Tagged: company

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Soldiers from Army's newest armored BCT win 'best tank crew' trophy

Soldiers with the Army’s newest armored brigade became this year’s best tank crew.

The crew from Fort Stewart, Georgia’s 2nd Armored Brigade Combat Team[1], 3rd Infantry Division claimed the Sullivan Cup during the biennial competition[2] to determine the Army’s top four-person tank crew, according to an Army news release.

Pvt. Brandon Zacher, from left, Cpl. Justin Harris, Staff Sgt. Johnathan Werner, and Pvt. Dekken Sanders of Bravo Company, 3rd Combined Arms Battalion, 67th Armor Regiment, 2nd Armored Brigade Combat Team, 3rd Infantry Division won the the Sullivan Cup. (Spc. Leo Jenkins/Army)

Pvt. Brandon Zacher, from left, Cpl. Justin Harris, Staff Sgt. Johnathan Werner, and Pvt. Dekken Sanders of Bravo Company, 3rd Combined Arms Battalion, 67th Armor Regiment, 2nd Armored Brigade Combat Team, 3rd Infantry Division won the the Sullivan Cup. (Spc. Leo Jenkins/Army)

Pvt. Brandon Zacher, from left, Cpl. Justin Harris, Staff Sgt. Johnathan Werner, and Pvt. Dekken Sanders of Bravo Company, 3rd Combined Arms Battalion, 67th Armor Regiment, 2nd Armored Brigade Combat Team, 3rd Infantry Division won the the Sullivan Cup. (Spc. Leo Jenkins/Army)

The soldiers competed against 15 other tank crews across the Army, Marine Corps and allied militaries at Fort Benning, Georgia.

In October, the brigade converted from an infantry to armored brigade, becoming the Army’s 15th ABCT, the release said.

Cpl. Justin Harris, gunner of the winning crew, said in the release that their goal was to set the standard for all armored brigades.

“We may be the newest armored brigade combat team in the Army, but we plan to release the ‘Hounds of Hell’ at the competition,” he said before the competition.

Army 1st Lt. John Dupre, with the North Carolina Army National Guard’s C Company, 1st Battalion, 252nd Armored Regiment, directs his tank crew to their next destination. (Sgt. 1st Class Jon Soucy/Army)

Army 1st Lt. John Dupre, with the North Carolina Army National Guard’s C Company, 1st Battalion, 252nd Armored Regiment, directs his tank crew to their next destination. (Sgt. 1st Class Jon Soucy/Army)

Army 1st Lt. John Dupre, with the North Carolina Army National Guard’s C Company, 1st Battalion, 252nd Armored Regiment, directs his tank crew to their next destination. (Sgt. 1st Class Jon Soucy/Army)

References

  1. ^ Brigade Combat Team (www.armytimes.com)
  2. ^ competition (www.armytimes.com)
0

Soldiers from Army's newest armored BCT win 'best tank crew' trophy

Soldiers with the Army’s newest armored brigade became this year’s best tank crew.

The crew from Fort Stewart, Georgia’s 2nd Armored Brigade Combat Team[1], 3rd Infantry Division claimed the Sullivan Cup during the biennial competition[2] to determine the Army’s top four-person tank crew, according to an Army news release.

Pvt. Brandon Zacher, from left, Cpl. Justin Harris, Staff Sgt. Johnathan Werner, and Pvt. Dekken Sanders of Bravo Company, 3rd Combined Arms Battalion, 67th Armor Regiment, 2nd Armored Brigade Combat Team, 3rd Infantry Division won the the Sullivan Cup. (Spc. Leo Jenkins/Army)

Pvt. Brandon Zacher, from left, Cpl. Justin Harris, Staff Sgt. Johnathan Werner, and Pvt. Dekken Sanders of Bravo Company, 3rd Combined Arms Battalion, 67th Armor Regiment, 2nd Armored Brigade Combat Team, 3rd Infantry Division won the the Sullivan Cup. (Spc. Leo Jenkins/Army)

Pvt. Brandon Zacher, from left, Cpl. Justin Harris, Staff Sgt. Johnathan Werner, and Pvt. Dekken Sanders of Bravo Company, 3rd Combined Arms Battalion, 67th Armor Regiment, 2nd Armored Brigade Combat Team, 3rd Infantry Division won the the Sullivan Cup. (Spc. Leo Jenkins/Army)

The soldiers competed against 15 other tank crews across the Army, Marine Corps and allied militaries at Fort Benning, Georgia.

In October, the brigade converted from an infantry to armored brigade, becoming the Army’s 15th ABCT, the release said.

Cpl. Justin Harris, gunner of the winning crew, said in the release that their goal was to set the standard for all armored brigades.

“We may be the newest armored brigade combat team in the Army, but we plan to release the ‘Hounds of Hell’ at the competition,” he said before the competition.

Army 1st Lt. John Dupre, with the North Carolina Army National Guard’s C Company, 1st Battalion, 252nd Armored Regiment, directs his tank crew to their next destination. (Sgt. 1st Class Jon Soucy/Army)

Army 1st Lt. John Dupre, with the North Carolina Army National Guard’s C Company, 1st Battalion, 252nd Armored Regiment, directs his tank crew to their next destination. (Sgt. 1st Class Jon Soucy/Army)

Army 1st Lt. John Dupre, with the North Carolina Army National Guard’s C Company, 1st Battalion, 252nd Armored Regiment, directs his tank crew to their next destination. (Sgt. 1st Class Jon Soucy/Army)

References

  1. ^ Brigade Combat Team (www.armytimes.com)
  2. ^ competition (www.armytimes.com)
0

2nd ABCT, 3rd ID, wins Sullivan Cup tank competition at Fort Benning

The Sullivan Cup, a biennial competition to determine the best tank crew in the Army through a series of scored tests, finished May 4, 2018 with 2nd Armored Brigade Combat Team, 3rd Infantry Division from Fort Stewart, Georgia, earning the top spot at Fort Benning, Georgia.
1 / 5 Show Caption + Hide Caption – The Sullivan Cup, a biennial competition to determine the best tank crew in the Army through a series of scored tests, finished May 4, 2018 with 2nd Armored Brigade Combat Team, 3rd Infantry Division from Fort Stewart, Georgia, earning the top spot at Fort Benning, Georgia. (Photo Credit: U.S. Army photo by Patrick Albright) VIEW ORIGINAL[1]
The Sullivan Cup, a biennial competition to determine the best tank crew in the Army through a series of scored tests, finished May 4, 2018 with 2nd Armored Brigade Combat Team, 3rd Infantry Division from Fort Stewart, Georgia, earning the top spot at Fort Benning, Georgia.
2 / 5 Show Caption + Hide Caption – The Sullivan Cup, a biennial competition to determine the best tank crew in the Army through a series of scored tests, finished May 4, 2018 with 2nd Armored Brigade Combat Team, 3rd Infantry Division from Fort Stewart, Georgia, earning the top spot at Fort Benning, Georgia. (Photo Credit: U.S. Army photo by Patrick Albright) VIEW ORIGINAL[2]
The Sullivan Cup, a biennial competition to determine the best tank crew in the Army through a series of scored tests, finished May 4, 2018 with 2nd Armored Brigade Combat Team, 3rd Infantry Division from Fort Stewart, Georgia, earning the top spot at Fort Benning, Georgia.
3 / 5 Show Caption + Hide Caption – The Sullivan Cup, a biennial competition to determine the best tank crew in the Army through a series of scored tests, finished May 4, 2018 with 2nd Armored Brigade Combat Team, 3rd Infantry Division from Fort Stewart, Georgia, earning the top spot at Fort Benning, Georgia. (Photo Credit: U.S. Army photo by Patrick Albright) VIEW ORIGINAL[3]
The Sullivan Cup, a biennial competition to determine the best tank crew in the Army through a series of scored tests, finished May 4, 2018 with 2nd Armored Brigade Combat Team, 3rd Infantry Division from Fort Stewart, Georgia, earning the top spot at Fort Benning, Georgia.
4 / 5 Show Caption + Hide Caption – The Sullivan Cup, a biennial competition to determine the best tank crew in the Army through a series of scored tests, finished May 4, 2018 with 2nd Armored Brigade Combat Team, 3rd Infantry Division from Fort Stewart, Georgia, earning the top spot at Fort Benning, Georgia. (Photo Credit: U.S. Army photo by Patrick Albright) VIEW ORIGINAL[4]
The Sullivan Cup, a biennial competition to determine the best tank crew in the Army through a series of scored tests, finished May 4, 2018 with 2nd Armored Brigade Combat Team, 3rd Infantry Division from Fort Stewart, Georgia, earning the top spot at Fort Benning, Georgia.
5 / 5 Show Caption + Hide Caption – The Sullivan Cup, a biennial competition to determine the best tank crew in the Army through a series of scored tests, finished May 4, 2018 with 2nd Armored Brigade Combat Team, 3rd Infantry Division from Fort Stewart, Georgia, earning the top spot at Fort Benning, Georgia. (Photo Credit: U.S. Army photo Patrick Albright) VIEW ORIGINAL[5]

FORT BENNING, Ga. — The Sullivan Cup, a biennial competition to determine the best tank crew in the Army through a series of scored tests, finished May 4 with 2nd Armored Brigade Combat Team, 3rd Infantry Division from Fort Stewart, Georgia, earning the top spot at Fort Benning, Georgia.

After several days of competition, the tank crews performed one final timed event May 4.

Staggered by their points placement on the morning of the last day, the tank crews ran a 1.7-mile route to Brave Rifles Field the morning of May 4. On the field, the crewmembers performed several tank-related physical and mental tasks. Crewmembers also completed five burpees between each station, and there was a five-burpee penalty for incorrect responses and failures on tasks.

After the completion of the final competitive event, tallies were made of the scores from throughout the competition. The top finishers in the Sullivan Cup were:

– 1st place: B Company, 3rd Battalion, 67th Armored Regiment, 2nd Armored Brigade Combat Team, 3rd Infantry Division, from Fort Stewart, Georgia
– 2nd place: C Company, 1st Battalion, 16th Infantry Regiment, 1st Armored Brigade Combat Team, 1st Infantry Division from Fort Riley, Kansas
– 3rd place: 2nd Tank Battalion, 2nd Marine Division from Camp Lejeune, North Carolina

Brig. Gen. David A. Lesperance, commandant of the U.S. Army Armor School at the Maneuver Center of Excellence, spoke at the competition’s closing ceremony.

“Never in my wildest imagination would I have guessed that it would have delivered what it did for army today,” said Lesperance. “They truly have identified the best tank crew and tank crews the Army has to offer today.”

The first day of competition included a stress shoot adapted specifically for tank crews and a ranked simulated combat maneuver exercise. On the second two days, the crews conducted a live-fire exercise and a situational training exercise. The scored events were meant to represent both what tank crews trained on and what they could expect in combat.

“What do we expect of a tank crew in our army today?” Lesperance asked rhetorically during the closing ceremony. “We expect that tank crew to be able to survive, maneuver to a point of positional advantage, to get our weapons into the fight and to deliver first-round lethality and have an effect on our target and have our target destroyed.”

Staff Sgt. Johnathan Werner, tank commander, Cpl. Justin Harris, gunner, Pvt. Brandon Zacher, loader, and Pvt. Dekken Sanders, driver, the winning tank crew from 2nd ABCT, 3rd ID, had only worked together for a few months before joining the competition.

“It’s pretty intense for the past roughly three months, but we gave it our all,” said Harris.

Werner described the competition as “fierce.”

“This is stuff that we do on a day-to-day basis — tanker grade gunnery, maneuvering — this is our job,” said Werner. “But when you put everyone in one area, the best of the best you possibly in the entire world, and then you compete and you have a bunch of alpha males, it kind of speaks for itself.”

Werner echoed Lesperance’s belief in the real-life use of the training they received during the competition.

“The way they facilitated the training, just by the book, the way they did the props for the gunnery, the way they did the STX training and the stress shoot, it was a little more realistic for combat engagement,” said Werner. “We should be able to take that back to the units and implement that on a lower level, not necessarily just for competitors. But if we can do this worldwide and have the worldwide training, the way the Army can, it’s what we really need to work toward.”

Both Zacher and Sanders, who have been in the Army for less than a year, found it strange to return to Fort Benning after finishing their basic training here. Sanders described the experience as “surreal.” Zacher appreciated seeing his trainers.

“It’s been pretty great seeing some of our old drill sergeants and shaking their hands,” said Zacher. “They’ve been rooting for us, so it feels great.”

To see photos from the 2018 Sullivan Cup, visit “Photo Album” in the “Related Links” section on this page.

RELATED LINKS

References

  1. ^ View Original (www.army.mil)
  2. ^ View Original (www.army.mil)
  3. ^ View Original (www.army.mil)
  4. ^ View Original (www.army.mil)
  5. ^ View Original (www.army.mil)
0

Face of Defense: Guardsman Takes Army Values to Heart


ARLINGTON, Va. —

An infantryman with the South Carolina Army National Guard’s Charlie Company, 1st Battalion, 118th Infantry Regiment, takes the Army values to heart. [1]

“We’re supporting the mission on the ground and making that difference,” said Army Sgt. Stephen Caldwell, adding that he loves being a part of a larger team.

“Being a fire team leader, providing fire superiority and taking over the objectives — it’s an adrenaline rush to say the least,” he said.

Monitoring Threats

In his civilian job, Caldwell is a watch analyst with the Department of Homeland Security. In that capacity, he monitors potential national threats that could pose harm to physical structures, cyber networks and the environment.[2]

“We have situational awareness on pretty much anything,” he said.

And, regarding his infantry duties, Caldwell said good radio communications provide a tactical edge for his unit.

“It’s communication that makes everything run and I love the challenge,” he said, adding the radio makes him feel like a double threat on the battlefield.

“A single radio has the power to change the outcome of an engagement,” Caldwell said.

Before working at DHS, he spent four years working at the South Carolina Emergency Management Division’s joint operations center. The experience there laid the groundwork for his current DHS job, Caldwell said.

“It gave me an understanding of what affects critical infrastructures,” he said. “Just seeing it from a technical standpoint helped me understand what is needed at the national level with DHS, as far as the cause and effect of things.”

Caldwell said he has also found crossovers from the military side, as well.

Communication

“Great communication is key when a situation is developing and when you need to put something out to leadership so they can make a judgment call,” he said. “Camaraderie is a big thing on our teams, and it keeps me motivated when taking on a new task.”

Whether he is in his civilian or military role, Caldwell said he likes to learn and grow, making it a point to move laterally within DHS and absorb all the new information he can along the way.

“Complacency kills, so I take the time in learning new things outside of my normal skill set,” he said. “It makes for more excitement on a daily basis.”

That eagerness to learn — along with being highly competent and having a strong commitment to the homeland security mission — makes Caldwell an asset, said Matt Vaughn, a program manager in the section where Caldwell works at DHS.

“He’s a real go-getter, and you never have to tell him [to execute a task] twice,” Vaughn said. “He gets it. He does it, and it’s always done well.”

Training, Teamwork

While Caldwell said training and teamwork have been the backbone of his success with the South Carolina Army National Guard and the DHS, he is furthering his personal and professional growth by attending school for intelligence studies at the American Military University.

“Education helps me relay my thoughts in a productive way, helping me better connect with soldiers,” he said.

But education has not been the only source of learning for Caldwell.

He was a self-described “gung-ho kid” when he deployed to Afghanistan in 2007 with the South Carolina Army National Guard’s 218th Infantry Brigade Combat Team. He said the experience of working with his fellow soldiers in a deployed environment taught him the importance of thinking in a more critical and tempered way.

“I learned that even though you can’t control everything, you still have to remain mission focused,” Caldwell said. Following that mindset, he added, requires not making “emotional decisions.”

He said he tells new soldiers that taking on new tasks will help them stand out – such as becoming a “double threat” by learning the ins and outs of radio communication.

“Always be willing to learn something new,” Caldwell said. “Once you start to do that you fall into a pattern as that soldier with a can-do attitude.”

References

  1. ^ South Carolina Army National Guard (www.scguard.com)
  2. ^ Department of Homeland Security (www.dhs.gov)
0

Face of Defense: Guardsman Takes Army Values to Heart


ARLINGTON, Va. —

An infantryman with the South Carolina Army National Guard’s Charlie Company, 1st Battalion, 118th Infantry Regiment, takes the Army values to heart. [1]

“We’re supporting the mission on the ground and making that difference,” said Army Sgt. Stephen Caldwell, adding that he loves being a part of a larger team.

“Being a fire team leader, providing fire superiority and taking over the objectives — it’s an adrenaline rush to say the least,” he said.

Monitoring Threats

In his civilian job, Caldwell is a watch analyst with the Department of Homeland Security. In that capacity, he monitors potential national threats that could pose harm to physical structures, cyber networks and the environment.[2]

“We have situational awareness on pretty much anything,” he said.

And, regarding his infantry duties, Caldwell said good radio communications provide a tactical edge for his unit.

“It’s communication that makes everything run and I love the challenge,” he said, adding the radio makes him feel like a double threat on the battlefield.

“A single radio has the power to change the outcome of an engagement,” Caldwell said.

Before working at DHS, he spent four years working at the South Carolina Emergency Management Division’s joint operations center. The experience there laid the groundwork for his current DHS job, Caldwell said.

“It gave me an understanding of what affects critical infrastructures,” he said. “Just seeing it from a technical standpoint helped me understand what is needed at the national level with DHS, as far as the cause and effect of things.”

Caldwell said he has also found crossovers from the military side, as well.

Communication

“Great communication is key when a situation is developing and when you need to put something out to leadership so they can make a judgment call,” he said. “Camaraderie is a big thing on our teams, and it keeps me motivated when taking on a new task.”

Whether he is in his civilian or military role, Caldwell said he likes to learn and grow, making it a point to move laterally within DHS and absorb all the new information he can along the way.

“Complacency kills, so I take the time in learning new things outside of my normal skill set,” he said. “It makes for more excitement on a daily basis.”

That eagerness to learn — along with being highly competent and having a strong commitment to the homeland security mission — makes Caldwell an asset, said Matt Vaughn, a program manager in the section where Caldwell works at DHS.

“He’s a real go-getter, and you never have to tell him [to execute a task] twice,” Vaughn said. “He gets it. He does it, and it’s always done well.”

Training, Teamwork

While Caldwell said training and teamwork have been the backbone of his success with the South Carolina Army National Guard and the DHS, he is furthering his personal and professional growth by attending school for intelligence studies at the American Military University.

“Education helps me relay my thoughts in a productive way, helping me better connect with soldiers,” he said.

But education has not been the only source of learning for Caldwell.

He was a self-described “gung-ho kid” when he deployed to Afghanistan in 2007 with the South Carolina Army National Guard’s 218th Infantry Brigade Combat Team. He said the experience of working with his fellow soldiers in a deployed environment taught him the importance of thinking in a more critical and tempered way.

“I learned that even though you can’t control everything, you still have to remain mission focused,” Caldwell said. Following that mindset, he added, requires not making “emotional decisions.”

He said he tells new soldiers that taking on new tasks will help them stand out – such as becoming a “double threat” by learning the ins and outs of radio communication.

“Always be willing to learn something new,” Caldwell said. “Once you start to do that you fall into a pattern as that soldier with a can-do attitude.”

References

  1. ^ South Carolina Army National Guard (www.scguard.com)
  2. ^ Department of Homeland Security (www.dhs.gov)
0

Face of Defense: Guardsman Takes Army Values to Heart


ARLINGTON, Va. —

An infantryman with the South Carolina Army National Guard’s Charlie Company, 1st Battalion, 118th Infantry Regiment, takes the Army values to heart. [1]

“We’re supporting the mission on the ground and making that difference,” said Army Sgt. Stephen Caldwell, adding that he loves being a part of a larger team.

“Being a fire team leader, providing fire superiority and taking over the objectives — it’s an adrenaline rush to say the least,” he said.

Monitoring Threats

In his civilian job, Caldwell is a watch analyst with the Department of Homeland Security. In that capacity, he monitors potential national threats that could pose harm to physical structures, cyber networks and the environment.[2]

“We have situational awareness on pretty much anything,” he said.

And, regarding his infantry duties, Caldwell said good radio communications provide a tactical edge for his unit.

“It’s communication that makes everything run and I love the challenge,” he said, adding the radio makes him feel like a double threat on the battlefield.

“A single radio has the power to change the outcome of an engagement,” Caldwell said.

Before working at DHS, he spent four years working at the South Carolina Emergency Management Division’s joint operations center. The experience there laid the groundwork for his current DHS job, Caldwell said.

“It gave me an understanding of what affects critical infrastructures,” he said. “Just seeing it from a technical standpoint helped me understand what is needed at the national level with DHS, as far as the cause and effect of things.”

Caldwell said he has also found crossovers from the military side, as well.

Communication

“Great communication is key when a situation is developing and when you need to put something out to leadership so they can make a judgment call,” he said. “Camaraderie is a big thing on our teams, and it keeps me motivated when taking on a new task.”

Whether he is in his civilian or military role, Caldwell said he likes to learn and grow, making it a point to move laterally within DHS and absorb all the new information he can along the way.

“Complacency kills, so I take the time in learning new things outside of my normal skill set,” he said. “It makes for more excitement on a daily basis.”

That eagerness to learn — along with being highly competent and having a strong commitment to the homeland security mission — makes Caldwell an asset, said Matt Vaughn, a program manager in the section where Caldwell works at DHS.

“He’s a real go-getter, and you never have to tell him [to execute a task] twice,” Vaughn said. “He gets it. He does it, and it’s always done well.”

Training, Teamwork

While Caldwell said training and teamwork have been the backbone of his success with the South Carolina Army National Guard and the DHS, he is furthering his personal and professional growth by attending school for intelligence studies at the American Military University.

“Education helps me relay my thoughts in a productive way, helping me better connect with soldiers,” he said.

But education has not been the only source of learning for Caldwell.

He was a self-described “gung-ho kid” when he deployed to Afghanistan in 2007 with the South Carolina Army National Guard’s 218th Infantry Brigade Combat Team. He said the experience of working with his fellow soldiers in a deployed environment taught him the importance of thinking in a more critical and tempered way.

“I learned that even though you can’t control everything, you still have to remain mission focused,” Caldwell said. Following that mindset, he added, requires not making “emotional decisions.”

He said he tells new soldiers that taking on new tasks will help them stand out – such as becoming a “double threat” by learning the ins and outs of radio communication.

“Always be willing to learn something new,” Caldwell said. “Once you start to do that you fall into a pattern as that soldier with a can-do attitude.”

References

  1. ^ South Carolina Army National Guard (www.scguard.com)
  2. ^ Department of Homeland Security (www.dhs.gov)
0

Face of Defense: Guardsman Takes Army Values to Heart


ARLINGTON, Va. —

An infantryman with the South Carolina Army National Guard’s Charlie Company, 1st Battalion, 118th Infantry Regiment, takes the Army values to heart. [1]

“We’re supporting the mission on the ground and making that difference,” said Army Sgt. Stephen Caldwell, adding that he loves being a part of a larger team.

“Being a fire team leader, providing fire superiority and taking over the objectives — it’s an adrenaline rush to say the least,” he said.

Monitoring Threats

In his civilian job, Caldwell is a watch analyst with the Department of Homeland Security. In that capacity, he monitors potential national threats that could pose harm to physical structures, cyber networks and the environment.[2]

“We have situational awareness on pretty much anything,” he said.

And, regarding his infantry duties, Caldwell said good radio communications provide a tactical edge for his unit.

“It’s communication that makes everything run and I love the challenge,” he said, adding the radio makes him feel like a double threat on the battlefield.

“A single radio has the power to change the outcome of an engagement,” Caldwell said.

Before working at DHS, he spent four years working at the South Carolina Emergency Management Division’s joint operations center. The experience there laid the groundwork for his current DHS job, Caldwell said.

“It gave me an understanding of what affects critical infrastructures,” he said. “Just seeing it from a technical standpoint helped me understand what is needed at the national level with DHS, as far as the cause and effect of things.”

Caldwell said he has also found crossovers from the military side, as well.

Communication

“Great communication is key when a situation is developing and when you need to put something out to leadership so they can make a judgment call,” he said. “Camaraderie is a big thing on our teams, and it keeps me motivated when taking on a new task.”

Whether he is in his civilian or military role, Caldwell said he likes to learn and grow, making it a point to move laterally within DHS and absorb all the new information he can along the way.

“Complacency kills, so I take the time in learning new things outside of my normal skill set,” he said. “It makes for more excitement on a daily basis.”

That eagerness to learn — along with being highly competent and having a strong commitment to the homeland security mission — makes Caldwell an asset, said Matt Vaughn, a program manager in the section where Caldwell works at DHS.

“He’s a real go-getter, and you never have to tell him [to execute a task] twice,” Vaughn said. “He gets it. He does it, and it’s always done well.”

Training, Teamwork

While Caldwell said training and teamwork have been the backbone of his success with the South Carolina Army National Guard and the DHS, he is furthering his personal and professional growth by attending school for intelligence studies at the American Military University.

“Education helps me relay my thoughts in a productive way, helping me better connect with soldiers,” he said.

But education has not been the only source of learning for Caldwell.

He was a self-described “gung-ho kid” when he deployed to Afghanistan in 2007 with the South Carolina Army National Guard’s 218th Infantry Brigade Combat Team. He said the experience of working with his fellow soldiers in a deployed environment taught him the importance of thinking in a more critical and tempered way.

“I learned that even though you can’t control everything, you still have to remain mission focused,” Caldwell said. Following that mindset, he added, requires not making “emotional decisions.”

He said he tells new soldiers that taking on new tasks will help them stand out – such as becoming a “double threat” by learning the ins and outs of radio communication.

“Always be willing to learn something new,” Caldwell said. “Once you start to do that you fall into a pattern as that soldier with a can-do attitude.”

References

  1. ^ South Carolina Army National Guard (www.scguard.com)
  2. ^ Department of Homeland Security (www.dhs.gov)
0

Face of Defense: Guardsman Takes Army Values to Heart


ARLINGTON, Va. —

An infantryman with the South Carolina Army National Guard’s Charlie Company, 1st Battalion, 118th Infantry Regiment, takes the Army values to heart. [1]

“We’re supporting the mission on the ground and making that difference,” said Army Sgt. Stephen Caldwell, adding that he loves being a part of a larger team.

“Being a fire team leader, providing fire superiority and taking over the objectives — it’s an adrenaline rush to say the least,” he said.

Monitoring Threats

In his civilian job, Caldwell is a watch analyst with the Department of Homeland Security. In that capacity, he monitors potential national threats that could pose harm to physical structures, cyber networks and the environment.[2]

“We have situational awareness on pretty much anything,” he said.

And, regarding his infantry duties, Caldwell said good radio communications provide a tactical edge for his unit.

“It’s communication that makes everything run and I love the challenge,” he said, adding the radio makes him feel like a double threat on the battlefield.

“A single radio has the power to change the outcome of an engagement,” Caldwell said.

Before working at DHS, he spent four years working at the South Carolina Emergency Management Division’s joint operations center. The experience there laid the groundwork for his current DHS job, Caldwell said.

“It gave me an understanding of what affects critical infrastructures,” he said. “Just seeing it from a technical standpoint helped me understand what is needed at the national level with DHS, as far as the cause and effect of things.”

Caldwell said he has also found crossovers from the military side, as well.

Communication

“Great communication is key when a situation is developing and when you need to put something out to leadership so they can make a judgment call,” he said. “Camaraderie is a big thing on our teams, and it keeps me motivated when taking on a new task.”

Whether he is in his civilian or military role, Caldwell said he likes to learn and grow, making it a point to move laterally within DHS and absorb all the new information he can along the way.

“Complacency kills, so I take the time in learning new things outside of my normal skill set,” he said. “It makes for more excitement on a daily basis.”

That eagerness to learn — along with being highly competent and having a strong commitment to the homeland security mission — makes Caldwell an asset, said Matt Vaughn, a program manager in the section where Caldwell works at DHS.

“He’s a real go-getter, and you never have to tell him [to execute a task] twice,” Vaughn said. “He gets it. He does it, and it’s always done well.”

Training, Teamwork

While Caldwell said training and teamwork have been the backbone of his success with the South Carolina Army National Guard and the DHS, he is furthering his personal and professional growth by attending school for intelligence studies at the American Military University.

“Education helps me relay my thoughts in a productive way, helping me better connect with soldiers,” he said.

But education has not been the only source of learning for Caldwell.

He was a self-described “gung-ho kid” when he deployed to Afghanistan in 2007 with the South Carolina Army National Guard’s 218th Infantry Brigade Combat Team. He said the experience of working with his fellow soldiers in a deployed environment taught him the importance of thinking in a more critical and tempered way.

“I learned that even though you can’t control everything, you still have to remain mission focused,” Caldwell said. Following that mindset, he added, requires not making “emotional decisions.”

He said he tells new soldiers that taking on new tasks will help them stand out – such as becoming a “double threat” by learning the ins and outs of radio communication.

“Always be willing to learn something new,” Caldwell said. “Once you start to do that you fall into a pattern as that soldier with a can-do attitude.”

References

  1. ^ South Carolina Army National Guard (www.scguard.com)
  2. ^ Department of Homeland Security (www.dhs.gov)
0

2ND BRIGADE COMBAT TEAM: Tactical fitness, countermobility training

Bright and early at 5 a.m. on a cool morning, April 18, Soldiers were called to their company. They were told to arrive promptly in uniform, with their gear fully packed, ready and set to go.

Once they arrived the Soldiers would endure a road march followed by hours of intense training out in the back 40 of Fort Campbell.

The Soldiers of 2nd Platoon, A Company, 39th Brigade Engineer Battalion, 2nd Brigade Combat Team, 101st Airborne Division, trained to improve their tactical fitness, countermobility and survivability.

Training such as this is conducted weekly to further ensure that 39th BEB’s combat engineers remain efficient in their infantry skills.

“Today we started with a four-mile ruck march with full kit and a 30-pound ruck,” said 2nd Lt. Garrett Bridenbaugh, engineer officer and platoon leader in A Co., 39th BEB, 2nd BCT. “We then proceeded out to the training site to build countermobility obstacles.  Today we focused on the triple-strand concertina wire obstacle and the 11-row obstacle, we also went through survivability positions and fox holes.”

Concertina wire is a type of razor wire that is formed into large coils that can be expanded like a concertina or accordion.

The triple-strand concertina wire obstacle, constructed by combat engineers, consists of two rolls of concertina wire side-by-side on the bottom with one roll of wire on top, like a pyramid, secured with additional wire to prevent crushing. It is designed to slow or stop personnel and small-wheeled vehicles.

The 11-row obstacle consists of 11 rows of concertina wire laid parallel to each other on the ground and are anchored with pickets. This is used to hold back and slow down incoming enemy personnel and even tanks.

“We are enablers of the infantry,” Bridenbaugh said. “We set up the defensive area for them as well as fight alongside them. The training we did today is significantly important because the platoon needs to understand their roles as well as everyone else’s role from the lowest to the highest-ranking Soldier. We also did this training to beat the standard. The engineer planning factors and tools doctrine gives us a time standard on how quickly the obstacles are to be set up, but we aim to be faster and exceed the standard. The faster we can build these obstacles, the better advantage we have for defense.”

A combat engineer is a Soldier who performs a variety of different demolition and constructional tasks while under combat conditions. Their mission is to assist other military personnel when taking on rough terrain in combat. They provide expertise in areas such as mobility, countermobility, survivability and general engineering.

As companies continue to grow in strength with personnel, for some of the newest Soldiers this was their first hands-on training experience with 39th BEB after advanced individual training.

“Today went well,” said Pvt. Tristan Cooper, combat engineer with A Co., 39th BEB, 2nd BCT. “We worked together as a team and it got done faster than I’ve ever seen it competed in [advanced individual training]. I got hands-on learning for the triple-strand, 11 row and foxholes. It was a good day.”

It is important to conduct weekly and monthly hands-on training during which Soldiers execute their skills, which increases information retention while setting the standard.

“The importance of this is to get the Sapper squad to become more efficient in constructing the obstacles and understand the standards,” said Sgt. Jose Acosta, combat engineer and squad leader, A Co., 39th BEB, 2nd BCT. “We only teach the standard, right? Therefore, we expect them to be more effective in their work.”

The Soldiers of 39th BEB learned how to construct some of the most effective countermobility defense obstacles as well as how to work as a cohesive unit.

“The more training we are able to do like this, the closer our platoon becomes,” Bridenbaugh said. “The more esprit de corps we have the more comradery we can build. The Soldiers love to come out and train. We try and get as much training out of it as we possibly can and just try to have fun while doing as much work as possible.”

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Army to Test First Next-Gen Ground Combat Vehicles in 2019

Army[1] maneuver officials on Monday said the service’s Next Generation Combat Vehicle will allow it to team manned and unmanned vehicles and create an unbeatable overmatch against enemy armored forces.

Developing the NGCV to replace the fleet of Cold-War era M1 Abrams tanks[2] and Bradley Fighting Vehicles[3] is the Army’s second modernization priority under a new strategy to reform acquisition and modernization.

The Army intends to stand up a new Futures Command this summer, which will oversee cross-functional teams that focus on each of the of the service’s six modernization priorities: long-range precision fires; next-generation combat vehicle; future vertical lift; a mobile and expeditionary network; air and missile defense capabilities; and soldier lethality.

“The Next Generation Combat Vehicle needs to be revolutionary,” Gen Robert Abrams, commander of Forces Command, told an audience at the Association of the United States Army’s Global Force Symposium.

“It’s got to be 10X better than our current fleet and guarantee our overmatch into the future.”

The Army will need such an increase in capability to deal with threats such as Russia’s T14 Armata tank and China’s efforts at improving composite armor and reactive armor combinations on its ground vehicles, said Col. Ryan Janovic, the G2 for Army Forces Command.

Brig. Gen. David Lesperance, deputy commander of the Army’s Maneuver Center of Excellence at Fort Benning[4], Georgia, and leader of the cross-functional team in the effort, said the NGCV will consist initially of three phases of prototyping and experimentation to refine the program’s requirements.

Part of the Army’s intent with its new acquisition and modernization strategy is to develop requirements in two to three years rather than the traditional five-to-seven-year process.

The program will seek to develop the robotic combat vehicle and a manned combat vehicle that can be used in an unmanned role based on the commander’s needs, Lesperance said.

There will be three phases for the “delivery of capability for experimentation” between 2018 and 2024, he said.

By late fiscal 2019, “we will deliver one manned versus two unmanned combat platforms that will initially go through [Army Test and Evaluation Command] testing, then will go through a six-to-nine month, extended experimentation in an operational unit in Forces Command,” Lesperance said.

Army officials will take the results of that effort and use it in the second phase of the program to deliver “a purpose-built robotic combat vehicle and a purpose-built manned fighting vehicle” in 2021 to ATEC and then to operational units at the beginning of second quarter of 2022, he said.

For the third phase, the Army plans to deliver seven manned and 14 unmanned prototypes in late 2023 and into early 2024 “that allow us to look, at a company level, [at] what manned-unmanned teaming could be,” Lesperance said.

“Imagine making contact with the enemy with an unmanned robot, and allowing a decision-maker to understand quicker and then make a better decision out of contact. Then move to a position of advantage to deliver decisive lethality in a way that we do not do now in 100 percent manned platforms,” he said.

“Each phase of the program in 2020, 2022 and 2024 will ultimately allow us to write the best requirement we can come up with based on experimentation, and the analytics to back it up that ultimately allow us to write the right doctrine, develop the right organizations and then deliver the right capability that will be compliant with how we are going to fight differently in the future,” Lesperance said.

— Matthew Cox can be reached at [email protected][5].

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References

  1. ^ Army (www.military.com)
  2. ^ M1 Abrams tanks (www.military.com)
  3. ^ Bradley Fighting Vehicles (www.military.com)
  4. ^ Fort Benning (www.military.com)
  5. ^ [email protected] (www.military.com)
  6. ^ Show Full Article (www.military.com)