Secretary and chief and i will have a little chaff about the defense strategy. About their president s budget request that just came out. As well as the emerging concept. We will save about 15 minutes at the end to take questions from the audience here. First, i want to throw it over to the secretary and chief to give some opening remarks. Thank you, suzanne. The closest to switzerland. As we discussed in the green room, wonderful opportunities for us to try to talk about how we are trying to transform the army. We are in year three on a very aggressive effort of transforming the army and not only how we train the force, modernize and ultimately help our people reach their maximum potential. Emphasizing through a year of massive restructuring like we have not been in over the years in the army, creating an organization specifically to modernize the force, but staying against the fundamentals. We use reform as a tool to finance and help us evolve. On the readiness standpoint, we are north of 25 today. Very proud of that. One of the things that we have recognized with all the changes and challenges we have faced in the world, it is something you will see focus with the leadership. Abe abrams did a remarkable job getting us back to focus on getting tactical readiness and a great place. Now, how do you take these units in project very quickly worldwide . We did that on new years eve. Remarkably well. A cold start. Moved the brigade and within hours the First Battalion on the ground. Literally took people out of new years eve parties. Cold start. Moving heavy formations within days to get them on the ground with partners in europe and east asia. Something that we are really focused on. Made some investments and we will continue to do that as we march across so that we can improve in that span kind of getting boots on the ground quickly. Modernization effort, massive restructuring over two years ago to bring all the stakeholders together in one week. Bringing clarity and decisions. Forging better relationships between the requirement Community Acquisition sustainment. Very proud of that. Very excited. A lot of prototypes because we moved 80 of the funding against those six modernization priorities. A little over two years ago. Between our night efforts which were basically zerobased budgeting reviews, we have gone through our second revolution. North of 45 billion across moving these priorities. A lot of energy. You will see about half of the procurement dollars against new capabilities. A huge change within our enterprise. That brings nothing but tough choices and 22 and 23. If these prototypes are successful, that is where the choices are being made. Into the formation and to start to scale. Big challenges in front of us. We emphasize the word reform repeatedly. That helps us evolve as an institution. It helps us do a better job of managing every dollar we have shared dollars are like bullets. Just pounds the commanders. Three or four years ago, wed have obligations it was 4 billion a year that would just go back to the treasury. Continuing to get better there. That is just in leadership. Just pounding people on the screen. It is amazing how it works. We have been improving dramatically from that standpoint. Changing the operating model and doing a lot of things differently. That means we have to get out more and communicate and emphasize the things we are trying to do. I think the chief would be great to talk more on the specifics of those initiatives. We saw that on new years eve we also have to invest in the future. I look at the army over the last, you know, 100 years or so. We have had major trance formations over the last 40 years. In 1980, when a lot of us came in the army, we had a major transformation on how we do business. Now we find ourselves in 2020 and we have to transform the army. With moving from an Industrial Age, the information age, we have to do things differently. Talking about transformational change. Not looking for incremental improvements. If you take a look at what we are doing when it comes to modernization, that is exactly what we are getting after. We are just not talking about real equipment. We are talking about new, a new way that we will fight. New organizations. Organization priorities. We are also talking about how we manage people and the 21st century. We are excited and look forward to your questions. I will start this conversation. That is with the strategy. A defense strategy. Secretary esper had what i would call a Birthday Party a couple weeks ago. Just turned two. It certainly feels like the strategy is in the terrible twos. Very dynamic moment. And a lot of happening. Hopefully in the end, rewarding. I want to start off by asking, you know, both of you, how is the army doing . Also, in your joint chiefs hat, how is the joint force as a whole in achieving the goals that were priorities. We have moved billions of dollars to develop new weapon systems. I think the first, we put our money where our mouth is. They will have to get into formation to truly be successful a very Aggressive Program in place, right in this exercise. Do it in europe and east asia. Doing one that is starting right now. The element on the continent. Following year in east asia. We put a lot of funding and troops towards these exercises. Strengthening partnerships and increasing presence worldwide. Southeast asia. We have an ounce headquarters that will have. It will be specifically to operate in europe. We are looking at partnering in asia for where we would have that. I think we are probably a solid b at this point. A lot more work to do. We talk about the joint force. It is very important that we share the same vision. Right now at the joint level, all the Main Operations concept. The contribution of that is multi demand operations. Two domains. Now we believe we will be tested in all domains. We recognize that. We also recognize a lot of cross contributions to the joint force probably one of the best examples of this is longrange division fire. Penetrating potential antiaccess area denial capabilities that will enable either maritime or air forces maneuver. I definitely want to come back to the concept. First, i want to dig a little deeper on the two principal priorities with china and russia. I would like to start by asking, how has the armys view of its role in asia changed or evolved as a result . Are you thinking about what the armys role in that conflict or potential conflict would look like . Three ground wars in the last century in asia. We have always been in asia. How many people do we have assigned . 91,000 just assigned to that command. We have been instrumental for a long time now. You see much more emphasis over the last several years. When he and i were the under vice team, we went out and spent about three days with admiral Phil Davidson just going through the plans. What do you need to invest against the capabilities that he needs to win . The defender exercise that we will put this in place. We have always been, and we double down on that Going Forward. There will be no greater deterrence than boots on the Ground Training sidebyside with allies. We are working very hard with our disposition. You will see a lot of moves associated with that over the next eight piedmont. Talking about great competition. It does not necessarily mean great conflict. You avoid that through strength. Strong relationships with partners and allies in the region. Working together. That is the strategy that we are pursuing. On the capabilities side, specifically, talking a little bit about longrange precision fire and post inf and what does that mean in asia in terms of war fighting capability. Taking a look at longrange precision fire. Some have set up systems which we use the term antiaccess or denial that may keep us, make it more difficult, if we ever got in a conflict to penetrate. We want to have the ability to penetrate with naval or air forces and what that allows us to do is divide that capability. I wonder if we could then turn to russia and talk about how the army is thinking about that particular competition and, also, if we could dive a little deeper on the defender exercises. I think thats a really exciting development, actually. Same thing in europe. A lot of partners and allies. Nato is a very strong relationship. Great power. Competition does not necessarily mean great conflict. Standing together with our allies and partners showing strength. It is an exercise that allows us to practice, rehearse our ability to bring forces into europe and work very closely with our partners. That is what will happen over the next couple of months. I am really about it. An airborne drop in georgia. I will go watch him unload Armored Vehicles out of a ship. You will be able to see us driving through cities and we will be alongside them. We will do our exercises. It will be a great opportunity. You will have tens of thousands of americans dynamically employing two Different Countries and conducting various exercises. Dynamic force of employment. The secretary said we saw that in iraq. It is also the ability to maneuver, or, move, multiple forces by multiple means biplanes, automobiles, trains, and ships. Clearly, a lot of progress there appeared i wonder if you could give me a few comments on, where does the work remained to be done . What is still on your to do list modernization is, just what i do, you know, what keeps you up at night. The time. We are blessed with budget increases right now. Just nailing these investments. The chief and i have maintained a role, even in our new jobs, staying on top of this, more so than we would maybe historically. We have such a massive investment. If we can get these prototypes to be successful, it will make these decisions and 22 and 23 that much easier. That standpoint it is really large. The readiness piece, something that we are remarkably proud of. We do very well. Turn on very quickly. The most part tinted seasoned combat leaders in the history. If there is a place where i do not worry as much, it is because i know weve got them. We do not deter conflict. We are moving along and we are very, very proud of our modernization priorities. We get close to prototypes. To me, success is when your out operation units. Weve got great programs going. Wonderful great things. We are in the process of getting close to prototype. Success is when all of these priorities we have are in the hands of soldiers and we get the chance to exercise. That is excellent segway. Almost like we planned it. A staff taking on the modernization priorities, but before we get into these programs, i want to ask a little bit more broadly, what does modernization mean to the army besides equipment . Obviously, a huge part, but what is the other piece . I will take that. I talked a little bit about some of the older folks in the room, remember the 1980s. We came out with a new way we would fight. We came up with new units. We developed our special operation units. The one 60th came out of there. Some of our special operations came out of that. Our combat training centers. 1980s. We had the big five. We also went through our volunteer force. A lot more than just the big five that modernize the army. What is new. It starts with multi demand operations. Moving to multi, Main Operations multi task forces. The assistive brigades. We will have five of those inactive. We are taking a hard look at information warfare. What that looks like so we can compete below the level of conflict. Dirt combat training centers. Now we will train and virtual reality. Train and cyber ranges. So we can do those Information Operation things that we need to do. We talked about the big six. Spending a lot of time on talent we recognize that we are in a war for talent. In a lot of ways, Industrial AgePersonnel Management systems. We believe we want to keep the best and brightest in the United States army. We will compete for their talents. We are putting systems in place to do that. Most young people today do not want to be interchangeable parts in the industrial system. They want to be recognized for their talents and that is what we are doing. I think from there, lets step to the big modernization priorities and talk a little bit about each of them. We talked a little bit about this already. I want to dive a little bit deeper into, you know, how has your thinking about the development of this easily changed post inf . How does it contribute to kind of the joint problem specifically in the eastern pacific. What does it look like in motion . The dynamic this way. We moved ahead for the full production. Extended range artillery. We are excited about this. We fired a wraparound twice the distance. 39 kilometers at yuma hit with precision. We are excited about this. To be able to double tactical artillery that quickly, we know that there is a lot of margin for growth there. Very excited about that. A successful test in november. Having twice the value. Now, we are in a post inf rule. We are extending the range of these long range systems. Which will give us a greater ability to maneuver again potential adversaries in the future. Hypersonics effort, the chief handpicks for that job has been outstanding and literally corralled the entire department against this effort. Finding economies to scale with the buys. They are sharing the information. We are doing this jointly. He has collapsed the span time. Fiscal 23. Longrange precision fire Program Number one. North of 10 billion across. We put a lot of funding against that. A lot of talent. Some very talented folks have stepped up to the plate and they are swinging hard. We are excited about that. Do you want to talk about the employment capability . That is what comes down the most, i think. Task force organization. We do not know exactly what it will look like, but we know what it will be able to do. Longrange precision affects. Built around an organization, i 22, intelligence, Information Operations. It will do cyber. Electronic warfare. It will do space. It will also have the capability of doing longrange precision fires. Hypersonic batteries, prism batteries that can sink ships. We will determine based on the requirements. Okay. Next on the list is combat vehicle. I want to talk a little bit about stumbling out of the gate. What did you learn from that experience . His leadership here was tremendous. People often talk the old saying you want to fail early. I dont think with that system we early. I think we learned early. This is for a lot of the industry that we are working very closely with. We will do things differently in the army. Developing large requirement documents over fiveseven years. Then we passed them over to our acquisition professionals. Fifteen20 years we came out the other end after spending billions of dollars. We did not have what we wanted. We are changing our process. You will see very shortly a list of characteristics coming out. We are moving away from the word requirements. It means so much to those in the business that it actually constrains innovation. We are coming out with a list of characteristics that we want. Latest authority capability. They will fit in this design. Once we get that back, we will take a look at the characteristics and say we need to define these a little better. The characteristics will get a little sharper. It will go to a detail design. Then we will go to a prototype design. We will actually make sure we can build it. Not until we built the prototype when we get the requirements. Then we will know exactly what the trades are and we will be able to proceed in a much quicker manner without spending a lot of money or without going after requirements that we did not think we needed. I think it is really an interesting Lesson Learned here. Particularly as what you just described as a process that has a lot more ability to iterate with industry and tap into the talent that exists in order to solve the armys problems. You are applying those lessons kind of across the board to these other programs as well . Yes, we are. We are learning as we go through this. We have operators. We have acquisitions. We have industry. Many of these people have been doing it a certain way for a long time. Changing the way they do the business. Sometimes its hard if you are very comfortable with the process. Other than the outcome. I am more interested in the outcome they in the process. The ipad system has a very similar acquisition strategy. Integrated visual augmentation system. It is in our portfolio. Basically, the gaming industry, see if i can do it here, the gaming industry makes these goggles and you can play call of duty or something and you are in that kind of, the visual reality you see kids playing video games. You buy that commercial product called interface. And then the interface, now we can control the applications that we put on the goggle. Day site, right site. We are looking at do you put in a Common Operating Picture so that the fourman start going through the door, you can see that at headquarters. You have Companies Like microsoft involved with us which historically would have helped us with email but now are helping us with manufacturing or even more so but since training others so the point he is maki making, the speed of business, they are not getting tied up for months or years to getting something on contract. It gets them excited and put them in a position where they will invest in their business instead of investing in Contract Experts so they can spend years backandforth moving paper. That is the thing about transformational change by incremental improvements. Ive used a phone as how we went around with the phone and on the iphone came in and out maps and pictures in every thing else but we are doing the same thing with our nightvision goggles. The old folks here used to buy these there were both base goggles and then they got better and we wanted to but formal in there so we are going down improving on nightvision capabilities, thermal and nightvision capability altogether and then they came in from the side with a whole new method of doing business and now its not just a night site but a way of doing business. Based on a conversion it really came out of gamers and they were doing Different Things and that is what we are looking for for innovation. All of a sudden, we dont even know the things they will do. As you stop to think about it now you can see and video and be in a vehicle from behind and under armour and look