Category: Aviation

Source: United States Air Force

JOINT BASE SAN ANTONIO-RANDOLPH, Texas (AFNS) —  

Access to industry-curated training and digital content is now available to all Airmen and Guardians with the launch of the DAF e-Learning Percipio Microsoft Teams application, Air Education and Training Command officials announced May 15.

The effort is part of the command’s deliberate development and installation of IT systems that support learning, advanced learning applications and data analytics so Airmen can obtain and exchange information.

Airmen and Guardians are now in the driver’s seat as they can harness the full-suite of DAFeL capabilities for convenient, team-based, collaborative learning experiences in the normal flow of work,” said Brig. Gen. Randy Oakland, AETC director of Operations and Communications. “By using DAFeL for Teams, personnel can learn in the format, schedule and structure that’s right for them.”

After finding the skills they need using the chatbot, learners can launch videos, books, audiobooks, hands-on practice labs — whatever their job calls for at that moment — all without ever leaving Microsoft Teams.

The application also lets learners instantly share helpful learning content with their peers, colleagues and teammates in impromptu chats, group meetings, brainstorming sessions and more.

“By enabling learning in the flow of working together, managers who lead teams can create virtual learning groups, recommend content and assign learning paths — and then open the floor to discussion to help personnel absorb what they have learned,” said Floyd McKinney, AETC chief of learning services. “Integrating DAF and industry-curated training provides a wider range of training opportunities to support mission readiness.”

Learning can be pinned inside project teams or cohort sites (in a learning tab) so that all the members of that team can see which learning is required or recommended.

“These features merge work and learning into their Teams page,” McKinney said. “At each step along the way, learners can ask questions, share ideas, work together and apply their growing knowledge toward urgent real-time needs, the organization’s most prominent goals and whatever challenges the future may bring.

By enabling their workforce to learn in the continuously evolving flow of work, organizations can increase adoption and encourage engagement,” McKinney said.

Click here to view the DAF e-Learning User Guide.

Source: United States Air Force

ARLINGTON, Va. (AFNS) —  

The Department of the Air Force identified six locations May 15, to host experimental Air Task Forces that will test new methods to generate more efficient, integrated deployable Units of Action.

As part of a pilot program, the following installations are expected to receive an ATF command echelon this summer, pending the successful completion of the National Environmental Policy Act process. This is a step toward forming the new Air Force combat wings as Units of Action.

Davis-Monthan Air Force Base, Arizona
Scott AFB, Illinois
Joint Base San Antonio, Texas
Dyess AFB, Texas
Fairchild AFB, Washington
Seymour-Johnson AFB, North Carolina

“These pathfinding ATFs will work and train together throughout their AFFORGEN cycle to ensure they are at peak effectiveness on Day-1 of any deployment,” said Air Force Chief of Staff Gen. David Allvin. “That’s a significant change from how we deployed over the last 20 years, but the threat has evolved and so must we. The first ATFs will also be learning organizations and shape our forthcoming Combat Wing design.”

Airmen assigned to the ATF will work and train together throughout the AFFORGEN cycle to deploy as Units of Action in fiscal year 2026.

During his Air and Space Forces Association conference keynote in September 2023, Secretary of the Air Force Frank Kendall emphasized the urgency for the Air Force to adapt and innovate in response to growing global challenges with the announcement of ATFs. Clearly defining the force presentation model and rotational demands through the AFFORGEN cycle ensures the joint force receives Airmen prepared for high-end conflict.

Lt. Gen. Adrian Spain, the Air Force’s deputy chief of staff for operations, further elaborated during a panel on Air Task Forces and the Future of Force Presentation at the Air and Space Force Association’s 2024 Warfare Symposium Feb. 14.

“In all the ways that matter, this makes us better prepared,” said Spain. “During the Prepare and Certify phases of the AFFORGEN cycle, Airmen will develop into cohesive units, attuned to each other’s strengths and weaknesses. This preparation is key to ensuring that, when deployed, these teams can operate effectively under pressure and achieve their objectives with precision.”

The Expeditionary Air Base model which first deployed in October 2023, served as a critical first step in the transition. The next step is to adopt a more modular organization of teams which generate together through the AFFORGEN cycle and deploy as a unit to maximize combat effectiveness, while minimizing risk to the base mission.

The AFFORGEN cycle is built to enable Airmen to train and exercise together before being operationally employed together as part of a team. While its implementation differs depending on the mission of each Major Command, the goal is to achieve a common lexicon, more individual predictability, and greater alignment of readiness generating activities such as large-scale exercises across the Air Force.

The introduction of ATFs marks a significant milestone in the journey toward modernization and readiness, laying the groundwork to ensure the Air Force maintains a competitive advantage over the pacing challenge.

“This force generation and force presentation model best articulates our capabilities and capacity to the Joint Force and in turn, improves the readiness of our Airmen,” Spain said.

What Airmen need to know about the Air Task Force
• ATFs will enter the AFFORGEN cycle during the reset phase in summer 2024 and will be prepared to deploy beginning fiscal year 2026

• ATFs will team, train, and deploy together throughout the AFFORGEN cycle

• Over time, the elements of the ATF will be incorporated into operational wings

Elements of an ATF
The ATF consists of a command element with an attached expeditionary A-Staff and Special Staff, Combat Air Base Squadron (CABS), and Mission Generation Force Elements (MGFE) with attached Mission Sustainment Teams (MST).

The ATF’s A-staff includes a chief of staff who, along with the A-staff, assists with the commander’s interaction with higher headquarters and fulfills the commander’s responsibility to provide resourcing, policy, oversight, and guidance to the various forces under his or her command. The A-Staff is a standardized organizational structure, representing the following Air Force functions: A1 Manpower, Personnel, and Services; A2, Intelligence; A3, Operations; A4, Logistics and Engineering; A5, Plans and Integration; and A6, Communications. The ATF also has a Special Staff to provide staff assistance for the commander.

The Combat Air Base Squadron is the ATF’s primary base operation support (BOS) element and provides sustainment, protection, and/or airfield management. The ATF commander determines support requirements based upon deployment location and mission. A standard CABS consists of one Combat Service Support Team – Lead (CSST-L) and one to two Combat Service Support Teams (CSST) capable of supporting from several hundred to several thousand service members, depending on size. CSSTs consists of cross-functional teams each sourced from a singular installation.

The Mission Generation Force Element (MGFE) provides the combat capability of the ATF, for example, an expeditionary fighter squadron or an expeditionary special warfare squadron. The MGFEs train throughout the AFFORGEN cycle at home station as they do today and join their assigned ATF for specific training and certification events throughout the AFFORGEN cycle before fully attaching with the ATF for the available phase.

Mission Sustainment Teams (MST) pair with an MGFE to provide mission specific combat support functions to enable agile combat employment (ACE) and other operations at a Forward Operating Site (FOS) or more austere Contingency Location (CL). MSTs provide sustainment and protection for the portions of a MGFE moving forward to one or more locations. The MSTs may be able to augment the CABS when at a Main Operating Base (MOB).

Where Combat Wings Come In
At the Feb. 12 Air and Space Force Association’s 2024 Warfare Symposium in Colorado, Kendall highlighted the need to evolve the Air Force’s approach to organizing, training, and equipping to maintain a competitive advantage in preparation for great power competition.

“We need these changes now; we are out of time to reoptimize our forces to meet the strategic challenges in a time of Great Power Competition,” Kendall said.

Air Force combat wings will be structured as mission ready Units of Action with the same basic framework as the ATFs. However, as opposed to only coming together during events in the AFFORGEN prepare/certify phase, these operational wings will have all the necessary elements stationed together at the same installation where they can train together on a day-to-day basis. Over time, the lessons learned from the ATFs will be incorporated into our combat wings, with the goal to move toward combat wings as the singular force presentation model for the Air Force.

Combat wings will evolve to deploy as fully trained teams leaving behind functional base commands prepared to continue operating the base in competition, crisis and conflict.

Source: United States Air Force

ARLINGTON, Va. (AFNS) —  

Source: United States Air Force

TYNDALL AIR FORCE BASE, Fla. (AFNS) —  

The commencement of Sweden joining NATO March 7, opened the door to new training opportunities between U.S. and Swedish armed forces. The Swedish army Explosive Ordnance Disposal and Demining Centre first company, sixth team, joined the 325th Civil Engineer Squadron EOD unit for a combined exercise at Tyndall Air Force Base’s Silver Flag training site, April 29-May 3.

The exercise aimed to test and improve the readiness and interoperability between the two countries by establishing camaraderie and providing a platform to exchange techniques, tactics and procedures.

Throughout the five-day exercise, the two teams performed a wide range of operations, including hostage scenarios and complex threat simulations.

“These exercises are important as new allies,” said Staff Sgt. Clayton Manning, 325th CES EOD journeyman. “Building chemistry and experiences are crucial to our relationships with partner nations. At Tyndall, we have the largest Silver Flag training site in the Department of Defense and it’s valuable to have access to all the assets we need to train in a [simulated and realistic] downrange environment.”

Cooperation among allied nations can not only validate and test solutions but helps facilitate rapid employment of future capabilities. This operation was another way to integrate and interoperate with partners, streamlining processes across each country’s procedures.

“If [either] of us [operates] differently we have the ability to experiment with them, in a controlled environment, and implement it in our training back home so we can increase our capabilities, with the significant shift in us becoming a partner nation,” said Swedish army Cpl. Filip Davidsson, an EOD and demining first company, sixth team member.

The first day of the exercise focused on demolition proficiency and the effects of dynamic charges against improvised explosive devices. Subsequent training days challenged both teams to utilize a variety of techniques to render safety and dispose of explosive hazards in a simulated Middle Eastern area of operation, incorporating real-world experiences to enhance detection and removal of IEDs.

“I hope we can keep working with [Sweden] often,” Manning said. “This exercise, planned over multiple months, aimed to provide a foundation for strengthening the partnership between joint nations, and I would say it was a complete success.”

Source: United States Air Force

WRIGHT-PATTERSON AIR FORCE BASE, Ohio (AFNS) —  

Nominations are open now through July 26 for Class 25A of the Department of the Air Force Acquisition Instructor Course. Class 25A will run Jan. 6, 2025, to June 13, 2025.

AQIC is a five-and-one-half month course operating under a strategic partnership with the U.S. Air Force Weapons School to develop operationally informed acquisition professionals as skilled tacticians, leaders and unit instructors. Throughout the rigorous course, students are exposed to tactical acquisitions and instructorship training; operations integration; program offices and innovation hubs; federal labs, industry partners and more.

Graduates are expected to contribute to the acquisition community and schoolhouse, with the opportunity to fill specific positions at diverse developmental levels throughout the DAF.

AQIC is open to both uniformed and civilian acquisition professionals from both Air Force and Space Force who are looking for an opportunity to improve their leadership, instructorship, operations and program office integration skills. Individuals must have at least five years of acquisition experience and should possess a Top Secret/Sensitive Compartmented Information (TS/SCI) clearance that is valid for the duration of the cohort.

AQIC is the acquisition community’s equivalent institution to the U.S. Air Force Weapons School. The AQIC schoolhouse maintains a strategic partnership with the USAFWS to create integration opportunities for students and graduates, and its construct parallels the USAFWS curriculum methodology, requirements, rigor, and intent.

For more information on the program, visit AQIC here. Additional AQIC information, to include a course synopsis, frequently asked questions, curriculum overview and links to prior student studies is available on MilSuite (CaC-enabled).

Nominations must be submitted by the July 26 deadline here (CaC-enabled). Individuals must be nominated by wing leadership or equivalent to participate in the program.

Source: United States Air Force

SOTO CANO AIR BASE, Honduras (AFNS) —  

A KC-46A Pegasus from the 931st Air Refueling Wing, McConnell Air Force Base, Kansas, delivered 12 pallets of cargo for the Denton Program at Soto Cano Air Base, May 8.

The Denton Program is a Department of Defense humanitarian assistance transportation program that moves humanitarian cargo, donated by United States-based non-governmental organizations to countries in need.

For deliveries, the program utilizes DoD land, air and sea assets that have space available and are already traveling to the chosen location. This effort also provides opportunities for additional aircrew and logistics training.

With the help of Airmen from the 612th Air Base Squadron, Joint Task Force-Bravo, almost 26,000 pounds of freight was offloaded and stored for pickup by local nonprofits.

“Knowing that we play an active part in bettering people’s lives is extremely rewarding,” said U.S. Air Force Capt. Triston Dillard, 612th ABS logistics flight commander. “My team and I are very thankful for the opportunity to be here and to help in any way we can.”

This shipment included educational material, medical equipment, hygiene supplies, household items, clothing, fabrics, footwear and sewing supplies.

The next day, three Honduran nonprofits assembled the donations into trucks at the Soto Cano Air Base Passenger Terminal Cargo Yard for distribution to regions of necessity.

Additional cargo was added, making it a total of 35,000 pounds of donations valued at approximately $40,000 was packed for local transport.

“We are happy to be able to help provide those in our country with supplies that will benefit their health, homes and daily necessities,” said Jorge Suazo with Centro Cristiano Renovación Church.

Transporting this humanitarian aid is contractually managed by the U.S. Transportation Command. The Denton Program is authorized by law and jointly managed by the U.S. Agency for International Development, the Department of State, the Defense Security Cooperation Agency and the DoD.

“The Denton Program closes the gap between people wanting to help by donating in the United States to those who want to help by distributing in other countries,” said Tristan Mohagen with Mission El Ayudante. “For example, these donated supplies will help 30 schools in need within the area.”

As of this year, the 612th ABS has received 148 tons of cargo for Denton Program-related deliveries.

This raises the total since 1999 to over 6 million pounds demonstrating JTF-Bravo’s unwavering commitment to being a good friend and neighbor to our partner nations and their citizens.

Editor’s note: The mention of these nonprofits does not constitute endorsement or affiliation by JTF-Bravo or the U.S. military.

Source: United States Air Force

JOINT BASE SAN ANTONIO–RANDOLPH, Texas (AFNS) —  

The third annual 2024 Department of the Air Force Modeling and Simulation Summit was held at the Grand Hyatt River Walk in San Antonio, Texas, May 7-9.

The summit was hosted by Richard Tempalski, Department of the Air Force chief modeling and simulation officer, and Lt. Gen. Brian Robinson, commander of Air Education and Training Command.

The goal of the M&S Summit is to gather U.S. Air Force and U.S. Space Force M&S experts to learn about new M&S initiatives and techniques, network across military services and industry experts, and hear technological leaders’ perspectives on how M&S can transition more training from the real world to digital, following through with transforming training.

“In answering Gen. [David] Allvin’s call to all Airmen to follow through, we are following through on training transformation across the learning ecosystem—for technical training, flying training, even basic training,” Robinson said. “We are at an inflection point in the DAF, and transformation is required. In an era of Great Power Competition, deterring a war through training is accomplished by demonstrating increased readiness. The modeling and simulation community is a critical component to helping AETC maintain its competitive edge and will be integral to the rapid and accelerated training function of the Air Force, should it find itself in the face of conflict.”

This year’s summit theme, “Training in a Digital World,” highlighted the DAF’s digital training and included 29 exhibitors who showcased the latest technology available. About 900 attendees from across the nation were in attendance to hear from experts and learn more about tools that can be used to address the development of technologies to bring together multi-domain analysis, test, training and processing.

“The Airmen and Guardians we are developing right now will decide the future fight against our adversaries,” Robinson said. “Panel discussions and breakout sessions provided unique perspectives, cutting-edge tools and innovative techniques to better execute the DAF training transformation for stakeholders, mission owners and ultimately the warfighter. We must modernize and accelerate change to keep in step with both demand and the fast-paced virtual learning world.”

Senior leaders led six panel discussions, and attendees heard more about Senior Leaders’ Perspective, Training Modernization, Government and Industry Partnerships, Medical Modeling and Simulation Innovation, Challenges and Ideas from an NCO perspective and M&S Enablers.

“The DAF M&S enterprise includes thousands of employees around 70 organizations, spending about $4 billion per year,” said Tempalski. “Simply stated, Chief Modeling and Simulation Office’s mission identifies enterprise M&S requirements and delivery of advanced M&S capabilities [including tools, data and services] to the warfighter.”

Also in attendance were about 100 high schoolers from the Randolph Field Independent School District and CAST STEM High School, a public high school that partners with Southwest Independent School District. CAST Schools and Palo Alto College prepare students for jobs in engineering, advanced manufacturing and global logistics. Students toured the exhibit hall and heard from Airmen, who told the students more about their Air Force specialties and opportunities in the Air Force.

Senior leaders also took a closer look at technology being used and explored by members located at Detachment 24 at JBSA-Randolph. Those attending the tour were given a hands-on demonstration of the latest immersive training devices and previewed the immersive content being fielded today.

“We have found that the modeling and simulation community continues to impress and mature,” Lt. Col. Steve Briones, Det. 24 commander, said. “The industry’s internal research and development investments will be the reason that these solutions see the light of day.”

Det. 24 is subordinate to the 19th Air Force commander and is a military and civil partnership forged through industry, academia and government. Members of Det. 24 focus on flying training innovation and advances in rapid prototype development, export technologies and training methods designed to modernize pilot training. Det. 24 has also partnered with the Army, Navy, Marine Corps and Royal Air Force on innovation efforts.

Source: United States Air Force

SCOTT AIR FORCE BASE, Ill. (AFNS) —  

On Jan. 28, 2022, Gen. Mike Minihan, commander of Air Mobility Command, tweeted, “Warrior Heart. No Stigma.” with a screenshot of his calendar revealing an upcoming mental health appointment, thus beginning a movement within AMC to eliminate stigma, lower barriers and increase access and options to support Airmen mind, body and craft.

It also inspired the establishment of AMC’s Warrior Mental Health working group, which focused their effort on establishing pathways to care, strengthening command teams, and reviewing where necessary, advocating for updates to mental health policy based on current standards.

In a major step forward in lowering barriers, the Air Force’s mental health waiver policy in both the Air Force’s Medical Standards Directory and Aerospace Medicine Waiver Guide has been updated to allow for Airmen to receive 60 days of treatment for mental health concerns before a return to duty waiver to fly is required. This change benefits Airmen across the Air Force seeking treatment for stress, post-traumatic stress and other mental health-related maladies.

Maj. Jane Marlow, a C-130J Super Hercules pilot and the Warrior Mental Health working group lead, was motivated by personal experience.

“Like so many of my peers, I delayed seeking care until I was in a non-flying assignment because I knew that, as a pilot, the moment I picked up the phone to schedule that appointment, I would be grounded for an indefinite period,” Marlow said. “The trauma care I went through was life changing. I knew that I was, without a doubt, a safer pilot, a better leader, and a stronger wingman because of the care I received – yet I was still required to spend months in a non-flying status because of my diagnosis.”

Thanks to Marlow, her cohort, and medical experts, that has now changed.

Prior to the updated MSD, special-duty Airmen faced significant amount of time in a non-flying status while undergoing evaluation, treatment, and mandatory stabilization periods prior to being able to submit a waiver for return to duty. These long periods could have harmful impacts on careers, including delaying upgrades, formal training, and eligibility for developmental programs and opportunities.

Now, for mental health diagnoses, there is no longer mandatory stabilization timelines. In addition, flight surgeons can submit a waiver for an Airman seeking mental health treatment to return to flying status without a waiting period.

“If you want to look at a pilot with PTSD, you’re looking at one right now,” Minihan said to his command teams during the Spring 2024 Phoenix Rally. “This policy affects me and if it affects me, it affects someone in your unit—they have it, haven’t sought help for it and suffering in silence. It is incredibly powerful work by this team to lower the barriers to mental health care for our Warrior Airmen.”

The Warrior Mental Health working group included more than 50 aircrew members, 12 aviation psychologists, a pilot physician, flight surgeons across the Joint Force, and a specialized doctor from NASA.

Two of the key contributors were Lt. Col. Sandra Salzman, C-130J pilot and Lt. Col. Carrie Lucas, AMC behavioral health branch chief.

They were warned it could take 5-10 years to achieve the policy changes they sought, but through passionate leadership and by presenting sound evidence, they inspired change within a year.

“As a pilot-physician, I have the unique opportunity to advocate to the policy-making leadership as a subject matter expert.” Salzman said, “In this capacity, I presented new considerations based on mental health medical research and operational truths. Based on these new considerations, [the working group] suggested portions of the mental health policy be amended, considering our evolving understanding of human responses to stress and development of resilience through early treatment.”

“From a mental health perspective, this precedent-setting policy change is exactly what we need and is in line with General Minihan’s charge to reduce stigma and allow for Airmen to seek help when needed,” Lucas said.

Editor’s Note: This article was updated on May 10, 2024, to add additional clarity to the guidance changes.

Source: United States Air Force

ARLINGTON, Va. (AFNS) —  

Department of the Air Force senior leaders emphasized the importance of the all-volunteer force and its role in helping the military to meet national defense needs during RAND Corporation’s America’s All-Volunteer Force symposium in Arlington, Virginia, May 3.

Alex Wagner, assistant secretary of the Air Force for Manpower and Reserve Affairs, and Katharine Kelley, the U.S. Space Force deputy chief of staff for Human Capital, discussed the current state of the all-volunteer force and explored innovative approaches to enhancing recruiting and talent management.

“We have two high-tech forces, an Air Force and a Space Force, and we are not only trying to attract a different type of talent from the American people but trying to hold onto them for a longer period of time,” Wagner explained.

Wagner highlighted three obstacles to efforts to better support the future of the all-volunteer force: recruiting for a different generation, improving support to family members, reimagining military careers talent management policies that were created during a different era. Current efforts to remove barriers to service of Airmen and Guardians include modernized tattoo and body composition policies, as well as accelerating naturalization at basic military training.

Wagner also highlighted the efforts to better leverage the talents of military spouses, including the Military Spouse Career Accelerator pilot, which provides 12-week fellowships at private employers for spouses and has over an 80% permanent hiring rate,

Kelley spoke about how the Space Force is also leveraging civilian employees and commercial partnerships to meet its force needs.

“We are taking advantage of a total force that is broader than just the military,” Kelley said. “… One of the things in the Space Force we can uniquely do is [use] the power of the civilian workforce sitting right next to that military Guardian, and that comprehensive team is delivering assets for the DoD mission.”

Both leaders concluded by emphasizing the importance of continuously adapting recruiting strategies to meet the evolving needs of the Air Force and Space Force in a rapidly changing world.

The U.S. military’s all-volunteer force model was established in 1973, replacing the active use of mandatory selective service, also known as the “draft” system. It ushered in a new era in which all military members are recruited via voluntary service, helping to create a dedicated force of committed and highly developed professionals.

Source: United States Air Force

HANSCOM AIR FORCE BASE, Mass. (AFNS) —  

Air Force Chief of Staff Gen. David Allvin’s focus since his tenure began has been his “Case for Change” message on optimizing the Air Force for Great Power Competition.

An all-call at Hanscom Air Force Base May 8 was no different. He emphasized it is not practical to wait until it feels comfortable to incorporate what is needed to adapt in a time of consequence.

“I believe what we do matters more than any other time in my career,” Allvin said. “I want to get the word out as much as I can. We can’t change course until we are on course, and you can’t be on course until you move.”

The last GPC was during the Cold War, and changes to meet the challenges of different strategic environments since then have resulted in the fragmented nature of today’s force. “Back then,” Allvin said, “roles were more clearly defined.”

The pace of change is now occurring at breakneck speed, which Allvin said will require Airmen to stay on the balls of their feet to keep up their edge.

The Department of the Air Force’s re-optimization initiative, announced publicly in February, is designed to align the force to take on evolving threats more effectively. The “Case for Change” highlights the need to unify planning and operations.

Allvin put it all into context within four core areas – projection of power, development of people, generating readiness, and developing capabilities – to move toward “the Air Force of tomorrow.”

He said power projection and generating readiness are areas in which change should be visible in the next year or two.

“Generating power as a holistic unit is something we need to get back to,” Allvin said. “We need to train as wings, pick it up and say, this is what it will look like. We need to reorient our muscle memory on how to do that.”

The development of people, for instance, became more regionalized and skill-specific during the 1990s. This course, Allvin said, should be altered so all Airmen have the same tools.

“The development of the force was more fragmented,” Allvin said. “There came to be a great number of functional managers, and the distribution of information among a large number of managers will cause confusion.”

“We need to make sure they are somewhat standardized; one commander will be responsible with overseeing standardization and the development of tools.”

Air Force Materiel Command, of which Hanscom AFB is a part, will play a key role in terms of capability development. 

As part of his visit, Allvin met with Hanscom AFB program executive officers for an overview briefing highlighting their successes, challenges and how they are adapting to support GPC. He also participated in a roundtable event with the installation’s key state, academic and innovation partners. The discussion focused on how Hanscom leaders are leveraging partnership opportunities across Massachusetts to help meet mission needs, develop Airmen, and achieve GPC goals.

Allvin noted change is difficult, but that not embracing it will result in grave consequences.

“When a major event rocks this world, we will ask ourselves, ‘did we try to make this change?’ That is something I want to think about,” he said. “We need to lean into it, take risks and prepare for the future. My charge to you is to take a look and see if this is something you want to do.”