← Off the Radar, Special Operations Training Detachment
Off the Radar, Special Operations Training Detachment
New Year, Same Standards w/ MAJ Matt Song
00:37:18
Loading summary
Transcript69 lines
- [00:01]
A
Special Operations Training Detachment SOT D West Burrow Team coming at you from ntc.
- [00:09]
B
Off the radar. This is off the radar. I'm your host, Captain Connor Mang, an observer coach trainer for Special Operations at the National Training Center. Welcome back. Happy New Year for everybody. It's been a while since we've got back on the mic, but today we got an opportunity to have Major Song and our co host Keegan, let them introduce themselves real quick.
- [00:42]
C
I'm Keegan. I'm a captain here at sati. I'm a special Forces officer and an OCT with one of the field teams out here.
- [00:51]
A
Hey, I'm Matt Song. I am the AOB West OIC out at Fort Irwin, also call sign Burrow 07. Awesome.
- [01:03]
B
So sir, we're going to get right into it. New Year. A lot of changes in the Army. A lot of changes here at NTC For SAT D specifically, let's talk about just our scenario. It's being updated as we as an army are modernizing, changing a lot of things. What's it looking like here for SOF and LISCO when they come to the National Training center now?
- [01:26]
A
Yeah, we'll start from big to small. So kind of a big change, I guess late last year with that, the CTC has fallen under a new command called t2con with more integration with the Centers of Excellence. And there's been a lot of pressure recently at like the general officer level on down to increase the intensity of training out here and then to try to replicate our pacing threat as much as possible. So some things that are happening on the operations group side that I can speak to. So one, there's OP4 modernization that's happening. They will simulate in name and in capability to the best of their ability our pacing threat. The names out here will reflect locations
- [02:14]
B
and
- [02:16]
A
I guess places that would be where our pacing thread is. And then the OP4 in particular are getting a huge amount of money to modernize. So those are improvements that are happening here. And then another kind of big, I guess change that's happening with scenario design that affects us is if you had come to NTC in the past, you would fight through three discrete battle periods. Now at this point, they're changing it to basically one just giant open phase where it's continuous from infiltration all the way to rollout. So for us in particular, some things that we're making for scenario design improvements here is one developing a civil network that is not stovepiped to specific tribes and encompasses like the entire breadth of wherever the division battle Space is some things that we're improving here, at least on the acquisition side is improving our bismods or what our targets look like.
- [03:19]
B
Bismods for everybody. That's like a visual model basically.
- [03:23]
A
Visual model. So they would simulate things like gravestone radars, SA22s, S200s, S300s. Okay. So we're trying to get more of them because in the past we had been using models that were, I would say years old and were in bad need of repair. We're also trying to make them multi domain in nature as well. So we're getting a couple things from actually White Sands Missile Range that will allow us to be able to basically elevate emitters, to basically get 30 to 40ft off the ground to provide some great line of sight for EW targeters to be able to target against and sense against.
- [04:03]
B
So it's not just going to be like a hunk of metal sitting out in the desert. It'll actually have some signatures that you can actually pick up on.
- [04:10]
A
Yes. So there'll be the visual signature that'll be out there and then there will be the electronic signature that will be out there as well that the tactical units will be able to actually touch and feel. Okay. And then a couple other things that we're trying to improve here as well is for every iteration trying to leverage national capabilities to leverage against for and against our rotational units here. So you got to think like space based type collection platforms. Another improvement that I think we're really proud of is how much improved that the RedSoft scenario has been. And a lot of that has been especially due to the hard work that thoses have been doing during this very long cycle break over the last couple months. And then a couple like just business keeping things that we're trying to improve here, really trying to professionalize our operations order, especially down to bluesoft and then also really trying to change the pre deployment products for our units so it's less confusing to deploy out to the National Training Center. So every unit that shows up should receive a welcome packet like hey, this is how you should deploy out to ntc. And then here are some major milestones on things that you should expect at each level. And then usually a lot of our AOBs or rotation units will come in during LTP or I guess it would be the leader training program which is when the brigade would come in to do their a cycle of MDMP and to prepare for the rotation. We would also give them some expectations and like best practices on how to liaise and coordinate with the brigade while they're out here. So like hey, you know, if you are an SFAOB that comes out here, here are some things to think about. You should coordinate with the brigade, coordinate sustainment and logistics and then you should also meet all the brigade staff. And then here are some things that you should be working on at the AOB level. Things like what does your employment plan look like? What is your cause plan looking like? What how are you, how will you push guidance down to your ODAs and things of that sort. And then the other thing that I think is important to bring up is also the fact that we will add a touch of evaluation to these rotations as well. So we were directed to by SF Command to implement report cards for every unit of action that comes out to the National Training Center. So the grading across it's across the war fighting functions that basically shows gold, silver, bronze level of like, of like performance which is similar to how the new one SFC training guidance is written. But it's basically supposed to be fair, unbiased and then doctrinally based. And really I think what the most important thing about it is that it provides progress and it also highlights gaps, if there are gaps. And we can actually. I think the most important thing is that we can record and quantify data over a long period of time to see where these trends are. And I think we have a decent product now. We can always change it and update it in small pieces here and there. But I think it's really important for us to highlight what systemic gaps that we have within our formation. Especially if we're trying to fill every single rotation out here as well. Which is actually another thing that I forgot to mention which is part of the new SF Command training guidance is aligning divisions with specific soft units of action. And so one of the other directives that came out of that particular training guidance is that every aligned division with SF group would basically be deploying operationally and then to whatever CTC that they, that they go to. So they will match in kind with both whatever the unit of action is and then with whatever like the, the total unit slant. I'm not sure a better way to say unit slant. But like whatever they send out for a task organization is what they will match in kind.
- [08:17]
B
Kind of echelon.
- [08:18]
A
Yes, at echelon I guess would be the best way.
- [08:20]
B
So like I think the analogy you gave yesterday was like if the 82nd is decided to go and there are slotted to go to JRTC, then third
- [08:28]
A
group would accompany them? Yes.
- [08:30]
B
80 seconds, division staff and headquarters. Then it would be a third group staff and headquarters at Echelon.
- [08:37]
A
Yes, so that's actually a really good point. So like this rotation that's coming up as an example, 2605 Juliet, so the 82nd Airborne Division, it's a division rotation with the brigade in the box and then the core staff is involved and so third group is matching that investment with, with a special operations task force. So an 05 battalion, level one AOB, several ODAs.
- [09:03]
B
Yeah.
- [09:03]
A
And then their group staff is also helping support the rotation as well. Okay. Yeah. So matching the investment at Echelon for both conventional force and SOF or special operations forces. So a lot of significant changes happening.
- [09:19]
B
Yeah, I know. Yesterday we talked about and another, another big thing that they're trying to kind of prioritize is the importance of LTP and really making that kind of where success starts. I know you mentioned that a little bit earlier, sir. I just want to give kudos to a few of the OC's Onboro team, like you had mentioned with the red soft piece, for those that are unfamiliar, that's, that's basically an ODA or ODA like element that goes out into the box and has specific objectives and they do a really good job. And I think the OCS we've had this last year have done a phenomenal job integrating with Black Horse, the OP4 to really synchronize effects. And so it's not this kind of rogue element that's out there just existing. I don't know, Keegan, if you've had any experience with the red soft guys, but they do a really good job of creating some chaos and also introducing some new operational variables for the rtu.
- [10:21]
C
Right. So we're getting good lessons learned for the soft unit of action that's on the red side, but we're also providing a good product, I think, for the, the blue conventional forces because we're in their rear area just causing problems. They're. They're doing, they should be doing deliberate targeting and basically disrupting the conventional forces operations, which is something that they can expect in a large scale combat operation.
- [10:50]
A
Yeah.
- [10:51]
C
Without that it would be, we wouldn't be replicating it correctly.
- [10:55]
B
Yeah.
- [10:56]
C
Now sir, with rolling out these report cards, what, what implications do you think that's going to have for the regiment?
- [11:02]
A
Yeah, I mean, I think whenever you say a report card, I think there's, there's like an expectation or like a bias associated with it where it's like, okay, we're being evaluated by such and such unit when our commanders are already evaluating us or validating us for an operational deployment. What I would say to that is this is not what this is. What this specifically is is something separate than a unit's or a commander's responsibility to his formation, which is to which he has a moral charge to prepare them for. For combat. And so part of their responsibility is going through what's called the certification and validation process that is still completely on the command. This is specifically feedback back to the unit. So that's at the group and the general officer level. And it's also, I think it's really, really important to highlight trends and issues across the formation the only way. So we are very lucky in that we are in a location that keeps variables very consistent. We can control a lot of these variables here. Whereas if you were back at first group and you go from one Cobra Gold from one year to another Cobra Gold, it's not consistent enough to be able to ascertain helpful data, to be able to predict or anticipate trends. But you can hear now some of these updates and scenario designs will deliberately change some of these variables. But for the most part, a couple years of trends will be able to get you kind of in the general direction of like, okay, here this is an issue here or this is not an issue. As an example. Yes. So without getting into specifics, I think it's important to highlight kind of where the, where the regiment is having a systemic issue. Vice one particular unit. Yeah, that makes sense. Which is unfortunately how it comes. Comes off. But I don't think, I mean, I think, to be honest, I think report cards is kind of a bad moniker.
- [13:05]
B
Yeah, I agree. I. I was speaking with somebody on our plans night CA officer and I think for. For at least from my foxhole, I think it's really messaging to each RT when they come out here that this is like if we call a report card or we call it in a progress tracking tool, whatever the name is. I agree, sir. Like the name is not so much as important as the function that it serves. And that's our job as sotdocts. When they, you know, they meet us and they get that extra brief and they kind of get here because I think there's a lot of people have come through, just the last couple units that came through through LTP have mentioned it, you know, like, hey, what's the deal with these report cards? And so I think it's really on us to message that it's what you just said. It's a progress tracking tool. It's not a, hey, you're gonna leave here and we're gonna give you the stamp of like, you failed or you passed or you guys were hot garbage. Try again later. Because we want to still continue improving on innovation and creativity for people that come here within doctrine. But I know from our side we're kind of building the ca, I guess we'll call it a report card for now. Kind of two different coas. One that's very war fighter function based and then the other that's a little more, I won't say abstract, it's just a little bit different from what we'd normally use. But we're really messaging it to look at. Like, how do CA units come here and get after lethality? And then the question is, then what is lethality for civil affairs or SIOP or SF or an SMU that comes here from our side? Me and the CA professionals here, we look at it, CA doing civil affairs is lethality. And that comes directly from the brigade commander's mouth. I came and talked with Saudi leadership a few weeks ago and it was really enlightening to hear him say that. So that looks like CA not coming out here. And you know, how well did you guys react to a drone or how well did you guys call for fire? Because that's, those are things that can be expected from our side. But that's not kind of what our, what we're called to do. So it's looking more. So we're. When you get here, how well can you develop networks? How well can you collate civil information? How well can you develop products that can be shared laterally to your adjacent ALB and then go up as well to the soda and they can take away that piece of information, give it to the ground force commander, brigade, division, whatever it is, and then quickly make decisions on it. And I think that is like, that's lethality here at SOT D at NTC is like CA units, PSYOP units, being able to help push the fight forward and then continue to move quickly and adapt as the flot changes. So that's from our side, but I agree it's a messaging piece from us.
- [15:52]
A
Yeah. And I think so there's a couple things to unpack there. So the first thing I'll say about the ca, I don't want to say Lane, but I think it's important because, you know, I, I like watching football. I always go back to the analogy of do, do your job. So if you do your job, that then leads to lethality. So I think that's, that's another good important point as well is you have a specific job depending on what tribe you, you are part of that you contribute to a bigger fight.
- [16:23]
C
Yeah.
- [16:24]
A
What I think is also important to highlight with the report cards and I forgot to mention this earlier is that we are trying to track beginning, middle and end. So of the rotation of the rotation for grades. So basically to highlight progress or to see if there's some sort of downtrend really my only I guess from like the double digit rotations. I've seen both as a, you know, being out here previously as a training unit and then being out here as an oc. Every unit that comes here gets better in some way shape or form. The role players out here, a lot of them are retired 0506 level significant experience back when they were in and then they come out to you know, both JROTC and NTC every couple of months to try to give back knowledge and best practices back to the AOBs that roll through. They literally work miracles. I can't say enough great things about them. So as long as you listen and you accept their coaching because this isn't like a Robin Sage where you have they were deliberately trying to create scenarios and dilemmas. This is particular. This is solely focused on helping get the AOB and the task force if you will, on its feet. You will make an improvement. You will actually make a drastic improvement that I don't think you would have actually expected. Especially for folks like. I think one of the biggest issues that we have in SF is that AOBs or advanced operating bases that come together, they're usually ad hoc. There's a lot of turnover. You know, every year the guys that are in specific key staff positions like your S4, like your 18 Charlie, all of them may or may not have a lot of experience. So they can get that experience in those reps here like buy the book and within a week they're, you know, they're able to like if we're talking 18 Charlie, have a full logstad able to have a log cop able to see what he is pushing and what he's receiving from the ODAs, able to anticipate logistics and then surge logistics if necessary if something's happening up there.
- [18:37]
B
Yes sir. The other question I had so report cards, is this a, right now is this a product that we're giving primarily at first SFC or do we see like the RTU's getting this as well as they leave? Maybe talk through like how is this being presented? Is it going straight to group leadership or battalion leadership? Just so people understand when they come out here, you know what they can get.
- [19:02]
A
Yeah. So the ask was for report cards. So a letter grade and then some sort of number, like, number like 190ad associated with, broken down across a rubric that would be given to the one SSC commander. Now with also that being shared with the group leadership, we would like to be as transparent as possible and just have that available to everybody. But specifically the senior leaders had asked for this, so that would be the original target. But it's, it's for everybody and it's, of course, it's always given back to the unit for improvement. There is no. We are not trying to tie any sort of like, punishments or like negativity with the, the grave, if you will. I mean, it's hard. It's hard. I don't. I don't know if we can put a different name to a report card. I would just call it like an assessment.
- [19:59]
B
Yes, sir.
- [20:00]
A
Like a snap assessment, if you will. Right. Or I mean, we could call it a 360 assessment, which is what the Army's been using.
- [20:05]
B
Yeah.
- [20:06]
A
Hey, this is a snapshot of what you look like right now.
- [20:10]
B
And you presented these correct already? Like initial kind of.
- [20:14]
A
Yeah. So, you know, over the last year or so, in November, we went to the Special Forces Command CDRT or the Commander's Decision Roundtable, which was essentially the Special Forces Command with all his constituent units across all the groups, as well as the 528th and the 95th. So they gathered in one room to talk about, you know, on the S2 side, like, what does the pacing threat look like? What does the hardest day for an ODA look like? And there's a small section for us to be able to provide some CTC best practices. And something I honed in on very heavily was the protection and the survivability aspect. We talked about this before and we can certainly have another podcast on again about what are some of the issues that units are having out here with protection and survivability? Or like, what are, what is everything that is coming at some of these units? Everything from thermals, drones, what is happening in the electromagnetic space. So we presented that back to the group commands in a digestible format. And then we also provided a version of a draft of the AOB reporting card that we would be showing with a couple just swag grades from each of the rotations from the last year to provide to the units. Just as like a baseline. And so yes, we did present it back. We've made a couple different improvements, but we have to get it into the OODA loop for the units that come in. So as soon as you come in as a part of ltp, you get it as a part of your welcome packet. Actually you get it even before when PLANS makes initial contact with the unit at the initial planning conference. So all those documents will be dumped over to them. And then once they come here for the leader training plan, they do a face to face with representatives from the Special Operations Training Detachment. They can talk through what some of each of those evaluations look like. Sorry, that includes all the tribes and then that includes the company and then the Unit of Action level as well.
- [22:29]
C
So really we're just quantifying performance into data?
- [22:33]
A
Yes, I think, I'm not a data scientist, but we are trying to quantify essentially human endeavor. So it's going to be imperfect. I think in my own personal philosophy, I think we have to try to try to quantify things that and variables that we can control, maybe perhaps in small chunks because this whole thing is very complex. Again, it's a human endeavor, meaning things that one person does here will affect, you know, another ODA or something else within this system down the road or could affect the partner force. A lot of these things. Like some of these things we can't even anticipate. What we can anticipate is how units are performing across the different war fighting functions. We can definitely articulate what does good, what does okay look like and what does really good look like. We can present that back.
- [23:29]
B
When do we anticipate these taking effect in like RTU is actually starting to get these pretty consistently.
- [23:35]
A
Yeah, I think we. So we've already started with the planning cycles for the units that are coming in in the summer. But the first Special Forces AOB with CA Company and then CYDET or PSYOP Company. So they're coming out, I want to say late spring, so that's as early as it will start.
- [23:59]
B
Nice.
- [23:59]
A
Yeah. Okay. So a lot of change on the horizon, a lot of things to be looking forward to. A lot of things that are accelerating with not just Special Operation Training Detachment, but with the CTCS in general.
- [24:12]
B
Speaking of transition, you mentioned it yesterday, sir. So SATI leadership published training guidance for, for us, both AOB west and AOB East. You want to talk a little bit about how that may shape what we're doing here to kind of nest with that guidance that was given to us?
- [24:30]
A
Yeah, absolutely. So We've so our detachment here received written guidance from the Special Operations Training Detachment commander who's all the way at Fort Polk. And so he owns the OCS for both AOB east and AOB west at both GRTC and NTC respectively. I think it's important because writing this guidance down codifies priorities and things that we are going to do within the next year and key tasks. And then also think it's important because it nests with USASOC and one SSC priorities as well. So a couple kind of key tasks. So we will always focus on the fundamentals. And so when we teach, coach and mentor, we are helping units get better. And it's particularly focused on the fundamentals. Shoot, move, communicate, medicate, sustain. And then I think what's Also important is OneSSC has now articulated what does lethality look like for an ODA for a CAT team or a side in. The other thing that I think it's very important to articulate is that we are focused on the entire RSOFT team. So we're not just focused on sf, we're not just focused on ca. It's training everybody and then also giving the scenario design enough love so that each component has enough meat on the bone to be able to sink into and to actually be able to get some great training out here. The third one, I mean we've done this for a while, has been incorporating as much MDO type, effects and capabilities into each of the training as possible and then the assessment as well. So we do provide assessments in terms of like end of rotation, ARS and SIT reps, but the report card is just something else that we can provide back to the units to provide some objective feedback as objective as possible, just given how dynamic and the fact that again, going back to this is at the end of the day, just a human endeavor.
- [26:41]
C
Yeah. So now I want to take a few minutes to do kind of a shameless plug for ntc. And you know, included in that is JRTCD at large incentives for personnel to come out here and work. So specifically on the Officer side and O3s, there is a usage SOC policy now that states after a year of serving either here at NTC or in Louisiana, jrtc, that individual will get priority for their sof ile venue of choice. So that being Naval Postgraduate School or National Defense University, and then following completion of that priority for a major KD assignment in usasoc. So this is the incentive, I guess, to get good folks here, but also to retain them in the army in RSOF specifically because we get OCS that come out here. And I'm specifically talking about NCOs and officers. So the entire SATI enterprise, the knowledge base that you gain from observing, coaching and training these rotational training units that come through is amazing. I think really across the UCASOC enterprise as a broadening assignment. The knowledge that you come away from is head and shoulders above your peers.
- [28:18]
B
The most broadening of broadening assignments.
- [28:20]
C
Exactly. And so you're kind of at the cutting edge of SOP and ttt, TTP development for RSOF at large. And you're saying operationally relevant because we're trying to basically stay on the front line of large scale combat operations. RSOF in large scale combat operations. And getting to observe these, these units come through is really, you give them a lot of good information. But I have learned a ton. I'm sure it's been the same for you.
- [28:58]
B
Yeah, yeah. I mean it's. What you just said in reality is exactly what I'm living right now. Like I came out here, did not have a lot of experience with AOBs or Sidets. And this was a broadening assignment that I chose in the marketplace. That's, that's kind of the big key thing is you gotta, you gotta pick it, you gotta want to be out here. That's, that's HRC's kind of directive is they want people that want to be out here, not people that are being dragged out here. But I get the, the initial hang up is the location, either JRTC or ntc, not the most desirable duty stations. But I really look at it in kind of two lenses. One is, it's for a year. You know, for most broadening captains it's going to be, you know, NCO's is a little longer. So I understand the hardship there. For captains, it's, it's a very quick, it's a very quick experience. I'm almost at the end of it and it feels like I just got here and now, you know, we'll be, I'll be moving my family this summer to Naval Postgraduate School to complete ile. So it really comes to fruition. It's not one of those things that, you know, you get kind of rumors and whispers of it really does, that's how it works. But yeah, I've gotten a lot of cool experiences to follow ODAs through the box AOBs and just seeing how like soft CFI3 works. I've never gotten to see a brigade combat team move the way they do here. Watching tanks is obviously just the little kid in me gets excited Watching tank battles and stuff like that. But yeah, it's really a wealth of knowledge. And as a broadening assignment, I don't think that I could have picked anything else that would have really given me this much experience this quickly.
- [30:40]
A
Absolutely. Yeah, I think to kind of add on to that. So you guys talked about the kind of the extrinsic benefits of being here. So you guys get automatic reentry back to group. You get your ILE venue of choice. Right. So you guys are both benefiting from that. And you guys are going to be able to postgraduate school over at Monterey. So you guys will be enjoying.
- [31:05]
B
Get a little AIP too.
- [31:06]
A
Yeah, two years of, two years of, two years of school, two years of break before getting getting busy again. It's majors. But I think some of the things that you guys didn't mention that I think are worth highlighting. Well, okay, so you guys mentioned the professional satisfaction that you get out of being here, the professional benefit, the networking opportunities, especially with the big army too out here. But I think what's also important on a personal side is yes, it is a little bit harder for families, especially if you do have family or kids that are out here. All of us here have young families. But I think what, what I've learned and for the, and for what will be the two years that I will be here, being in a rural outpost has actually been hugely beneficial for us. So that isolation has helped us grow closer. The community is really good. There's a lot of support that's pouring into the Garrison. You know, being a part of a small island, if you will, has its trade offs. Right. There's good things and bad things. But overwhelmingly, I think what has been awesome has been the amount of time that I've been with the family.
- [32:17]
B
Yeah.
- [32:17]
A
Yes, like rotations like happen every month and a half, but it's very predictable. I can point to in a year and a half when I will be busy in a rotation in 2706 or 7. Even if I don't know the unit that's coming in or what exactly they're going to do. I know the dates that will be occupied. So I think that's really important to mention is that there's a professional and there's a personal satisfaction to that as well. And then also it is really cool to be in California. Yeah, you're two and a half, three hours from Disneyland, from la, you are two and a half, three hours from Las Vegas. And then there's a lot of like really cool outdoor stuff in California as well. And Then a lot of like very cool national forest, national parks that are here. And then of course you can, you know, from whether it's LA or Vegas, you can travel from those locations as well. Yeah. And there's enough predictability for you to be able to plan, plan out family events and outings and things of that sort.
- [33:20]
B
Absolutely. Yes sir.
- [33:22]
A
So I think that's the other benefit I know you guys are probably super excited about nps. I think it's a well deserved break. I think you guys did a great job out here. You know, we've got, I would say in the next three or four months, another kind of like long stretch of kind of busyness before you guys suddenly just pop smoke and depart. But it's my hope that you guys can maximize the time that you're out here so that one you can get as much as you can and that the other end of that is you guys are able to contribute as much as you can back to these units and back to the scenario design before you guys end up taking off. Because already now you guys have an incredible amount of knowledge that you guys are keeping house up here as well.
- [34:07]
B
Yeah. No, so well spoken, sir. Those that are interested. I don't know, Keegan, how it worked for you, but I think it's a winter move or summer move cycle and you compete in the marketplace usually in the fall. That's what I did. So if you're interested, this fall coming up would be when the vacancies in the marketplace would open and then usually go through some type of interview process with SATI leadership either here or maybe down at Fort Polk. But if selected, I think that's the biggest factor, at least for me when I did my interview was like letting them know like this is where I want to be. This is my number one pick and this is why I really want to be a part of this team.
- [34:45]
C
And one thing that we haven't really talked about is the AOB west team itself. So we've got members from every SF group and across the RSoft enterprise with SIOP, CA and SF and. And honestly it's a great team that we have here. I love coming to work because I love working with these guys and just even just the day to day interaction, you learn stuff about the RSoft enterprise that I wouldn't know otherwise. That is not something to be discounted is the individuals that we have here right now.
- [35:22]
B
It also includes some of our non software, even our Como, our S4, our intel guy, like they're phenomenal NCOs so even those that are listening, if you're, you know, you're not ca SIOP or sf, that doesn't mean that can't potentially be a possibility for you. But you know, it's gotta be somebody that wants to be out here. I think that's the biggest piece of it.
- [35:41]
A
So. Absolutely. Well said both of you guys.
- [35:44]
B
Yeah. Well, sir, appreciate the time. Anything for parting wisdom as we kind of close this out there.
- [35:51]
A
No, another good episode. Quick, short, just to kind of talk about some of the changes that have been coming up. I do think before I close out my time here, I would like to try to get on a little bit more to just talk about rotational specifics. Maybe couple not TTP changes, but some updates to best practices that we've seen, particularly on the protection and survivability aspect.
- [36:16]
B
Yeah, I think that's one of the objectives here for off the Radar. Hopefully people that are listening to this are one or two people. One of them is those are getting ready to come here and looking for a little bit of insight and saying, oh, okay, that's something I hadn't thought about or okay, we're on the right track. And then the other is people that maybe aren't slotted to come here but maybe want to now because they're hearing some of the cool things we're doing and the challenges that we're presenting for rtu. So Keegan, anything before we close out?
- [36:44]
C
No, you guys said very well.
- [36:45]
B
Thank you.
- [36:46]
A
All right, appreciate it.
- [36:49]
B
If you are interested in being a guest on the off the Radar podcast or have a topic you'd like us to cover, please contact the off the radar team@offtheradarpodcastteammail.com thank you for listening to off the Radar, where RSoft prepares for conflict like subscribe and share on your listening platform.