WEBVTT

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we're at a point in history where we

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are facing every day . Uh The challenge

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of sustaining legacy weapons systems

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that have been in our inventory for

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decades , like the KC 1 35 the B 52

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even the F 16 and F 15 . Uh These

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weapons systems have been in our

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inventory for years , uh and they will

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be flying for years more sustaining

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those weapons systems while we're

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bringing on exciting new ones like the

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B 21 the KC 46 growing the F 35

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fleet and also uh maturing a battle

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management systems system of systems uh

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that will really connect all of our

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weapons system platforms in the future .

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Uh That's a huge challenge . And how do

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you actually take on that challenge

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while being cost effective and getting

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the most out of your people ? And also

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creating an environment where all of

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our people can reach their full

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potential uh performing all of those

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activities . What those challenges also

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present . It presents an environment

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for many , many opportunities . Uh And

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we have an opportunity to team in ways

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that we've never done so before with

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our industry partners across the

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Department of Defense throughout the

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inter agency and even with our partners

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and allies leveraging these

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opportunities to team and to uh really

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build a foundation where we're learning

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from each other and leveraging all the

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capabilities that are out there uh to

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be able to compete every day . Also in

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the software space as we use

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increasingly uh actual development

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methodologies , uh what we've done in

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software for the past 30 years has just

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really been impressive . And as we

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build out how we build an organic

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software capability that will operate

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and work in tandem with our industry

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partners , uh is really going to

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improve our competitive advantage . And

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lastly , our ability to collect ,

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synthesize uh aggregate and

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use data to inform decision making ,

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both across the sustainment enterprise ,

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but also the decision making that our

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war fighters uh expect us to be able to

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support them on uh that will allow us

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to achieve the speed that's necessary

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uh to be able to prevail . So those

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challenges and opportunities work hand

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in hand . They're just saying that I

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never lose the opportunity to take

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advantage of our crisis . Wouldn't call

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where we are a true crisis , but it is

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uh with the array of challenges , it

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does present an opportunity for us to

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innovate in ways that we've never done

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so before .

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My top my top priorities are developing

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people taking care of the mission and

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preparing for the future . First , it

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starts with people for me , developing

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and taking care of the folks that are

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currently on our team , but also

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attracting the talent that we need to

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take our organic industrial based

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capability into the heart of the

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century . The Air Force sustainment

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Center is at the heart of that . The

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second priority is taking care of the

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mission and we'll have to do that by

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meeting the demands of our war fighters

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around the world . But we'll also have

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to prove and continue to serve as

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diligent stewards , uh the taxpayer

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dollars that we receive and cost

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effective readiness is part of that

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second priority . And lastly as we

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enter into an era of strategic

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competition uh preparing our capability

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and uh enhancing our capability to meet

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the needs of the future is something

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that we will always have to be mindful

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of . So people uh mission and getting

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ready for the future . Uh That's where

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I'm starting this role as uh having as

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the top things that I'm concerned about .

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It's not a fad we've actually been

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using and uh using the art of the

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possible as the center of our mission

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culture for a whole decade . For me ,

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I'm able to visualize it by uh just

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thinking about the leadership model and

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if you look at the leadership model , I

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actually have an inside out approach of

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how I articulate it and how I

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internalize it and started with common

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goals and really looking at how we

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horizontally and vertically strive to

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define and map those common goals

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together with our enterprise partners ,

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both within the Department of Defense

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but also our industry partners . And if

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you go to the tools that we use uh

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moving out from the center of the

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leadership model , uh its people

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processes and resources and speed ,

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quality and safety . Uh Those are the

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tools but also the uh the the goals

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that we seek to strive toward every day

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uh to increasing throughput doing so

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with an ever mindful eye toward quality ,

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but also making sure that we're taking

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care of our people . We need to uh ,

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we need to nurture a culture where

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every single one of our teammates can

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wake up in the morning , come to work

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every day and have confidence that the

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environment that they're working in

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will assure that they're able to return

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home at night safely to be with their

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families . Something that we don't talk

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a lot about is the outer ring of the

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leadership model . And as we talk about

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the art of the possible , defining our

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mission , culture , that culture that

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we need to focus on nurturing every day

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is defined by the attributes that you

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see in that outer ring . And it's

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teamwork , accountability , respect ,

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transparency , credibility , and

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engagement . Uh , but we talk about

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respecting others when we talk about

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serving others as teammates , all the

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values that we hold dear that we all

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learned as kids . Uh , the outer ring

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of the leadership model is the fuel

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that allows us to be able to build a

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culture , to drive toward the center of

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meeting the demands and the goals of

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the war fighters who depend on us .

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If I uh , just put you know what my

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priorities are personally out there .

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Uh , it's devotion to my faith is very

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foundational and important to me . Uh ,

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it is what fuels me and I welcome , uh ,

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anyone who has a faith tradition that

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they hold dear uh to just uh hopefully

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accept that from me . Uh second is a

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commitment to my family , uh married 28

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years b 29 in december and we have two

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adult Children that we still in many

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ways are committed to and just proud to

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have been on this 31 year first Air

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Force journey with them and a third .

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Um for me , I come from a family that

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has at its core tradition of service

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and uh service in various ways . I'm

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the son of educators and I have

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translated that service that my parents

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demonstrated when I observed them as a

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kid to my own service to country . Uh

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and uh for me uh patriotism , love ,

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love of country is what I've devoted

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the prime of my adult life too and I'm

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very , very proud to have done so and

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really , really grateful to be able to

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continue doing so in uniform .

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I just want to thank all the teammates

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out there across the Air Force

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sustainment center for allowing me to

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be your teammate . I really see this as

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a family organization of a large family

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of 40,000 people plus , but I think the

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way that we treat each other and see

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each other as being mutually supportive ,

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uh that's going to enable us to be able

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to get after the mission that we have

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before us . So thank you