, what DIANA is focused on, which is dual-use and deep tech and what they are overly focused on, and I think is correct, is how do you raise investment in the countries themselves to help booster a whole range of effects around being able to raise money within the country? Ultimately, though, and a lot of what DIANA was doing, in terms of the concept and its focus on dual-use and deep tech, was before the invasion of Ukraine, and so at that time before that, I think in terms of the NATO Innovation Fund and thinking about investment and NATO, it wasn't as comfortable with dual-use and investing in dual-use as the US is, not only is the US comfortable, but you have things like we helped a private capital fund, where people feel a great deal of patriotism, or that it's a part of their service to be able to contribute in that way. That feeling doesn't exist, it exists here, but it manifests itself in a different way, and it doesn't manifest itself as let's invest in dual-use technologies to help our defense and national security. So there's different understandings and cultural feelings towards those things. Now, having had the invasion of Ukraine and now the war in Israel and Gaza and now in Yemen, I think that the change is accelerating, insofar as what are the capabilities that we need to rapidly develop within NATO to be able to feel secure on our borders, and what type of investment does that take? Now, US investment in Europe has dropped about 22 percent in 2023, and so they're a little bit nervous about investing in these companies, and so the strength that being able to change the investment paradigm, which is ultimately, the companies that are going to receive the investment from the NATO Innovation Fund and NATO DIANA, they want to develop in the country, but ultimately all of those companies and their investors want them to get to a bigger market, and that bigger market is the US. So, what we are able to do is to connect real dollars, government dollars and commercial dollars, to those companies. We are one of the only pathways outside of export regimes for the Department of International Trade here in the UK. We are one of the only private pathways that has not only been tested and proved, but that we are able to take more companies year on year, take them to the US and prove that model. Now that's really exciting, especially as we see some of the investment declining, because we're able to identify those companies, we're able to connect them to problems that matter that people are trying to solve, develop the use cases, and then help them on the commercialisation side of things in terms of going into a new market. I think that the way that we think about investment in the US from a BMNT perspective, and the US is a little bit different from Europe and the UK, but the exciting thing is now that we have this proven pathway to enhance and accelerate concepts like DIANA and the NATO Innovation Fund. Ula Ojiaku So it sounds to me like it's not just about the localised investment into the innovation, it's also about BMNT building pathways, so European Startups, for example, that want an inroad into the US, maybe vice versa. Pete Newell I think the AUKUS DIN, the Defense Investor Network really is the collection of the US Investor Network, the UK and Australia. All three countries had Defense Investor Networks that had been set up over the last several years and primarily focused on, one, allowing investors to engage other investors about topics that are of common interest when it comes to this dual-use paradigm; and two, being able to engage with people in the government about things the investors were concerned about. I'm very clear when I talk about the Defense Investor Network, it is about defense investors, not about the government's problem. I've had to redefine that multiple times, as this is about enabling investors to be more proactive and participate in building the right kinds of companies, not about the government telling investors what they need to do, or the government telling the investors how they need to do it. It really, it was built from the investor perspective, and then we found is that the investors were prolifically honest about their feedback to senior people in the government, which I think has been hard for people in the government to get that kind of feedback, but when an investor with a portfolio of 30 and 40 companies looks at the government and says, I will never do it the way you just described, and here's why. Until you change that quantity, it makes no sense for us to participate, invest in, do, you'd be amazed. Sometimes it is the first time somebody's been able to articulate why something isn't going to happen, and then people nod their heads, well, I'll quit asking for that, or I'll go back and change something to see what it is we can do. So, we went from Hacking 4 Allies, which started out as a BMNT program with the Norwegians, to Hacking 4 Allies with the UK, Australia, Norway. At the same time, we had set up the Defense Investor Network, but as soon as we started the Allies program in the UK, the UK-based investors raised their hands and said, what you're doing in the United States, we want to do here, and then the same thing happened in Australia. When they made the AUKUS announcement, it just made too much sense to be able to look at, if we really want a free flow of technology and problems across the AUKUS governments, then surely we should be building ecosystems of like-minded people who can help drive those conversations. So it was super, super easy to bring the AUKUS Investor Network together, it was just too easy. The part that I think is not so easy, but we need to do work on is we, those investors need to be fed problems that are of an AUKUS nature, and at the same time, the governments need to listen to the investors when they tell them they have problems investing in companies that aren't allowed to participate in exercise or training or contracting or acquisitions in a different country, and if you really want to make AUKUS a real thing, there are a lot of policies that have to change. There's been a lot of progress made, but I think there's a lot more left to do to, to really get the opportunity to happen. Ula Ojiaku And would you say some of the problems would be related to what government officials would call national security, because if it's a dual-use spec, whilst it has its secular or commercial use, in the military, you wouldn't want other people knowing how you're deploying that technology and the ins and outs of it. So could that be one of the issues here? Pete Newell My definition of national security really touches public safety all the way up to military, so it's both. I think if you dig into it, it touches everything from supply chain, to access, to raw materials, to manufacturing, to education and workforce development, and you name it. There's a paradigm shift that has to happen if we're going to build more things, more often rather than long term ships and things like that, that as allied nations, we have to be able to attack all of the underlying foundational problems, and that's my supply chain, raw materials, manufacturing, and workforce that's necessary for the future. No one country is going to get that fixed all by themselves, and I think, to me, that's the absolute brilliance of what AUKUS should be able to focus on. Ali Hawks I agree, and I think that to being able to co-invest as well, the opportunity for investors to come around and understand what are the opportunities to, not only co-invest and coordinate, but to be able to scan their companies and their deal flow to see where their companies can partner and secure greater work and contracts and scale. So I think that it's a really important initiative in terms of being a steward of an extremely important ecosystem, not only being a steward, but being able to build that ecosystem of support and development. How we look at national security in the UK is really no different than what Pete talked about, and when we think about working with companies and the willingness to work with big tech companies or small tech companies or whatever it is, it's not just simply one transaction where, here's the money and here's your software. So obviously the kind of employment and the skills, but what is the ecosystem around that technology that is necessary? Does it require sensors and chips, and what is it that it requires that's going to bring in multiple different industries to support it, and that's really what the agenda here around prosperity is. How do we invest in these types of technologies and their ecosystems around it to have a more prosperous Britain? So you have a wider spread of skills as opposed to just investing in one thing. I think that's where AUKUS brings three very important allies together to be able to do that individually, but then the option to do it across in terms of the broader strategy and the policy around AUKUS, is a once in a lifetime chance that I think has come up. Ula Ojiaku So I think the key thing here is, this is a space to be watched, there's lots of opportunity and the potential of having the sum being greater than the parts is really huge here. One last question on this topic. So you said deep tech, and with Open AI's launch of ChatGPT earlier on last year, the world seems to have woken up to, generative AI. Do you see any influence this trend would have, or is having, in the military space in the Defense Innovation space. Pete Newell I think the world has woken up and is staring into the sun and is blinded. The challenge with AI in general, and I would say that it's not the challenge, AI has a long way to go, and by and large, folks are really focused on the high end of what AI can do, but people have to learn how to use AI and AI has to learn. What we're not doing is using AI to solve the mundane, boring, time wasting problems that are preventing our workforce from doing the high end work that only a human being can do, and I don't care how many billions of dollars we're pouring into building robots and other things, it's all great, but we still have government people managing spreadsheets of data that, they become data janitors, not analysts, and it is particularly bad in the intelligence world. I quote the Chief Information Officer of a large logistics agency who said data is not a problem, we have tons of data, it's just crappy, it's not tagged, it's not usable, we have data going back to the 1950s, we have no means of getting that data tagged so it's useful. Now, if we put time and energy into building AI products that would correctly tag old data, it'd be amazing what we can do. In the cases that we have helped develop tools with our clients, they'll save anywhere from a million to 300 million dollars a year in finding discrepancies in supply chain stuff, or finding other issues. So imagine if we put that kind of work in place for other people, but free people up to do more, better, smarter things, how much more efficient the use of the government's time and money would be, so that that money and that time could be invested in better things. So when I say, yeah, the AI is out there and people's eyes are open, but they're staring into the sun. They're not looking at the ground in front of them and solving the things that they could be solving at the speed they should be doing it, and unfortunately, I think they're creating a gap where legacy systems are being left further and further behind, but those legacy systems, whether it's finance, personnel, supply chain, discipline, things like that, aren't going to be able to make the transition to actually be useful later on. So I would describe it as an impending train wreck. Ula Ojiaku And what would be, in your view, something that could avert this oncoming train wreck. Pete Newell I think a concerted effort, really just to have the government say we're going to use AI to get rid of as much of the legacy brute force work that our populations are doing so that we can free them up to do other things. Part of this is we're then going to take the money we save and channel that money back into investment in those organisations. Right now, the money just goes away, that's great, you did better, therefore, your budget's reduced. There's no incentive to get better that way, but if you look at an organisation and say, you know, if you can save 10 million dollars a year, we'll give you that 10 million dollars to reinvest back into your organisation to do better and something else. Now, you have some incentive to actually make change happen. Ula Ojiaku Any thoughts, Ali? Ali Hawks I think the exciting thing for us, the way that I look at it in terms of government is that that government enablement to be able to use AI, here they are building large language models for the government based on the data that they have, and there's a lot of excitement around it and there should be. It's a pretty exciting thing to do. I think where we're in a really strong position and what I find really exciting is being able to do what we do best, which is help them understand what is the query and how do you validate that query? So what are the basic skills that you need to be able to interact, and then to be able to retain the skills of critical analysis, so when the answer comes back, you do not take that as the end all be all. It is a tool. So within your decision-making process, it's decreasing the amount of time it takes you to gather a certain amount of information, but just as you would if you were doing a book report, you still have to validate the sources and understanding, and you have to apply your own judgment and your own experience to that packet of information, which is what we all do every day, but it's not really thought about that way. So I think that the way that people are looking at it here is it will be able give us the decision and it will be able to kind of do our job for us, and for some tools, yes, and I completely agree that we need to free up all of the mundane work that hoovers up the time of civil servants here, because it's extraordinary how they're bogged down, and it completely disempowers them and it contributes to low retention rates and recruitment rates. But I think also it's developing the muscle to be able to do that critical thinking in order to leverage human intelligence to engage with artificial intelligence. And I think that's where we are uniquely positioned to do that because that is the bulk of our work on the front end of the pipeline, which is how are you going to validate what you know, how are you going to get the problem statement in order to query what you need to query and then having the judgment and the analysis to be able to look at that answer and make a decision, based on your own human intellect. That's where I see it playing here. I completely agree with Pete, we have people looking into the sun being like LLMs and they're going to solve everything, but you sit, let's say a hundred people down in front of an LLM and tell me how many people know what to ask it, or how to use it and integrate it into their everyday workflow. There's a long way to go, but I feel really excited about it because I feel like we have something so incredible to offer them to be able to enhance their engagement with AI. Ula Ojiaku That sounds excellent, thank you. Just to go to the rapid fire questions. So, Ali, what books have you found yourself recommending to people the most? Ali Hawks So I don't read a lot of work books, in terms of like how to run a company or anything like that, sorry, Pete, but, and I have a 4-year-old and three stepchildren, so I don't actually read as much as I used to, but I have read over in the last few weeks, the book Impromptu by Reid Hoffman about AI, which is great, and I listen to a lot of podcasts on my commute into London, so the Huberman Lab podcast I listen to a lot, but if you're looking for workplace inspiration, I'm afraid I look at Instagram, listen to podcasts, and then I follow Allie K. Miller, who writes a lot about AI, came out of Amazon, and she is fantastic for breaking things down into really bite sized chunks if you're trying to learn about AI, if you don't come from a technical background. Ula Ojiaku Thanks, Ali, we'll put these in the show notes. And Pete, what about you? Pete Newell I will give you two new books. One of them is a fun one, Wiring the Winning Organization written by Gene Kim and Steven Spear. Steve Spear is a good friend of ours, he's been a great mentor and advisor inside BMNT for a long time, I've known Steve since way back in my early days. The other one is by Huggy Rao and Bob Sutton, and it's called The Friction Project, and it's just like you say, it's all about friction in the workplace. I think both of those books tend to lend themselves to how to drive performance in organisations, and I think, knowing all of the authors, that they are phenomenal books, but I think the experience the four of them bring to the dialogue and the discussion of what the future workplace needs to look like and the things we need to solve will all be buried in those books. In terms of podcasts, I'm all over the map, I chase all kinds of things that I don't know. I listen to podcasts about subjects that I'm clueless about that just spark my interest, so I wouldn't venture to pick any one of them except yours, and to make sure that people listen to yours. Ula Ojiaku You're very kind, Pete. Well, because you're on it, they definitely would. Would you both be thinking about writing a book sometime, because I think your story has been fascinating and there are lots of lessons Pete Newell Only if Ali would lead it. So I have picked up and put down multiple proposals to write books around the innovation process within the government and other places, and part of the reason I keep stopping is it keeps changing. I don't think we're done learning yet, and I think the problem writing a book is you're taking a snapshot in time. One of the things that we are very focused on for the military, we talk about doctrine, what is the language of innovation inside the government workplace? It's the thing that we keep picking up, we've helped at least one government organisation write their very first innovation doctrine, the Transportation Security Administration of all places, the very first federal agency to produce a doctrine for innovation that explains what it is, why it is connected to the mission of the organisation, and describes a process by which they'll do it. I think within the Ministry of Defence, Department of Defense, there needs to be a concerted effort to produce a document that connects the outcome of innovation to the mission of the organisation. We call that mission acceleration. We look at innovation as a process, not an end state. The end state is actually mission acceleration. There's probably a really interesting book just to be written about Ali's journey, and I say more Ali's journey than mine because I think as a woman founder of a defence company in the UK, all of the characters in the book are completely unlikely. So somewhere down the road, maybe. Ula Ojiaku Well, I'm on the queue waiting for it, I will definitely buy it. So where can the listeners and viewers find you if, if they want to get in touch? Ali Hawks We're both on LinkedIn, so Pete Newell, Ali Hawks, our emails too are on our various websites, bmnt.com, bmnt.co.uk. Ula Ojiaku Awesome. Any final words for the audience? Pete Newell I'll say thank you again for one, having us. Like I said, it's the first opportunity Ali and I have had to be on a podcast together. Any opportunity I get to engage with the folks and have this conversation is a gift. So thank you for giving us the time. Ula Ojiaku My pleasure. Ali Hawks Yes, Ula, thanks very much for having us on together. It's been great. Ula Ojiaku I've enjoyed this conversation and listening to you both. So thank you so much. The pleasure and the honour is mine. That's all we have for now. Thanks for listening. If you liked this show, do subscribe at www.agileinnovationleaders.com or your favourite podcast provider. Also share with friends and do leave a review on iTunes. This would help others find this show. I'd also love to hear from you, so please drop me an email at ula@agileinnovationleaders.com Take care and God bless! 

Today we delve into the intricate world of federal contracting with our esteemed guest, Katelyn Rigle. As the Operations Audit Liaison Small Business Coordinator for the Defense Contract Audit Agency (DCAA), Katelyn brings a wealth of experience and insight into the dynamics of government contracting, particularly for small businesses. Katelyn serves as the Operations Audit Liaison Small Business Coordinator for DCAA, stationed at Fort Belvoir, VA. With over a decade of experience, Katelyn has been an integral part of the DCAA team since 2009. She currently holds the role of small business liaison, providing invaluable education, guidance, and support to small and medium-sized businesses navigating federal contracts. In this episode, Katelyn shares her insights into the unique challenges and opportunities that small businesses encounter in the federal contracting arena. She discusses the importance of compliance, transparency, and accountability in securing and maintaining federal contracts. Katelyn sheds light on the role of the Defense Contract Audit Agency and its impact on ensuring the integrity of government contracts. As the agency's small business liaison, Katelyn highlights the various initiatives and programs aimed at empowering small and medium-sized businesses in the federal contracting space. She emphasizes the significance of collaboration between government agencies, the Small Business Administration, APEX Accelerators, and federal consulting firms in fostering the growth and success of small businesses. Join us in this enlightening conversation as we unravel the complexities of federal contracting and empower small businesses to thrive in the government marketplace. Tune in to The Daily Windup Podcast for this exclusive discussion with Katelyn Rigle!   DCAA Small Business Outreach Survey https://www.surveymonkey.com/r/NN5MKMD  LinkedIn: https://www.linkedin.com/in/katelyn-rigle-b97ba0282/  Corporate LinkedIn: https://www.linkedin.com/company/defense-contract-audit-agency/mycompany/  Company Website: www.dcaa.mil 

When Jackie Jones of Flourish Momentum shares her journey from an art educator to a therapist, we're reminded that sometimes the most profound changes in our lives come from unexpected transitions. This episode is a testament to how embracing the art of healing can illuminate a path toward reclaiming life after trauma, particularly for veterans and active-duty military personnel grappling with PTSD and its complex cousins. Together with Jackie, we uncover the layered realities of psychological conditions like moral injury and complicated grief, and the ways in which creative self-expression can be a powerful ally in the fight for mental well-being.The transformative power of art therapy takes center stage as we recount the evolution of its programs within the military healthcare system. By transcending skepticism and integrating into places like Fort Belvoir, art therapy has emerged as a critical tool for processing trauma and unearthing subconscious issues. Jackie's anecdotes bring to life the profound impact it has on individuals, from a man learning to accept his past to a veteran shouldering immense loss. These stories are a beacon of hope, illustrating that with the right support, the journey to self-acceptance and sharing one's pain is not only possible but life-changing.Our conversation wraps up, emphasizing the essential nature of personalized mental health treatment. We tackle the frustrations many encounter with overmedication and one-size-fits-all approaches, highlighting the promise of alternative therapies like sound bowl sessions and the importance of addressing the deep-rooted causes of emotional distress. As Jackie and I reflect on these themes, the episode becomes a call to action for anyone looking to understand their trauma and to find the courage to move forward in life. Join us for an honest, insightful look at the challenges and triumphs on the road to healing.Get in touch and follow Jackie below:https://flourishmomentum.com/IG: @Flourish_momentumYouTube: https://www.youtube.com/jackiejonesContact her on any of the links or simply drop her an email:Jackie@FlourishMomentum.com Contact Thad - VictoriousVeteranProject@Gmail.comThanks for listening!

This episode of the Lessons Learned for Vets podcast kicks off our 4th Season! We are excited to host Charlene Wilde who served as a US Army Chemical, Biological, Radiological and Nuclear (CBRN) Officer for six years. As a veteran and military spouse, Charlene is now the Senior Vice President of Operations at American Armed Forces Mutual Aid Association (AAFMAA). This podcast focuses on how she transitioned back into the civilian workforce after an 11-year break and the strategies she used to expand her opportunities at AAFMAA. We are grateful to AAFMAA for sponsoring this episode.  Charlene made the decision to separate from the military after she had her first child. With her husband recently deployed to Iraq and a short 6-week maternity leave over, Charlene persevered as a CBRN officer for awhile before realizing she wanted to prioritize her new role as a mother. Unfortunately, her command and unit were not supportive of military women who wanted to continue serving after becoming a mom. After Charlene separated, she found the support she needed through the military spouse community.  As a veteran and military spouse, Charlene spent a significant amount of time overseas with her husband. At the time, remote work was not as prevalent as it is today. Charlene had the desire to continue learning and serving, so she volunteered as much as she could through military organizations and spouse groups. Volunteering was an opportunity for Charlene to gain new skills - skills that helped her gain future employment. Charlene encourages mil spouses to take a strategic approach to volunteering in order to build a resume. Taking classes or pursuing certifications are also great ways to fill gaps on a resume. When Charlene began applying for roles after an 11-year break, she tailored her resume to focus on her organizational and leadership skills. She took advantage of Fort Belvoir's military spouse employment office and began networking. AAFMAA hired her as a team leader in 2015. Charlene admits that when she first reentered the workforce, she viewed her role as just a job. A year later, she shifted her mindset from job to career. With this mental shift, Charlene began to look for new opportunities to grow within the company.  AAFMAA has a long and solid history of serving the military community. It is the longest standing not for profit association to provide military families with affordable financial solutions, including life insurance, investment management, residential mortgages and Survivor Assistance Services. In addition, almost 40% of AAFMAA's workforce is either a veteran or a military spouse. Subscribe to our YouTube channel at https://tinyurl.com/llforvets22 Connect with Charlene at https://www.linkedin.com/in/charlene-wilde/ Explore AAFMAA services at https://www.aafmaa.com/ Download the AAFMAA transition timeline at https://aafmaa.com/ll4v SUBSCRIBE & LEAVE A FIVE-STAR REVIEW and share this with other veterans who might need help as they transition from the military!AAFMA, the American Armed Forces Mutual Aid Association is the longest-standing nonprofit association offering life insurance, wealth management, mortgages, survivor assistance and more. AAFMA is dedicated to helping servicemembers be ready for life after the military. AAFMAA would like to offer you their free Transition Timeline, a guide to help you create a solid military transition plan. Let AAFMAA help you get ready for your next step by visiting www.aafmaa.com/ll4v.

COL Tina Schoenberger is Director of the U.S. Army Nuclear and Countering Weapons of Mass Destruction Agency ( USANCA - https://www.usanca.army.mil/ ); a U.S. Army HQ field operating agency of both nuclear and CWMD military and civilian professionals, headquartered at Fort Belvoir, Virginia. USANCA is operationally and technically responsive to the Army's Total Force and the Joint Force commander, and they are responsible for delivering key nuclear, CWMD, and chemical, biological, radiological and nuclear (CBRN) subject matter expertise to the generating and operating forces. Col Schoenberger has a Bachelors degree in Microbiology and a Master of Science in Molecular Biology, both from Southeastern Louisiana University, and served as a Fellow in the Emerging Leaders in Biosecurity initiative (ELBI) Fellowship program, at the Center for Biosecurity of Pittsburgh Medical Center for Health Security. During her extensive career in the U.S. military, COL Schoenberger has previously served as: - an Army War College, Office of the Director of National Intelligence Fellow with duty at the National Counterproliferation and Biosecurity Center; - a Plans, Integration and Assessments Division Chief for USSOCOM J10- Countering Weapons of Mass Destruction (CWMD) Directorate; - a J5 Division Chief at the Joint Special Operations Command (JSOC), J5 Branch Chief, and the Defense Threat Reduction Agency (DTRA) liaison officer to JSOC; - a Military Assistant to the Deputy Director of DTRA, while serving at the U.S. Strategic Command's Center for Combating Weapons of Mass Destruction (SCC-CWMD), where she was a key planner in the Regional Contingency Team that led planning efforts in support of the Chairman of the Joint Chief of Staff, Department of State, and the National Security Staff, for the Syria Chemical Weapons destruction and elimination mission; - a J3 Science Advisor and primary subject matter expert (SME) leading the fielding of the Weapons of Mass Destruction – Civil Support Team (WMD-CST) up-graded Analytical Laboratory System (ALS) at the National Guard Bureau (NGB) and operated and maintained the ALS as the Nuclear Medical Science Officer for the 62nd Weapons of Mass Destruction – Civil Support Team in Louisiana. Support the show

4/4: The Case for Nukes: How We Can Beat Global Warming and Create a Free, Open, and Magnificent Future by  Robert Zubrin  (Author) https://www.amazon.com/Case-Nukes-Global-Warming-Magnificent/dp/1736386069/?_encoding=UTF8&pd_rd_w=UeGVv&content-id=amzn1.sym.ed85217c-14c9-4aa0-b248-e47393e2ce12&pf_rd_p=ed85217c-14c9-4aa0-b248-e47393e2ce12&pf_rd_r=143-0258134-6610437&pd_rd_wg=sJV8b&pd_rd_r=0137d795-3a42-44c6-84c4-74819fbb82e3&ref_=aufs_ap_sc_dsk The Case for Nukes is a unique book. In it, world-renowned nuclear and aerospace engineer Dr. Robert Zubrin explains how nuclear power works and how much it has to offer humanity. He debunks the toxic falsehoods that have been spread to dissuade us from using it by variously the ignorant, the fearful, the fanatical, and by cynical political operatives bought and paid for by competing interests. 1957 Fort Belvoir, VA

The House of Representatives is set to hold the first hearing in the impeachment inquiry into President Joe Biden next Thursday, Sept. 28. Meanwhile, the president's son is hoping to avoid having to show up in court for his arraignment: Hunter Biden's lawyers are seeking a video conference appearance for his gun charges. Freedom at last for the five Americans held prisoner for years in Iran. An army airfield at Fort Belvoir, Virginia, witnessed the long-awaited and deeply emotional family reunions. In Moscow, meanwhile, a court upheld the pre-trial detention of Wall Street Journal reporter Evan Gershkovich. A GOP-led spending bill is coming before the House, with Republicans clearing the final hurdle yesterday. Even if it passes, however, it's unlikely the Democrat-controlled Senate will approve it. ⭕️Watch in-depth videos based on Truth & Tradition at Epoch TV

US Navy Commander Blake Dremann epitomizes the Navy core values. His career has had so many shocking turns that it deserves a full length feature film. Brought up in a faith environment and attending bible school, Blake found the military. He was in the first group of (perceived) women to integrate submarines and then became instrumental in opening up the military to transgender service. He led SPARTA, a non-profit advocacy organization, when President Trump attempted to fire all trans service members via tweet. Through it all, Blake won performance awards, changed perceptions, and fought to be the best version of himself. His journey is an inspiration. This is Blake's Official Navy Biography - COMMANDER BLAKE M. DREMANN SUPPLY CORPS UNITED STATES NAVY Commander Blake Dremann is assigned as the Ammunition Supply Chain Strategy Deputy and the Ordnance Audit Program Manager, NAVSUP Ammunition Logistics Center at Navy Supply Systems Command Headquarters, Mechanicsburg, PA. Commander Dremann is a native of St. Louis, MO and is a 2003 graduate of Ozark Christian College, earning his Bachelor of Biblical Literature. He received his commission through Officer Candidate School in Pensacola, FL in 2006 and after commissioning attended Navy Supply Corps School in Athens, GA. He earned his Master of Business Administration from Norwich University in 2019. Dremann's operational assignments include: division officer afloat as Food Service Officer, Disbursing Officer and Assistant Supply Officer, USS DENVER (LPD 9); and Supply Officer, USS MAINE (SSBN 741), earning MAINE's second Logistics Excellence Award and recipient of the 2015 Vice Admiral Robert F. Batchelder Award.  His most recent shore assignment was as Readiness Officer, Nuclear Enterprise Support Office at Defense Logistics Agency Headquarters in Fort Belvoir, VA.  Previously he was a Navy Intern, Joint Staff, Logistics Directorate, Washington, DC; where he became the Deputy Branch Chief for Capabilities, was co-lead for the biennial logistics war game and Combatant Command Integrated Priority Lists and Issue Nominations; served an Individual Augmentation tour as Assistant Coordinator, Commander's Emergency Response Program; Combined Joint Task Force - 101, Bagram, Afghanistan; and division officer ashore as Food Service Officer, Billeting Officer, and Sales Officer for Navy Support Facility, Diego Garcia. Dremann's personal decorations include two Defense Meritorious Service Medals, the Joint Service Commendation Medal, the Joint Service Achievement Medal, the Navy and Marine Corps Commendation Medal, and four Navy and Marine Corps Achievement Medals. He is qualified as a Submarine Warfare Supply officer, a Surface Warfare Supply officer and is a member of the Acquisition Corps.  Commander Dremann has also received the 2018 Department of Defense Pride Military Leadership Award, Modern Military Association of America's “Outstanding Advocate” Honoree for their 25th Anniversary, named a 2019 Out in National Security Next Generation Leader in National Security.

Brigadier General John W. Weidner assumed the duties as Deputy Director, Plans and Policy, United States Strategic Command (USSTRATCOM), on May 4, 2020. General Weidner was commissioned a second lieutenant in 1991 upon graduation from the Army ROTC program at St. John's University, Collegeville, Minnesota, where he earned a Bachelor of Science degree in physics.He completed a Ph.D. in medical physics from the University of Wisconsin-Madison in 2012, and holds Master of Science degrees in medical physics, nuclear engineering, engineering management, and strategic studies. His military education includes the Engineer Officer Basic and Advanced Courses, the Combined Arms Services Staff School, the Command and General Staff College, and the Army War College. He is also a registered Professional Engineer in the state of Wisconsin. General Weidner most recently served as the Director of the US Army Nuclear and Countering WMD Agency at Fort Belvoir, Virginia, where he led the Army's capability to integrate nuclear weapon effects into conventional operations, and supported Army service component commands with nuclear and countering WMD expertise.General Weidner previously served as the Director of the USSTRATCOM Commander Action Group; Director for Strategic Capabilities Policy in the Defense Policy and Strategy Directorate on the National Security Council staff; Executive Director for the Office of Major Modernization Programs, National Nuclear Security Administration, Department of Energy; assistant professor in the Department of Engineering Physics at the Air Force Institute of Technology; stockpile associate for the Defense Threat Reduction Agency (DTRA) at Los Alamos National Laboratory, New Mexico; consequence management advisory team leader for DTRA at Kirtland Air Force Base, New Mexico; assistant professor in the Department of Physics at the United States Military Academy at West Point; and Deputy District Engineer for the St. Paul District, U.S. Army Corps of Engineers. He commanded B Company, 52nd Engineer Battalion at Fort Carson, Colorado and served as an Engineer Platoon Leader at Fort Riley, Kansas and in the Republic of Korea.EPISODE NOTES:Follow NucleCast on Twitter at @NucleCast Email comments and guest nominations to NucleCast@anwadeter.orgSubscribe to NucleCast podcast Rate the show

Nowhere is BRAC making a bigger difference than Fort Belvoir, Va., where 4.5 billion dollars is being done. Mary Cochran shows us one building that is the size of two aircraft carriers and is shaped like an eye, which represents the mission of this super sized space. Also available in high definition

Nowhere is BRAC making a bigger difference than Fort Belvoir, Va., where 4.5 billion dollars is being done. Mary Cochran shows us one building that is the size of two aircraft carriers and is shaped like an eye, which represents the mission of this super sized space. Also available in high definition

The Cognitive Crucible is a forum that presents different perspectives and emerging thought leadership related to the information environment. The opinions expressed by guests are their own, and do not necessarily reflect the views of or endorsement by the Information Professionals Association. During this episode, US Army LTC Brian Burbank discusses the Ghost Team's immersive information operations training capability at the National Training Center at Fort Irwin, California. The Ghost Team challenges brigade-sized units with multi-domain dynamics so that we can win the first battle of the next war. Research Question: Brian Burbank observes that everyone is talking about Artificial Intelligence and how it's going to change modern warfare.  The real question is how, and how do we make it useful to help a Commander win? Lots of value to automate the science of Leadership, so Commanders can apply the Art to enhance our information dominance (Our OODA loop is faster than our adversaries).  But if it doesn't help Commanders win, then it won't be of value. Resources: Cognitive Crucible Podcast Episodes Mentioned #129 Eliot Jardines on Open Source Intelligence Army FM 3-0 OPERATIONS Sooner Than We Think: Command Post Survivability and Future Threats with COL John Antal (USA, Ret.) Stratagem: Deception and Surprise in War by Barton Whaley Alchemy: The Dark Art and Curious Science of Creating Magic in Brands, Business, and Life by Rory Sutherland Link to full show notes and resources https://information-professionals.org/episode/cognitive-crucible-episode-131 Guest Bio: LTC Brian Burbank is a lifelong Maniac (born and raised in Maine) and enlisted in the United States Army Reserves in September 1998.  He served in the 94th Military Police Company until 2003 and deployed to Bosnia in 2000-2001.  He also briefly served in the Maine Army National Guard prior to commissioning.  LTC Burbank commissioned from the University of Maine Army ROTC program in 2003 and was branched Aviation and became a qualified UH-60 pilot.  He mostly flew a desk, despite a deployment to Afghanistan (2006-2007) and to Iraq (2008-2009), which led him to transfer into Information Operations (Functional Area 30) in 2013. As an Information Operations Officer, LTC Burbank served on the I Corps staff, participating in exercises in Thailand, Japan, and Australia, and numerous CONUS locations.  In 2016, LTC Burbank was assigned to 1st Information Operations Battalion, 1st Information Operations Command at Fort Belvoir, VA where he served as a Field Support Team Leader during a deployment in support of a JTF in Afghanistan (2017), Battalion Executive Officer, Force Management Officer, and Social Media Detachment Chief.  He then was assigned to III Corps and immediately deployed to Combined Joint Task Force – Operation Inherent Resolve in Kuwait (2020-2021).   LTC Burbank is currently assigned as the Ghost Team Chief within the Operations group at the National Training Center at Fort Irwin, California.  Ghost Team is comprised of key enablers to support Information Advantage, specifically Civil Affairs, Cyber Electromagnetic Activities, Public Affairs, Psychological Operations, and Space Operations.  Ghost Team is responsible for simultaneously coaching rotational training units and adjusting the scenario to provide a controlled, realistic, and contested training operational environment for the Army.  Ghost Team derives its heritage from the World War Two famed unit, the 23rd Headquarters, Special Troops, better known as “Patton's Ghost Army”. LTC Brian Burbank has been married to the lovely Olivia Burbank for almost 20 years and they share two children, Abby (16) and Evan (12).  They collectively enjoy shenanigans wherever they go.  Brian enjoys working on his 1969 Volkswagen Beetle (Herbie), brewing beer, gardening, terrorizing children and the neighborhood in his inflatable T-Rex costume, and most recently, dabbling with his wood pellet smoker. About: The Information Professionals Association (IPA) is a non-profit organization dedicated to exploring the role of information activities, such as influence and cognitive security, within the national security sector and helping to bridge the divide between operations and research. Its goal is to increase interdisciplinary collaboration between scholars and practitioners and policymakers with an interest in this domain. For more information, please contact us at communications@information-professionals.org. Or, connect directly with The Cognitive Crucible podcast host, John Bicknell, on LinkedIn. Disclosure: As an Amazon Associate, 1) IPA earns from qualifying purchases, 2) IPA gets commissions for purchases made through links in this post.

In this episode, Kelli Hooke shows that applying for a job online can indeed result in employment. While stationed at Fort Belvoir, Kelli talks about how she saw an ad for a position with T Mobile in Seattle, for which she was ultimately hired. Kelli shares her thoughts on what it is like to work for a major tech company, and how working as a corporate counsel is a lot like being an SJA. Note: you will hear voices in the background of this interview. It is a testament to Kelli's ability to multitask. As a working woman with a husband and children, Kelli graciously gave up her time to talk to me while she waited on one of her children at an evening commitment. Kelli's LinkedIn profile can be accessed by clicking HERE.

Shawn Carrington is a native of Philadelphia, PA. He is a student and servant to God, his family, and his community. He is a graduate from Columbia Southern University class of 2020 with an M.S. in Organizational Leadership and a B.S in Business Management concentrating in HumanResource Management. He completed a graduate certificate program at Southern New Hampshire University, 2018 on Leadership of Non-Profit Organizations. He also graduated from Lee Senior High School Class of 1990 in Sanford, NC.Shawn has held numerous leadership positions throughout his 24-year military career, enlisting in the United States Army (USA) on May 27th, 1992, and retiring as a Sergeant First Class (SFC) from the United States Army on June 1st, 2016. He attended basic training at Fort Jackson,SC and advanced individual training at Fort Belvoir, VA.Currently, Shawn owns and operates two Limited Liability Companies (LLCs). His global brand is “MrShawnBiz.” SDot, LLC created in 2012, is a Real Estate Investment, Asset Management company, and SDotBiz Connections, LLC was formed in 2016 as a Strategic Leadership Consulting Company. Shawn is also the National Commander for NAMVETS, a 501c3 veteran service organization assisting veterans worldwide.Connect with Shawn Carrington: www.mrshawnbiz.comDr. Virginia LeBlanc “DocV”, The Pivot MaestroDr. Virginia LeBlanc (DocV) is a highly sought multi‐disciplinary expert and global thought leader delivering value across industries world‐wide sharing key ingredients to successfully pivot through transition gaps, earning her the nickname “THE Pivot Maestro.” Her work leading major change initiative with Joint Forces commands at the Pentagon, Department of the Navy, Booz Allen Hamilton, Indiana University, and the National Pan‐Hellenic Council birthed her passion in personal wellness and transformation through transition founding Defining Paths (DP)—not only a company but a heart‐centered, socially conscious movement and network for thought leaders, change makers, legacy builders, and purposed entrepreneurs—healing, rebuilding, and transforming lives and businesses from the inside out.A Holistic Coach, particularly serving retiring military and women leaders in career‐life transition, DocV specializes in putting YOU back in business guiding clients through next steps facing fears, connecting the dots, and thinking without a box while to live inspired with a “be your own boss” mind‐set.Dr. LeBlanc is the international bestselling author of Love the Skin YOU'RE In: How to Conquer Life Through Divergent Thinking, her autobiographical love‐letter to “Society” on socio‐cultural conditioning and how she overcame to define her path.Learn more at https://linktr.ee/definingpaths.Define Your Pathhttps://businessinnovatorsradio.com/define-your-path/Source: https://businessinnovatorsradio.com/ep-27-shawn-carrington-define-your-path-with-dr-virginia-leblanc-docv-the-pivot-maestro

The Most Conversation Stories Of The Week + Q&ATop Ten Conversational Stories Of The Week1 - Travis Scott Slams Rumors He Cheated on Kylie Jennerhttps://t.co/RedauG73IA (Sunday - 10/23/2022)2 -When We Were Young Festival Day One Cancelledhttps://t.co/rHUQib4166 (Saturday - 10/22/2022)3 - Russian strikes cause blackouts in much of Ukraine, more flee Kherson https://t.co/L9GtEQ3BA7 (Sunday - 10/23/2022)4 - Darrell Brooks found guilty in Waukesha Christmas Parade attackshttps://t.co/UNhcXcKwSB (Wednesday10/26/20225 - Marvel Stars Tom Hiddleston and Zawe Ashton Welcome First Childhttps://t.co/hFMhWrLnfK (Thursday - 10/27/2022)6 - 2 killed in shooting at St. Louis high school; gunman dead https://t.co/3cQ4G1lcKP ( Monday - 10/24/2022)7 - Nudes of Wisconsin Badgers volleyball team leaked from player's phone, police suspect hackinghttps://t.co/2QV1Nil6Ca (Friday - 10/28/2022)8 - Danny Masterson Accuser Resumes Agonizing Testimony That Caused a Juror Drop Out Over ‘Concerns'https://t.co/TJJaiSSgrf (Friday - 10/21/2022)9 - Sasha Obama Ruffles Feathers For Carrying School Books In Telfar On USC Campus https://t.co/8xZAAvORXn (Wednesday - 10/26/2022)10 - Hu Jintao: Former Chinese leader unexpectedly led out of Party Congress https://t.co/rlh5BW19dC (Sunday - 10/23/2022)The Almost-Rans (Stories 11-15)11 - The Powerball jackpot climbed to $800 million after no ticket matched all winning numbers in Wednesday's drawinghttps://t.co/yIJXitioXY (Thursday - 10/27/2022)12 -Kanye West Claims Quentin Tarantino, Jamie Foxx Stole ‘Django Unchained' From Him in Piers Morgan Interview https://t.co/XgWLbxg9l7 (Friday - 10/21/2022)13 - FBI, military police responding to reported 'barricade' situation at US Army's Fort Belvoir https://t.co/64Xafvrg8w (Sunday - 10/23/2022)14 - Duchess Meghan's Archetypes tackles the ‘Angry Black Woman' trope with Issa Raehttps://t.co/pw8o2dFTJE (Tuesday - 10/25/2022)15 - Kim Zolciak to lose $2.6M mansion to foreclosure after she ‘failed to pay back’ $300K loan following TV show cancelation |https://t.co/G6QbL75wNs (Wednesday - 10/26/2022)The Almost Irrelevant Headline Of The Week209- Ohio judge removed over 'unprecedented misconduct' including courtroom jokes about bribes, strip clubs https://t.co/Wja1xArjDy(Friday - 10/21/2022)Website: http://thisistheconversationproject.comFacebook: http://facebook.com/thisistheconversationprojectTwitter: http://twitter.com/th_conversationTikTok: http://tiktok.com/@theconversationprojectYouTube: http://thisistheconversationproject.com/youtubePodcast: http://thisistheconversationproject.com/podcasts#yournewssidepiece #coffeechat #morningnews

During this episode, COL Mike Taylor discusses the US State Department's Global Engagement Center's (GEC) hub & spoke model for directing, leading, synchronizing, integrating, and coordinating the efforts of the Federal Government to recognize, understand, expose, and counter foreign state and non-state propaganda and disinformation efforts aimed at undermining or influencing the policies, security, or stability of the United States, its allies, and partner nations. Our wide ranging conversation covers the major components of the GEC, its data-driven approaches, and the importance of coordination within the US government and with allies and partners. Links: Cognitive Crucible Podcast Episodes Mentioned #99 Roger Carstens on Hostage Negotiations & Diplomacy Active Measures: The Secret History of Disinformation and Political Warfare by Thomas Rid The Fortunes of Africa: A 5000-Year History of Wealth, Greed, and Endeavor by Martin Meredith Team of Teams: New Rules of Engagement for a Complex World by Gen. Stanley McChrystal Al-Mawla Tactical Interrogation Reports: Report A Report B Report C Link to full show notes and resources https://information-professionals.org/episode/cognitive-crucible-episode-106 Guest Bio:  Colonel Mike Taylor, U.S. Army, is the Director for Counter-terrorism at the Global Engagement Center (GEC), U.S. Department of State, in Washington, D.C.  He serves as the principal advisor to the GEC's Special Envoy and Coordinator on countering foreign Violent Extremist Organization's (VEO) propaganda and disinformation (CPD) activities.  In this role he is responsible for overseeing GEC CT operations and planning to include interagency and international coordination such as with the Communications Working Group of the Global Coalition to Defeat ISIS.  Prior to the assumption of this assignment, Mike served as the Director, CJ39 Information Operations (IO), Deputy Chief of Staff for Operations, Operation Resolute Support (RS) and US Forces Afghanistan (USFOR-A). In previous assignments, Taylor served as the U.S. Army's Integrated Joint Special Technical Operations (IJSTO) Force Modernization Proponent Chief and as the U.S. Army Service IJSTO Chief, Operations and Technology Division, Operations, Readiness, and Mobilization Directorate, Office of the Deputy Chief of Staff, G-3/5/7, Washington, D.C.; Branch Chief, Deputy Director for Global Operations (DDGO), J-39, Joint Staff, Washington, D.C.; Information Operations Field Support Team Chief, 1st Battalion, 1st IO Command, Fort Belvoir, Virginia; and J39 IO Chief, Combined Joint Special Operations Task Force Arabian Peninsula (CJSOTF-AP), Operation Iraqi Freedom (OIF), Balad, Iraq.   Earlier in his career, Taylor served in multiple tactical command and staff assignments to include as military advisor to the G-3, 1st Brigade, 4th Iraqi Army Division, OIF, Tikrit, Iraq; Commander, Headquarters and Headquarters Company (HHC), 24th Infantry Division and the United States Army Garrison, Fort Riley, Kansas; Commander, HHC, 1st Battalion, 34th Armor, 1st Brigade Combat Team (BCT) “Devil Brigade,” 1st Infantry Division (ID), Fort Riley, Kansas and OIF, Khalidiyah, Iraq; Commander, Cobra Company, 1st Battalion, 34th Armor, 1st BCT, 1st ID, OIF, Iraq; Plans Chief, 1st BCT, 1st ID, Ft. Riley, Kansas; Commander, Headquarters and Headquarters Troop (HHT), 3d Squadron, 16th Cavalry (CAV) Regiment, Fort Knox, Kentucky; and Executive Officer and Tank Platoon Leader with 2d Battalion, 72d Armor, Camp Casey, Korea.  Taylor enlisted in the United States Army Reserve and served as Wheeled Heavy Equipment Operator, 892d Transportation Company, Belleville, Illinois and Operation Desert Shield/Storm, Saudi Arabia.  Taylor's awards include the Bronze Star Medal with one oak leaf cluster, the Defense Meritorious Service Medal with two oak leaf clusters, the Meritorious Service Medal with one oak leaf cluster, the Army Commendation Medal with two oak leaf clusters, the Army Achievement Medal, the Valorous Unit Award, the Meritorious Unit Citation, the Combat Action Badge, Basic Parachutist Badge, and was also awarded the U.S. Armor Association's Bronze Medallion of the Order of St. George.    Colonel Taylor holds a Bachelor of Science degree in Computer and Operations Management from Eastern Illinois University, a Master's in International Public Policy from the Johns Hopkins University School of Advanced International Studies (SAIS), Washington D.C., and is a graduate of the U.S. Army's Command and General Staff Officer's Course and the U.S. Army Information Operations Qualification Course.  Colonel Taylor was born in Biloxi, Mississippi and is the eldest of three children of a retired U.S. Air Force Chief Master Sergeant.  Taylor resides in Lake Ridge, VA, married to the former Constance (Connie) Lorraine Bremer, has two daughters Madison (Maddie) and Elizabeth (Ella), and enjoys cheering on the Green Bay Packers. About: The Information Professionals Association (IPA) is a non-profit organization dedicated to exploring the role of information activities, such as influence and cognitive security, within the national security sector and helping to bridge the divide between operations and research. Its goal is to increase interdisciplinary collaboration between scholars and practitioners and policymakers with an interest in this domain. For more information, please contact us at communications@information-professionals.org. Or, connect directly with The Cognitive Crucible podcast host, John Bicknell, on LinkedIn. Disclosure: As an Amazon Associate, 1) IPA earns from qualifying purchases, 2) IPA gets commissions for purchases made through links in this post.

Joseph Greger Small Business Program Manager Mr. Greger is the Small Business Program Manager and is located at DCAA Headquarters in Fort Belvoir, Virginia. In this capacity, he serves as the program manager and audit expert for the small business program with responsibility to provide assistance, consultation and internal control with regard to audit requirements and their application to small business. Mr. Greger graduated from California University of Pennsylvania with a Master of Science in Business Administration and a Bachelors in Accounting. He began his DCAA career as an Auditor at the Herndon Branch Office in Northern Virginia. He was promoted to Supervisory Auditor then Branch Manager at the Springfield Branch Office. Mr. Greger has also served in Headquarters as an OWD Program Manager in the Operations Directorate. Mr. Greger resides in Alexandria, Virginia. Learn more about DCAA and the work they do: https://www.dcaa.mil/ --- Send in a voice message: https://anchor.fm/governmentcoins/message Support this podcast: https://anchor.fm/governmentcoins/support

Joseph Greger Small Business Program Manager Mr. Greger is the Small Business Program Manager and is located at DCAA Headquarters in Fort Belvoir, Virginia. In this capacity, he serves as the program manager and audit expert for the small business program with responsibility to provide assistance, consultation and internal control with regard to audit requirements and their application to small business. Mr. Greger graduated from California University of Pennsylvania with a Master of Science in Business Administration and a Bachelors in Accounting. He began his DCAA career as an Auditor at the Herndon Branch Office in Northern Virginia. He was promoted to Supervisory Auditor then Branch Manager at the Springfield Branch Office. Mr. Greger has also served in Headquarters as an OWD Program Manager in the Operations Directorate. Mr. Greger resides in Alexandria, Virginia. Learn more about DCAA and the work they do: https://www.dcaa.mil/ --- Send in a voice message: https://anchor.fm/governmentcoins/message Support this podcast: https://anchor.fm/governmentcoins/support

In this episode of the Belvoir In The Know Podcast, Fort Belvoir's School Liaison Officer, Ms. Kristen Acquah, discusses Month Of The Military Child events happening on Fort Belvoir, educational resources and how she supports military families with school-age children. For parents wanting additional information on the resources discussed, call Ms. Acquah at 703-416-9976 or visit the Fort Belvoir MWR website to send her an email: https://belvoir.armymwr.com/programs/school-support-services-1 See the full list of #MOMC events here: https://belvoir.armymwr.com/happenings/month-military-child

Attorney Scott Friedman is a litigator based in Cleveland, Ohio. He is a former officer in the U.S. Army JAG Corps who served as a military prosecutor in Fort Hood, TX; a civil litigator in the Army's Environmental Law Division in Fort Belvoir, VA; and deployed to Iraq as a Rule of Law and Claims attorney. After five years of active-duty service as a Army JAG, Scott entered private practice, working as an associate in a law firm where he represented businesses and medical professionals in personal injury lawsuits. In 2017, Scott opened his own practice, where he focuses on criminal defense, civil litigation, and he assists individuals through all stages of the Security Clearance Process. His clients include Military Members, DoD Government Civilian employees and DoD Contractors. https://ohiosecurityclearancelawyer.com/ https://scottjfriedmanlaw.com/ --- Send in a voice message: https://anchor.fm/ferah-ozbek/message

In this episode of the Belvoir In The Know Podcast, the Fort Belvoir Garrison Command Team discuss the importance of Behavioral Health and available resources with our special guests, Dr. (LTC) Peter Armanas, Director for Behavioral Health at Fort Belvoir Community Hospital, and Chaplain (CAPT) Dwight Horn, Pastoral Care Department Chief at Fort Belvoir Community Hospital. If you or a loved one is need of support, please contact the resources available on the Fort Belvoir Support Services Quick Reference Card: https://home.army.mil/belvoir/application/files/4816/3700/3488/Fort_Belvoir_Support_Services_Quick_Reference_Card.jpg

In this episode of the Belvoir In The Know Podcast, the Fort Belvoir Garrison Command Team talk about the importance of Indoor Air Quality (IAQ) in the home and office spaces with the Garrison's Industrial Hygienist, Sheryl Karidias. Sheryl also discusses her role in assuring safe and quality housing on Fort Belvoir. If you are concerned about the IAQ in your home on post, please reach out to the Housing Ombudsman, Alicia Luster, at her office number, 571-515-2055 or the Housing Hotline, 571-259-9867. For those concerned with IAQ in office spaces, please reach out to your facility manager.

In this episode of the Belvoir In The Know Podcast, the Fort Belvoir Garrison Commander and Command Sergeant Major introduce the Garrison's new Housing Ombudsman, Ms. Alicia Luster. All Fort Belvoir residents are encouraged to reach out to Ms. Luster if they have housing concerns. She can be reached at her office number, 571-515-2055 or the Housing Hotline number, 571-259-9867. For housing resources, visit the Housing Resident Portal at home.army.mil/belvoir.

In this episode of the Belvoir In The Know Podcast, the Fort Belvoir Garrison Command Team discusses The Villages at Belvoir's transition of ownership to The Michaels Organization, and what this means to Fort Belvoir residents, with Project Manager, Zach Allen. For more information about Fort Belvoir Housing, visit our website:https://home.army.mil/belvoir/index.php/about/Garrison/directorate-public-works/housing-services-office/housing-resident-portal

In this episode of the #BelvoirInTheKnow Podcast, the Fort Belvoir Garrison Command Team discusses everything you need to know about COVID-19 vaccines for kids with our special guests from Fort Belvoir Community Hospital, Dr. (LTC) Shaprina Williams and LT Antoinette Mantz. To schedule a COVID-19 Vaccine appointment with Fort Belvoir Community Hospital, visit: https://informatics-stage.health.mil/BelvoirCOVIDApp/. For questions, call the Vaccine Information Hotline: 571-231-7777, option 1. Learn more about COVID-19 vaccinations for children and teens here: https://www.cdc.gov/coronavirus/2019-ncov/vaccines/recommendations/children-teens.html?s_cid=11370:cdc%20covid%20vaccine%20teens:sem.ga:p:RG:GM:gen:PTN:FY21

In this episode of the Belvoir In The Know Podcast, the Fort Belvoir Garrison Command Team and AFWC Director, Nicole Leth, discuss how the Fort Belvoir Armed Forces Wellness Center can help you achieve your health and fitness goals through their various services offered, such as metabolic testing, stress management, exercise prescriptions, healthy sleep habits and more. The AFWC is here to help you be physically and mentally fit! Learn more on their website:https://home.army.mil/belvoir/index.php/about/Garrison/headquarters-battalion/fort-belvoir-armed-forces-wellness-center

In this collaboration with The Learning Ideas Conference 2021, each episode will feature conversations with a selection of conferences speakers from around the world. In these conversations, each guest shares highlights from their conference talk, highlighting their fascinating work in the field of learning, sharing insights and tips, as well as what they are excited about in the future of learning. The Learning Ideas Conference: https://www.learningideasconf.org/ (0:03:30 hours) * Introduction to The Learning Ideas Conference David Guralnick, Ph.D. Founder and Chair of The Learning Ideas Conference President and CEO, Kaleidoscope Learning New York, New York, USA Website: http://www.davidguralnick.com/ (0:15:00 hours) * Learning on the Seam: The Intersection between Learning Science and User-Centered Design Alicia Sanchez, Ph.D. Director of Innovation, Defense Acquisition University Department of Defense, Fort Belvoir, Virginia, USA Advanced Distributed Learning Initiative https://adlnet.gov/ DAU https://www.dau.edu/ (0:32:00 hours) * At Your Best: Artificial Intelligence, People Analytics, Highly Realistic Avatars, Innovative Learning & Development Methodologies * Speech Analysis for Advanced Simulation * Digital Learning and Medical Simulation * A Digital Mindset for the Society 5.0: Experience an Online Escape Room Fernando Salvetti, Ph.D., Logosnet, Houston, Texas, USA LinkedIn https://www.linkedin.com/in/fernandosalvetti/ Logosnet www.logosnet.org e-REAL https://e-real.net/about/ (0:48:30 hours) * Taking Project-Based Learning Online Gary Natriello, Ph.D., Teachers College, Columbia University, New York, New York, USA Website https://www.tc.columbia.edu/faculty/gjn6/ (1:07:25 hours) * How to Design Compliance Training that is Engaging for Frontline Workers Lucia Stejer, Kaplan Professional, Sydney, Australia LinkedIn: https://www.linkedin.com/in/lucia-stejer-bbb0a122 Twitter: https://twitter.com/lstejer

“Even in my moment of deepest despair, I couldn't quit, because that wasn't who I was. That wasn't how I was wired.” In an incredibly inspiring two-episode series, Colonel Gregory D. Gadson recounts his experience serving our nation in the United States Army for more than 26 years; the harrowing injury that nearly took his life and cost him both legs above the knees and normal use of his right arm and hand; his remarkable recovery and what got him through it; and his subsequent career as an actor, entrepreneur, artist, and advocate for wounded warriors, veterans and those with disabilities. Col. Gadson's story serves as inspiration for us all to be a force for positive change in our own communities. In the two-part interview, Gol. Gadson also discusses his experience and shares insights on issues that are top of mind pertaining to diversity and inclusion. In 2020, he was one of 12 veterans from exceptionally diverse backgrounds who came together to co-found diversitypop™, a new, effective, unbiased learning technology and mobile app and the world's first self-paced diversity, equity and inclusion (DEI) learning & engagement application. After having accomplished so much in his life in so many different realms, Col. Gadson shares why he continues to give back to this day: “There's no more mountains for me to climb, no more dragons for me to slay. So now it's about paying it forward.... It's about preparing the next generation to deal with the problems that they're going to have to deal with.” A Chesapeake, Va. native, Col. Gadson, served our nation in the United States Army for more than 26 years. His service culminated as the Garrison Commander of Fort Belvoir, where he oversaw the daily operations of the post, a strategic sustaining base where more than 50,000 military personnel and employees provide logistical, intelligence, medical and administrative support, and command and control for a mix of more than 140 commands and agencies for the Department of Defense. A 25-year career Army officer, Col. Gadson's life is a portrait of courage in the face of great adversity. In May 2007, as commander of the 2nd Battalion, 32nd Field Artillery, Col. Gadson's greatest challenge came in Iraq, where an Improvised Explosive Device (IED) attack cost him both legs above the knees and normal use of his right arm and hand. Despite this, Gadson remained on active duty in the Army and continued to inspire many with his message of courage, perseverance, determination and teamwork. Refusing to be defined by the proverbial “hail of bullets,” he has since drawn upon the lessons of Pride, Poise and Team, learned as a West Point linebacker, and applied them to his life, career and family. Commissioned as a 2nd lieutenant of Field Artillery in 1989 from the United States Military Academy at West Point, Col. Gadson served in every major conflict of the past two decades, including Operations Desert Shield/Storm in Kuwait; Operation Joint Forge in Bosnia-Herzegovina; Operation Enduring Freedom in Afghanistan and Operation Iraqi Freedom. He served in various assignments throughout the world and dedicated himself to leading the Soldiers, civilian employees and family members in living the Army Values of Loyalty, Duty, Respect, Selfless Service, Honor, Integrity and Personal Courage. He is a passionate advocate for wounded warriors, veterans and those with disabilities; on several occasions, testified before Congress on issues related to these groups. In 2007, Tom Coughlin, New York Giants head coach, asked Col. Gadson to meet with the then-struggling team. He talked to the players about service, teamwork, duty, perseverance and adversity. His message resonated and the New York Giants defeated the 18-0 New England Patriots in Super Bowl XLII. He made his silver screen debut in 2012 as a lead actor in the blockbuster movie Battleship; where he portrayed a war-injured veteran that helped save the world from an alien invasion. Col. Gadson continues a very energetic and dynamic lifestyle where he continues to serve his nation as an entrepreneur and managing partner of Patriot Strategies, LLC, a government services company. He continues acting, currently in The Inspectors, a family television series on CBS. He is also an accomplished photographer/artist and remains active in cycling, skiing and scuba. Col. Gadson serves on the Board of Directors for MedTechVets, a 501(c)(3) nonprofit organization that assists and prepares transitioning service members and military veterans for meaningful employment in medical device and life science companies. MedTechVets' network has grown to nearly 100 life science and medical device companies, hundreds of mentors, and thousands of veterans. Col. Gadson's military awards include the Distinguished Service Medal; Legion of Merit (2); Bronze Stars (3); Purple Heart; the Meritorious Service Medal (3) and the Army Commendation Medal (3). He is a graduate of Command and General Staff College at Fort Leavenworth, Kansas; and holds master's degrees in Information Systems from Webster University and Policy Management from Georgetown University. He holds an honorary Doctorate of Law from Webster University. ABOUT US Welcome to the FourBlock Podcast, a show that examines veteran career transition and the military-civilian divide in the workplace. General Charles Krulak coined the term "Three Block War" to describe the nature of 21st-century military service defined by peace-keeping, humanitarian aid, and full combat. But what happens next? Veterans are often unprepared to return home and begin new careers. We call this the Fourth Block.  FourBlock is a national non-profit that has supported thousands of transitioning service members across the nation in beginning new and meaningful careers.  Mike Abrams (@fourblock) is an Afghanistan veteran, founder of FourBlock, and author of two military transition books. He'll be representing the military transition perspective. Lindsey Pollak (@lindsaypollak) is a career and workplace expert and New York Times bestselling author of three career advice books. Lindsey will be representing the civilian perspective of this issue.  Veterans, explore new industries and make the right connections. Find a career that fits your calling. Join us at fourblock.org/ Sponsor our program or host a class to equip more of our veterans at fourblock.org/donate. Follow FourBlock on Social Media  LinkedIn Facebook Instagram Twitter Podcast episodes are produced and edited by the Columbia University Center for Veteran Transition and Integration.

“Even in my moment of deepest despair, I couldn't quit, because that wasn't who I was. That wasn't how I was wired.” In an incredibly inspiring two-episode series, Colonel Gregory D. Gadson recounts his experience serving our nation in the United States Army for more than 26 years; the harrowing injury that nearly took his life and cost him both legs above the knees and normal use of his right arm and hand; his remarkable recovery and what got him through it; and his subsequent career as an actor, entrepreneur, artist, and advocate for wounded warriors, veterans and those with disabilities. Col. Gadson's story serves as inspiration for us all to be a force for positive change in our own communities. In the two-part interview, Gol. Gadson also discusses his experience and shares insights on issues that are top of mind pertaining to diversity and inclusion. In 2020, he was one of 12 veterans from exceptionally diverse backgrounds who came together to co-found diversitypop™, a new, effective, unbiased learning technology and mobile app and the world's first self-paced diversity, equity and inclusion (DEI) learning & engagement application. After having accomplished so much in his life in so many different realms, Col. Gadson shares why he continues to give back to this day: “There's no more mountains for me to climb, no more dragons for me to slay. So now it's about paying it forward.... It's about preparing the next generation to deal with the problems that they're going to have to deal with.” A Chesapeake, Va. native, Col. Gadson, served our nation in the United States Army for more than 26 years. His service culminated as the Garrison Commander of Fort Belvoir, where he oversaw the daily operations of the post, a strategic sustaining base where more than 50,000 military personnel and employees provide logistical, intelligence, medical and administrative support, and command and control for a mix of more than 140 commands and agencies for the Department of Defense. A 25-year career Army officer, Col. Gadson's life is a portrait of courage in the face of great adversity. In May 2007, as commander of the 2nd Battalion, 32nd Field Artillery, Col. Gadson's greatest challenge came in Iraq, where an Improvised Explosive Device (IED) attack cost him both legs above the knees and normal use of his right arm and hand. Despite this, Gadson remained on active duty in the Army and continued to inspire many with his message of courage, perseverance, determination and teamwork. Refusing to be defined by the proverbial “hail of bullets,” he has since drawn upon the lessons of Pride, Poise and Team, learned as a West Point linebacker, and applied them to his life, career and family. Commissioned as a 2nd lieutenant of Field Artillery in 1989 from the United States Military Academy at West Point, Col. Gadson served in every major conflict of the past two decades, including Operations Desert Shield/Storm in Kuwait; Operation Joint Forge in Bosnia-Herzegovina; Operation Enduring Freedom in Afghanistan and Operation Iraqi Freedom. He served in various assignments throughout the world and dedicated himself to leading the Soldiers, civilian employees and family members in living the Army Values of Loyalty, Duty, Respect, Selfless Service, Honor, Integrity and Personal Courage. He is a passionate advocate for wounded warriors, veterans and those with disabilities; on several occasions, testified before Congress on issues related to these groups. In 2007, Tom Coughlin, New York Giants head coach, asked Col. Gadson to meet with the then-struggling team. He talked to the players about service, teamwork, duty, perseverance and adversity. His message resonated and the New York Giants defeated the 18-0 New England Patriots in Super Bowl XLII. He made his silver screen debut in 2012 as a lead actor in the blockbuster movie Battleship; where he portrayed a war-injured veteran that helped save the world from an alien invasion. Col. Gadson continues a very energetic and dynamic lifestyle where he continues to serve his nation as an entrepreneur and managing partner of Patriot Strategies, LLC, a government services company. He continues acting, currently in The Inspectors, a family television series on CBS. He is also an accomplished photographer/artist and remains active in cycling, skiing and scuba. Col. Gadson serves on the Board of Directors for MedTechVets, a 501(c)(3) nonprofit organization that assists and prepares transitioning service members and military veterans for meaningful employment in medical device and life science companies. MedTechVets' network has grown to nearly 100 life science and medical device companies, hundreds of mentors, and thousands of veterans. Col. Gadson's military awards include the Distinguished Service Medal; Legion of Merit (2); Bronze Stars (3); Purple Heart; the Meritorious Service Medal (3) and the Army Commendation Medal (3). He is a graduate of Command and General Staff College at Fort Leavenworth, Kansas; and holds master's degrees in Information Systems from Webster University and Policy Management from Georgetown University. He holds an honorary Doctorate of Law from Webster University. ABOUT US Welcome to the FourBlock Podcast, a show that examines veteran career transition and the military-civilian divide in the workplace. General Charles Krulak coined the term "Three Block War" to describe the nature of 21st-century military service defined by peace-keeping, humanitarian aid, and full combat. But what happens next? Veterans are often unprepared to return home and begin new careers. We call this the Fourth Block.  FourBlock is a national non-profit that has supported thousands of transitioning service members across the nation in beginning new and meaningful careers.  Mike Abrams (@fourblock) is an Afghanistan veteran, founder of FourBlock, and author of two military transition books. He'll be representing the military transition perspective. Lindsey Pollak (@lindsaypollak) is a career and workplace expert and New York Times bestselling author of three career advice books. Lindsey will be representing the civilian perspective of this issue.  Veterans, explore new industries and make the right connections. Find a career that fits your calling. Join us at fourblock.org/ Sponsor our program or host a class to equip more of our veterans at fourblock.org/donate. Follow FourBlock on Social Media  LinkedIn Facebook Instagram Twitter Podcast episodes are produced and edited by the Columbia University Center for Veteran Transition and Integration.

Ginny Rodriguez is a military spouse who after marrying her husband in 1982 had 4 kids and moved 29 times throughout his military career including multiple tours to Georgia, North Carolina, Germany as well as assignments in Kansas, Rhode Island, Texas, Korea, Kentucky, Fort Belvoir, and Fort Myer. In this conversation, Ginny shares her insights and lessons on building resiliency, making friends, and creating a support network. For more information please visit: www.bigbrobigsis.com Presented by The Barry Robinson Center Hosted by Erin Lindstrom

In our second episode, we visit Ben Ellis at Fort Belvoir Golf Club, who along with a skeleton crew, is working to ensure the 36 holes on the property are in the best possible condition when it re-opens after closing due to Covid-19. Ben has extensive experience as a superintendent at several area facilities, is […]

In May 2007, Colonel Greg Gadson found himself face-up on a Baghdad street, having been blown out of his vehicle by a powerful roadside bomb. He was bleeding profusely from both legs, which he eventually lost. As a battalion commander, that day he was returning from a memorial service for two Soldiers from a sister unit who lost their lives...and now Colonel Gadson's Soldiers were trying desperately to save his. Retired Colonel Greg Gadson played football at West Point before becoming a Field Artillery Officer in 1989. He saw every major conflict until that fateful day in 2007, when he lost both his legs to an Improvised Explosive Device. In the years following his injury, he recovered and continued to serve, eventually becoming the Garrison Commander at Fort Belvoir and retiring in 2015. In this interview, he shares details of the IED attack and how his unit's pre-deployment training directly saved his life. COL Gadson also describes his decade-long partnership with the New York Giants and how he came to hold two Super Bowl Rings as a double amputee. Colonel Gadson is a powerful presence and an inspiration to be around. Please enjoy the conversation and lead well!