Electronics association and the intelligence and National Security alliance. Thank you. I was going to try and get you fired up here because the initial plenary session, we were a little bit subdued. So i want you to feel free to get enthusiastic here. We have a great panel coming. Lots of cheer for them. We are going to have a great discussion. So welcome back. Before we jump into this next session, let me remind everyone that for the plenaries here in the maryland ballroom you can email questions to the panel. And pope flee we will have a logo up that says questions intel summit. Org. By the miracle of technology they are going to appear on an ipad with vince. Vince, if you didnt get the word at some point larry is going to tell you last question. Okay . So it is now my pleasure to introduce the moderator of our Defense Intelligence plenary, Lieutenant General vincent stewart, u. S. Marine corps come on, come on [ applause ] retired. Thats the part i was waiting for. [ laughter ] and vince is the founder and ceo of stewart global solutions, an International Consulting firm. General stewart retired from the u. S. Marine corps in april of this year after more than 38 years of service to the nation. Join me in thanking vince for his service. [ applause ] a career intelligence officer, vince served as the 20th director of the Defense Intelligence agency where he was the first africanamerican, the first jamaicanamerican, and the first marine to hold the position of director dia. [ applause ] general stewart earned masters degrees in National Security and strategic studies from the naval war college. And in National Resource strategy from the National Defense university. Please join me in welcoming former director, good friend of industry, and my friend, Vince Stewart to the stage. Over to you, vince. All right. [ applause ] i dont usually let folks waffle on about my career like that but since this is chucks last time i let him get away with that a little bit. Thank you for joining us this afternoon. We have a distinguished panel here this afternoon. If you dont know them, you are in the wrong place. I am not going to ask them to do an introduction to tell you would they are and where they are from. We have susan white, the deputy at dia. Jeff kruse, who is now at drake. And trey with it worth is on the joint staff. I want to go through a quick round of questions. I want you to have your questions ready for followup. What i will do with the questions is give them the chance the set the stage, talk about what their highest priorities are, what their concerns are, how industry could help and on the back end we will ask the question i used to get asked all the time, what keeps you awake at night. We will do the table setting, asking the questions and we will do this kind of quick pace, fast break basketball. If a question is answered and we dont like the answer, we want to follow up, we will jump right in. I am going to start with ms. Bingen. Lots of conversation about human machine teaming, a. I. , Machine Learning and its implications for the Intelligence Community. You have described project may have been as the pat finder for a. I. Machine learning. Can you give the audience a sense of where we are with project may have been, jake, some of the challenges you have seen and some of the ways that we can be helpful as partners. Sure vince. Thank you. Thank. It is great to be here. Love this even every year. I am happy be the here participating. May have be maven. I like to previoface it by sayi we have a ways to go. Maven is a path finder. When we were here two years ago we were on track, within six months of authority to proceed to get an initial minimum viable product capability out to the field. Since that time, they have scaled pretty significantly in terms of increasing algorithm performance. Scaling geographic locations. My boss was just out in theater a couple weeks ago and got to see it in action. Scaling across different isr platforms, we are in dozens of legacy platforms now. And then scaling across different missionaries, not just full motion video but other areas of intel. We proud of that but have a tremendous amount of work to go. Just a couple of points i would like on what we are learning, i think the key about bag path finder is you learn and you apply that to broader activities that the jake in particular is undertaking. Is one, i would say get your users involved early. This is for us it has been all about fielding. Get that minimum viable project, Agile Development in practice. Get that out to the field, work with the users and build from there, scale it from there. Second thing i would say is where we have learned the most has been the amount of i. Pipeline. Righting the algorithm is probably the easiest part. The up front data access, data labeling, incredibly manual. Back end of weapons systems, accreditation of the confirm the o. D. Systems. That is where we are learning. Now we have got almost two years under our belt now. It is out there in enough see change. We need to see work flows changes we need to see efficiencies we need to see the culture change as a result of bringing a. I. Into the field. Thats what we are looking for in the next year. Okay, thanks. Suzanne . Much has been said about building the analyst of the future. While the analytic trade craft will largely remain the same the analysts of the future will be inundated by a vast amount and growing amount of data. With all that data that the analysts will have to swim their way through, what is dia doing to think about Big Data Analytics . Where does mars a program we all hear about, fit into this analytic framework . There is no question that analyst of the future is something that dia is trying to really hone in on and define more specifically. Clearly Mission Number one for us is providing analytic assessments to all of our Customer Base timely, accurate, insightful, comprehensive understanding of the information out there providing insight and ideally understanding the operational environments. But you are right, the data thats available to the analysts to craft those assessments only increases by the minute. Not only that but the environments that we have to assess are evolving. Space is a great example of that. So the types of data and exquisiteness of date are challenges for the analysts. You named mars. Certainly top of the list if you will, of the initiatives that dia is taking to try to High Pressure our analysts make sense of all that information and fundamentally deliver more insights. Mars is step one. For those in the room when may not be familiarities our effort to develop and expand the data environment in which our analysts it analyzes many more data bases in one fell swoop adjusts for Additional Data sources we dont have and hopely will leverage the a. I. Data as it matures and allow more rapid and creative insights on the part of the analysts. Mars is not it. Open source has been around for quite some time. What dia is doing new is structuring our effort against open source. Even just earlier this year general ashley made some decisions to establish more officially a career path if you will for open source collectors in dia. We are establishing an open source Integration Center we are putting structure around many of the efforts that existed in pockets around our enterprise. The intent there is to bring increased discipline around the activities that many of our analysts and collectors are taking now to drive maturity into the process and ultimately to allow the analysts to leverage open source in a much more official trade craft compliant and useful way. Thats number two that i would highlight. Finally i would highlight j wicks. None of this happens, none of this is effective without a strong j wiks foundation. It has been around for 25 years and it has to continue to evolve to customer demands custom again are only increasing even outside the i. C. User base. The types of things that people are using j wic for are evolving and j wiks needs to be modernized to keep up with that. We are untaking some investments and some approaches to do exactly that. The time is now, given need to support mars, to support owe sent, and over all annist of the future things. I am probable flee going to come back to j wiks a little bit to dig through what the future of j wiks might look like. I will come back to that. I am going to skip jeff for just a second because admiral with it worth and i talked a little bit about the challenges of producing intelligence in a timely manner in this environment. And one of the thing, as suzanne was talking that i was thinking about, when was the last time we used a National Intelligence estimate . Thats a pretty static document thats almost obsolete at point of publication. Can you talk a little bit about the challenges of generating realtime intelligence in an estimated sort of environment n a spiral sort of talk about some of the challenges of developing intelligence in this crazy world, randle. Yes, thank you for the question. The chairman and the joint staff have made it clear that we need to focus on global integration which means we are not going to become fixated on regional conflict just as a regional conflict. We are going to look at going to look at opportunity as it play applies to other adversaries taking advantage. That provides so many permutations of estimates. To your point, when we draw a National Intelligence estimate or something that stays on the several as the 2019 edition, when you are trying to get that integrated and that global, it presents a problem. How do you go back and fill in variables that contributed to that particular estimate with some real time urgency and speed . Enter what we are classifying as our joint concept for intelligence operations. And to your point, it is a spiral estimate. It is basically trying to get those monte carlos going with multiple variables so we can rest assured that at least at some juncture all of the data is being looked that but we are being cued to at least possibly reassess for a new estimate. In kasey our Industry Partners didnt pick up on that, static assessments, the static summaries that drive Decision Making doesnt fit in the modern very dynamic world. How does industry help us to build that very dynamic spiral estimate as the world changes, as the variables changes . How do we see those different permutations so that that drives Decision Making at the policy and strategic level . So thats an area that just having almost every publication that we put out there as an intel estimate begins to be obsolete at the time of printing. How do we make in a more dynamic . Thats the requirement. I am going to leverage jeff a little bit here. I heard lots a questions today and comments about the great fire competition. Jeff spend two years at a j 2 at end all fade com. He got to see one of the great powers carry out its strategy. I am going to ask you to to describe what you saw specifically as china walked through its strategy. I will give you an extra 30 seconds. 30 seconds. Easy for any intel officer. Let me add my thanks to everyone who is joining us today. Great conversations. I think i would preface my observation of china with two quick stories. 2014 to 2015 i happened to be running the keg for general breed love out at uconn and working through what was a similar problem set. Russia was going through a revolution, had conducted a handful of operations that they wanted to dodds under a certain amount of cover. And the question for us is how do you illuminate that and then how do you convince the rest of your allies and partners or your own department of defense the threat that in this case russia presented . The second piece is way back when, going back ten years when i was a student at the National War College we have this simple piece of china. Two column, by two rise, china continuing to rise, china unable to main tin the moment up thin china being friendly to western powers or china being an adversary. Really, a decade ago nobody was picking the quadrant that was china being able to sustain its rise economically and internationally and domestically and militarily while maintaining a cha toning the international order. 2016, showed up at m,anted me t the story. The first piece i came to grips with, with all the assessments we had made a decade previously, china had far surpassed all of the estimations we had made. We used to rely on a handful of thing about china, that we had a quantitative and qualitative and experiencial ability to do whatever they needed to do and go beyond. We were far more advanced in all the areas that mattered. Turns out china had five year plans methodically over 25 or 30 years systemthatically addressing the areas where we had the advantage over the years that they could observe. My first piece, the first 12 or 18 months at pacom was illuminating and really understanding where china is in that journey they were on and what kind of a threat it presented. Great partnerships with the national community. And it is remarkable what china was able toll do in that periof time. The period at the tail end of that first 12 to 18 months was the crafting of the new National Defense strategy. That paralleled back to how do we convince the rest of the department of what china looks like and what are their goals and objectives Going Forward . This piece that i would offer to you is that at the macro level i considered china an open book. Their academics write considerably. They plan as a nation. And they move out in a very large way, in a very public fashion. So we know their National Objectives are to restore or achieve regional hedge emmitt, to displace the u. S. P uu as a gl plower, and to change some of the International Organizations out there to be more advantageous to chinas authoritarian model. So if we know that, it becomesen in what we worked on for the second 18 months which is the hard part, what do you do about it . So the piece that i would offer to the crowd here is that while we used to rely on china being able to build a lot of stuff but not being able to train with it, not being joint enough, they have worked through all of those issues and they are presenting as we have seen in a most recent exercise which concluded not that long ago a very dynamic capability to employ highend equipment against a scenario that should cause a variety of their regional partners to take note of what they are attempting to do. I would say china has tried to keep their intentions below the radar scope so it doesnt elicit a kind of response that we would normally take, and they were certainly counting on an ability to use ties in the academic, business, and other communities to make it challenging for the United States to make some decisions about what we are going to do to address that. Where we sit today in my view and the challenge for all of us is what is it that we can do today we are in a competition space today. China would certainly like us to take a little to no action to focus on the urgent versus the long term issue. I think what i would offer is the important piece for us is to understand great power and competition and do well in that conflict today, posture ourselves so, you know, two, four, five 20 years from now we dont fine ourselves in a position that we dont want. Tee it up that way. I would love to jump on that. We do have a new secretary, deputy secretary, the good thing here is they have maintained our departmentwide focus on the National Defense strategy. We are not seeing any changes there. Prioritizing china and russia and modernization. I think jeff hit it on the head is we are in this strategic competition phase right now. The department we do order of battle well, we do force on force well, we buy aircraft and tanks and ships well. It is the gray zone space that we dont do as well. It is looking at the neck us between economic and National Security nexus between kmi and National Security. I look at chinas one belt one road priority. Roadw roadways, train tracks, telecommunication capabilities. All of this is happening now. If we cant be competitive in that competitive space you are setting yourself up for not being successful if and when the balloon goes up. Just another thing i would mention there is Just Technology theft as well as jeff hit on this, too. We are seeing them in a pretty concerted effort going after specific technologies. In the past we have been fortunate to be able to maintain the technology and thus military advantage. When you are stealing it now we are going to see the same technology that we are doing r and d on now we will face it five or ten years from now in the battlefield. That Technology Advantage is eroding. We are doing more in the Security Firm to do that. Is there something i that industry can help us in securing the technology and managing the supply chain so china doesnt take advantage of the great r and d that we do . What are the things we would like industry to do . I put that up as a jump ball . Supply chain insights, transparency management is increasingly a concern for us. Obviously we have been focused on it particularly in the i. T. Space for years but when we are finding is thats not enough, it is too narrow of a viewpoint. We are opening up our aperture and trying to work most closely with our partners and understand the entirety of the supply chain coming through the dia door in our case. And understanding the tangent that each of the supply chains go into. It is daunting no question, but we have to do it. We are increasingly looking to our vendors to come to us with transparent display, you will, of our supply chain so we can understand it so we can have confidence in it and really make sure that everything that come