Vincent W. Paige, P.A.

Appreciate the great collaboration between PEO IEW&S , Army Futures Command (ACM-IS), Mass Virtual and the ISR Task Force to discuss virtualized training options that will enhance human performance in an affordable and scalable way. The Intelligence enterprise is faced with a unique challenge in support of the US Army. We employ low density systems, we maintain them with low density military specialties, and we are expected to integrate cutting edge technology faster than our institutional training processes can keep pace. So how do we conduct relevant training quickly, effectively and affordably in the 21st century? We virtualize the training. Yesterday I asked the team to get a little uncomfortable and find a way to demonstrate this capability during our flagship intelligence experiment in September. I want our senior leaders to immerse themselves in a virtual world to see how a 35-series Soldier will interact with component-level parts without ever touching the system. Imagine the possibilities we create if we can certify our back-shop support without ever pulling capital assets out of the fight.

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Today the ISR Task Force partnered with WTOP News, the Federal News Network, U.S. Indo-Pacific Command, United States Space Force, and Planet Federal to discuss the critical topic of Broad Area Management and its impact on the safety and security of our nation. In the round table discussion, we touched on the imperative of #teamwork in Integrated Deterrence while also discussing some of the more tangible ways the services are investing in solutions to deliver enhanced situational understanding around the world. The US Army Intelligence enterprise, under the direction of Lieutenant General Tony Hale, is working hard to deliver horizontally integrated capabilities at a pace and scale that matches the tempo of the modern operational environment. To optimize these systems, we’ve been directed to develop strategies for wide-adoption and implementation of Artificial Intelligence capabilities into human-centric workflows. Soon the world currency will be measured in TPUs and GPUs. #Data centricity is a thing, and embracing it is what separates visionary leaders from everyone else. We wrap up this week with a conversation with Congressman Ken Calvert (R-CA) - a partner on Capitol Hill who is “all in” on AI investments.

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Are you passionate about people analytics, manpower and personnel issues facing the DoD, or advancing analytical leadership? Consider submitting an abstract and participating in The 93rd MORS Symposium. WG18 (Manpower and Personnel) accepts high-quality submissions until January 24th, 2025. Seeking Submissions: In keeping with the theme of the 93rd MORSS, "Engaging the National Security Community," the Manpower and Personnel Working Group aims to promote research, analysis, and discussion from various sources. We welcome participation from diverse communities to bring fresh perspectives and innovative approaches to address all challenges in this field. Our focus is on generating discussions and sharing ideas so presentations can cover completed analysis, ongoing research, and emerging techniques. Submissions should relate to all matters in the personnel domain tied to the symposium theme and can explore various topics of interest, such as: ➡️ How is your organization advancing the technical skills of your data citizens (i.e., how is your organization influencing the National Security Community to be a better, more critical consumer of data and analytics)? ➡️ How can new technologies or computational methods be incorporated and leveraged for manpower and personnel research and practice? ➡️ What are the issues involved in ethics, privacy, equity, misuse, policy, or governance regarding the use of people data across the National Security Community? ➡️ How can we use advanced analytics to analyze employee feedback, sentiment analysis, or recruiting processes? For more information, please visit the MORS link below: https://lnkd.in/eY4jkCBK

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The PRODUCT is everything! I love reflecting on the common business practices of the Military and the "civilian world". This weekend my first group of Candidates (College students committed to a commissioning in the Marine Corps post-college) are shipping out to Officer Candidate School (OCS) to FINALLY test themselves, after their long academic year, and earn the opportunity to lead Marines. In the business world, much like in the military, the true validation of a process is the quality of the product it yields. The video below is the Marine Corps Officer Selection School and the description of our process for creating a quality product. This grueling program is not just about the physical and mental challenges, but about the transformation and cultivation of exceptional leaders. In selling (recruiting included), we often see the focus on bright, shiny incentives to attract and gain commitment. These may capture short-term interest, but it’s the enduring quality of the product that truly matters. The Marine Corps doesn't rely on flashy gimmicks and I LOVE IT!!!! Instead, it focuses on producing officers who embody resilience, leadership, and integrity—qualities that far outlast any superficial attraction. The process is Officer Candidate School. The hardest screening environment for leadership potential. It focuses on producing Officers who embody resilience, leadership, and integrity—qualities that far outlast any superficial incentives, and gives back tangible value. The Marine Corps’ Commissioned Officers are a testament to our rigorous process that prioritizes excellence. This is a crucial lesson I believe: invest in creating a product that stands the test of time, and selling becomes easy. Think about it: what are you really selling? Is it the temporary trends, flashy incentive, or is it the solid, dependable product that meets and exceeds customer expectations? Just as Marine Corps Officers represent the pinnacle of military leadership through a process that is both demanding and transformative, your product should reflect a commitment to quality and excellence. That is when you're going to gain long-term commitment because the product is battle proven. In the end, it’s the product—your true value proposition—that will build long-term success and loyalty. Strive to develop something that isn’t just good or bad, but different in a way that resonates and endures. #Leadership #QualityOverQuantity #BusinessStrategy #MarineCorps #ProductExcellence #LongTermSuccess #UoA #MIZZOU #MSU #IncentivesArentEverything #MarineCorpsRecruiting #MarineCorpsOfficers

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Veteran transition is hard. Make no mistake about it. When you’ve been in a demanding profession like the military for four years or forty years, it’s not easy to jump right back into civilian life. If you’ve never had to apply for a job, negotiate salary, worry about health benefits, or worst of all… talk about yourself, it’s overwhelming. What’s the actual hiring process? How long can that take? What the heck is an ATS? What if I slept through my mandatory virtual transition class and didn’t learn a thing? These are real problems Veterans face once the contract is up, so what can you do? Where can you turn? Jordana Megonigal and The RECON Network is helping to bridge that gap and assist Veterans with their transition to being a civilian again. The work they do and network they’ve created is needed and welcomed! I had the privledge of sitting on a panel at this year’s Veteran Summit to give Veterans insight from HR’s perspective. As you can see, I was among some of the very best in the business, and I learned a LOT from these leaders. Thank you for the invite, Robyn Knox, SHRM-SCP, SPHR, RCC™! You continue to give so much of your time and talent to the community, and we are lucky to have someone like you advocating for us. Great to see my friends Anna Harris (York), SPHR, Jessica Jenkins, BBA, SHRM-CP, Shannon Sports, and of course Scott W. Cook! To my fellow Veterans: You can control your attitude in the process. Never give up on yourself or those around you. Lean on your network heavily, and continue to do your research on companies you’re interested in. Don’t be the 50%! If your current plan isn’t working, cancel it and regroup. You would have done the same on active duty, so why start losing now? You bring so much to the table, and employers want that level of discipline and talent on their team. Leverage your network and resume to get that interview or conversation. The rest is easy! Ray Lattimore, SHRM-SCP, SPHR Mike Rausch Semper Fi! #veterans #military #usmc #marines #marinecorps #army #airforce #navy #coastguard #spaceforce Upstate Warrior Solution South Carolina Department of Veterans' Affairs

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Although my transition from soldier to civilian has been brief so far, my 24-year military career has equipped me with the following insights regarding the critical elements to take into account during this journey: 1. Personal development: Take advantage of the military system's ability to cultivate your skills in any field of your choosing in preparation for future employment. It demonstrates that you are not only capable of learning, but also willing to improve yourself. 2. Demonstrate self-assurance: Avoid underestimating your capabilities. The skills we have acquired are those that would be valued by a civilian corporation. However, it was not until this week that I came to this realisation, when I spoke with two different companies. I left with the realisation that we are highly employable. 3. Have a plan: Although sometimes planning early means planning twice, at least have a baseline. Not only for future employment, but for all stages of your transition. Be flexible with your strategy; do not hesitate to adjust it if it is advantageous for you and your family. Which key points would you recommend?

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Please spread the word!

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Hearing an LT say "trust me" is the most dangerous of them all! We’ve all seen it, those eager new leaders, newly promoted or brought into the organization, full of energy, and ready to take on the world. Without the right guidance or training, they can be more dangerous (to an organization and its culture) than a Marine LT with explosives. In business, having an inexperienced, or untrained leader at the helm without a clear plan can lead to disastrous results. Poor decision-making, unchecked risks, and overconfidence can derail projects, cause confusion, and leave teams frustrated. At FRAGO22, we help organizations avoid this "leadership explosion." We equip leaders with the right tools, training, and experience to make sound decisions. Veteran leaders know how to assess risk, adapt to the situation, and navigate their teams through even the most chaotic environments. Don’t leave your business in the hands of leaders who are “firing from the hip” or navigating the terrain without a map. Proper leadership development is the difference between success and an "accidental" detonation. Leadership without direction is just as dangerous as explosives without training. Equip your leaders for success with the right support and guidance. Visit Fargo22.com #LeadershipMatters #VeteranReady #LeadershipDevelopment #BusinessSuccess #FRAGO22 #TrainForSuccess #RiskManagement #TeamSuccess #VeteranLeadership

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The United States Department of Defense needs to change and change quickly. Some of the areas I am personally claiming as problems and working to formulate solutions for 2025 are below: Leadership https://lnkd.in/eFhMuMHe Increased political oversight of the military https://lnkd.in/ebwz2NTX Leveraging history to understand, forecast, and chart innovation. https://lnkd.in/eXWXz2kB Change agents at each echelon of the military to include civilian leaders. https://lnkd.in/e-q5D5KX

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Ep 352- Special Memefare with SOT Team 6 https://lnkd.in/gw9v3Vec Aaron Love Trenton Seegmiller "Life is a dirty game- you gotta play dirty to win it." - Aaron, quoting Aziz Ansari, quoting his cousin Harris, who was quoting himself on his own Facebook wall. It's an old comedy bit, and not necessarily related to the video, but it is funny. Get ready to dive deep into the world of military memes, pipeline culture, and leadership insights with the creator of the infamous SOT Team 6 meme page! In this episode of the Ones Ready Podcast, Trent sits down with the mastermind behind the Air Force Special Warfare Pipeline’s go-to source for humor and reality checks. We’re peeling back the curtain on how SOT Team 6 was born, the unspoken dynamics between cadre and students, and the art of ‘scurving’—aka dodging responsibilities like a pro. From surviving the toughest parts of the pipeline to adjusting to life in the regular Air Force, this conversation is packed with the real, raw experiences of those who’ve been through it. We’re also talking about the power of memes in the military—how they build bonds, provide comic relief, and even give leaders a window into what’s really going on. Expect insights on why it’s crucial not to take things too personally, controlling the controllables, and the unique relationships between those who made it through the pipeline and those who didn’t. Whether you’re in the pipeline, a leader, or just love good military humor, this episode is packed with lessons, laughs, and the kind of straight talk that makes Ones Ready a must-watch. Don’t miss it! #SpecialWarfare #MilitaryHumor #OnesReady #SOTTeam6 Join this channel to get access to perks: https://lnkd.in/gFWiye3b

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I never forget where I came from and see life as a progression of strength through adversity. There’s me on the far left with our team of aviation maintainers deployed onboard USS Abraham Lincoln during Operation Iraqi Freedom 2002-2003. I worked 14 hour night shifts. My uniform was a float coat, white jersey turtleneck, camouflage pants, tool pouch, steel-toed boots, gloves and a cranial. Our days at sea routinely consisted of heat indexes above 100 degrees Fahrenheit in the balmy Middle East humidity. My primary role was launching and recovering the S-3B Viking, an anti-submarine warfare aircraft and the carrier’s in-flight refueling platform. It was an exhausting grind, a 290-day record long deployment, the longest since the Cold War. In my early 20s, I appeared as a brash, on-the-surface confident electrician. However, on the inside, I battled with myself. I worked in an environment where getting results (i.e., can you fix the “gripe”) was everything. I never felt I measured up compared to my peers. I delivered the best I could, and thankfully, a few people believed in me enough to convince me to apply for an officer program. These people saw something in me I could not see in myself. 𝗣𝗼𝘁𝗲𝗻𝘁𝗶𝗮𝗹 I was not the best electrician. I was not the number one “go-to” person who could troubleshoot any discrepancy, but what I lacked in skill, I made up for in grit. I qualified on every piece of equipment my shop touched, from turning up the engines to launching the planes off the flight deck to starting up the jets so they were ready as soon as the pilots arrived. I memorized every fix to common problems and was counted on consistently to keep the planes running. I was 𝗶𝗻𝗱𝗲𝗽𝗲𝗻𝘀𝗮𝗯𝗹𝗲 So much so that when my shop turned “toxic,” I begged to go to the tool room, but my Leading Chief Petty Officer denied my request and said I was too valuable, teaching me another lesson. 𝗪𝗼𝗿𝗸 𝘁𝗵𝗿𝗼𝘂𝗴𝗵 𝗽𝗿𝗼𝗯𝗹𝗲𝗺𝘀 𝘄𝗶𝘁𝗵 𝗼𝘁𝗵𝗲𝗿𝘀 When life gets tough, we must get tougher. After this assignment, each workplace problem was incrementally easier to handle because I knew struggle. I went from a “Lord of the Flies” environment to the politics of office life, but in each situation, I reflected, owned what was mine, and let go of the rest. You can, too. You must adopt the mindset of “nobody is coming,” and within you is everything you need to fix your life. This is because you likely faced something much harder in years past. If you got through that intact, you’ll make it through this, too. Then, along the way, you’ll find those cheerleaders and others who always believed in you. I know this because I have never forgotten where I come from or my gratitude for those who believe in me. This gives me the most significant sense of humility for the struggle and wonder of our shared human experience. #LifeReflections

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"Sir, why are you guys hosting this? Is V Corps a Reserve Unit?" It was a question from a bright young MAJ at the Ice Breaker as he was trying to put together how the Army runs (#HTAR). I thought about my answer. Our HQs is an Active Duty (aka: Compo 1) element, but we fill all sorts of vacancies with Reservists (Compo3) or Guardsmen (Compo2) who have volunteered for a year or two in a full-time #ADOS role. V Corps' 27,000 Soldiers who make up our footprint in the #EUCOM AOR consist of a mix or all 3 components. The active duty Division, Brigades, and enablers would not function without the unit rotations out of the Guard and Reserve. Then I thought about the history I have recently been reading about wars that employed Corps-level formations, large-scale combat operations, or #LSCO, as we call it. The sheer scale of these LSCO conflicts were (&will be) too much for the Active Duty Army alone. As we build plans, we count on the availability, capabilities , and capacity of the #TotalArmy. "Yes," I said. "In a way, all the Army's Corps are Reserve units. We are Active and Guard units too. We're the echelon where the Total Army comes together." It was a good question. It sparked a good discussion. *** This weekend we hosted over 20 Flag Officers and a crowd of other distinguished guests for our annual #ReserveSymposium. It was a great opportunity to connect with the Total Army force and learn about the capabilities we have in the other components. #nato #usarmyreserve #nationalguard

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https://lnkd.in/eex7n-Td Phalanx Executive Protection & Investigation Mission Statement: At Phalanx, we are dedicated to providing unparalleled executive protection services tailored to the unique needs of our clients. Our mission is to ensure the safety, security, and peace of mind of individuals in high-profile positions through comprehensive risk assessments, expert personnel, and cutting-edge technology. Vision Statement: To be the leading provider of executive protection solutions, recognized for our commitment to excellence, professionalism, and client satisfaction. We strive to set the standard in the industry, continuously innovating and adapting to the evolving landscape of security threats. Core Values: 1. Integrity: We uphold the highest ethical standards in our operations and interactions. 2. Professionalism: Our team is composed of highly trained professionals committed to delivering exceptional service. 3. Confidentiality: We respect and protect the privacy of our clients at all times. 4. Adaptability: We remain flexible and responsive to the dynamic nature of security challenges. 5. Excellence: We pursue excellence in all aspects of our service delivery. Business Objectives: - To provide customized executive protection plans that address specific client needs and potential threats. - To maintain a highly skilled and trained team equipped with the latest security technology and strategies. - To build long-term relationships with clients based on trust, reliability, and outstanding service. - To expand our services internationally, adapting our strategies to different cultural and legal environments. Target Market: Our primary clientele includes corporate executives, high-net-worth individuals, celebrities, and government officials requiring discreet and effective protection from potential threats. Service Offerings: - Personal Security Details - Risk Assessment and Management - Secure Transportation Services - Event Security Planning - Crisis Management and Response Key Benefits: - Expertise: Our team consists of former law enforcement and military personnel, equipped with the skills and experience necessary to handle any security challenge. - Customization: We work closely with clients to develop tailored security strategies that align with their specific needs and concerns. - Reliability: Our commitment to professionalism and integrity ensures that our clients can trust us to protect what matters most. - Technology-Driven: We utilize the latest security technology and systems to enhance our services, ensuring comprehensive protection. Choose Phalanx for reliable security solutions that empower you to focus on what matters most—your business and peace of mind. Contact us today to discuss how we can enhance your security strategy.

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clear and concise!!

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Reading through this report again I’m caught on the DoD’s rosy view of DMO from the Homelands coupled with CNOs 80% combat surge readiness by 2027. To be clear in a future war with the PRC many believe the Homelands will be a contested theater of operations…let that sink in. When was the last time we ported a ship into a non standard Navy port on the East/West Coast on short notice like we do in C5F, C6F, etc. Norfolk and San Diego will no longer be secure bastions of Naval Firepower in a war with the PRC…preserving 80% combat surge readiness over a year means dispersing forces. CNSP/CNSL should start prioritizing a view of the Homelands in a war replete with no oilers, port power outages, food insecurity, overwhelmed medical facilities, etc. Ships should conduct Basic, SWATT, C2X with non standard short notice PVSTs as the resupply plan…Naval Station Galveston, Lake Charles, New York, Puget Sound, San Francisco, Philadelphia, Long Beach, Point Mugu, Argentina, Charleston, Mobile, Staten Island, Treasure Island, New Orleans Military Ocean Terminal…to name a few stations closed during BRAC are a good place to start. Maybe it also helps show the Navy off as a viable career to more Americans. I am also a Liberty hound so this post is severely biased.

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