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Thank you, steve and good morning.

Our keynote speaker this morning is dr raj iyer as cio dr iyer serves as the principal advisor to and directs all matters representing, the secretary of the army relating to information management and information technology.

He sets the strategic direction and oversees the execution of policies and programs for imit, including managing the integrated it architecture, enterprise, data management, cyber security and cloud management.

He oversees the capital, planning and execution of an 18 billion dollar portfolio for implementation of enterprise, imit programs for the army and its joint and allied nation partners.

A moderator today is miss ken brando.
Ms brando has worked to support army enterprise i.
t modernization efforts for the last 19 years.

She currently leads the cisco enterprise team, this team partners with army cio, g6 peo eis army cyber and netcom as the army museum with network modernization and voice minders.
Please welcome my moderator, ms brando good morning, thanks so much ron, dr ire.
Thank you so much we're so excited on behalf of the industry.

The government, the military we just are so excited to be working with you and your team at this significant time.
In modernizing the united states army so very much looking forward to moderating the session.
Sir, all right, uh thanks mr jackson, uh for that wonderful, warm introduction and kim so nice to meet.

You see you again good morning.
Everyone happy friday, uh, so just want to take a few minutes with some prepared remarks.
I know there's a lot of questions out there on the new ci organization and our new new mission and how we're different from the g6 um.

So i have a few prepared remarks that hopefully will help set the stage for further questions you may have um.
I can tell you upfront that i've been on the job for 65 days now and i'm learning a lot.
This is this has certainly been.

You know.
One of the toughest assignments i've ever had in my 28 year career uh, half of that in in in the army in one way or another, but this is this is an assignment that truly is a challenge and i'm looking forward to it um i i can Also tell you that you know for your questions.
There will be a lot of idks and dvds in my answers, uh, and that's only because i'm learning um as we speak, and there is so much to learn um.

However, what i want to focus on today is to really share with you, the vision and the strategy that we're laying out for the army and where we're going to be headed in the future and how we're going to bring the enterprise along on this journey.
So, as you know, the army established the cio's office um primarily to keep pace with the rapidly changing technology around us um, and you heard the secretary of the army talk about leveraging cloud data and ai as kind of the enablers for how we're going to fight Mdo in future right that's multi-domain operations, and that requires a truly revolutionary approach to adopting information, technology and digital transformation to achieve that kind of mission outcome and the army has had um, obviously adopted technologies in the past um and has a significant i.
t budget.

But what this is going to require is really for the army to look at leapfrogging into the future right, so this is no longer just kind of the slow evolutionary process.

This is really how we kind of you know rapidly jump ahead and leap ahead to support the army of 2028 and to me that really is what keeps me going every day is how we can better provide capabilities to our soldiers to meet the you know, waypoint And aimpoint 2028 and 2035 objectives so um, as you all know, um, you know the united states army has made a commitment to fight um.
You know in a contested and competitive global environment moving forward and and that's going to be in all domains right.

That's land, air sea space and cyberspace, and if you are, if we have decided that that is the way we're going to fight and we have that it truly requires technology to be a key enabler in in winning that fight.
So our peer near peer adversaries, if you are monitoring the news, have already adopted many of the technologies that we're talking about today and and and ironically, these are technologies that we developed here in our own country here right and yet our near peer, advisories and adversaries Have taken them over and are using them against us already today, and so that tells you how urgent this mission is and how urgent it is for us to get ahead of the curve in making sure that we have the right technology and transformation needed to win.
The future wars so um in terms of the cio's organization.


You heard the introduction uh just a few minutes ago, um, when this position was established in the secretariat and - and i got a call from the secretary to come - take the job um.
I spent a lot of time trying to understand what the army wanted to do.

Having having you know been once in the army before and having watched the army from the outside um, i really wanted to see how committed the army was to leveraging technology and digital transformation.

Was it just a bumper sticker or whether really serious about wanting to make change, and i can tell you the discussions i had with the secretary down and with the four-star commanders across the army.

It was very clear: it was 100 clear in their minds that this is the way it was going to be and they needed that one single point of contact at the secretariat reporting to the secretary to manage this.
You know digital transformation for the army, and, and so that is how this arm this office was established, and i can tell you for the first time in a really really long time.

In fact, never before in the army has the cio been empowered to make decisions.

Uh, like we have today, and that truly is, is revolutionary in terms of oversight authority for the uh for the cio.
Now the cio has always had uh title 10, title 40, title 44 type responsibilities right, we're all familiar with them.

In fact, it is one of those few positions in the federal government uh that by statute by law is, is qualified.
That says, you know the cio shall do the following right.
However, when you turn around you look at the dod and you look at the services and how each of the services have set up their cios.

I think it's safe to say that you know there are a lot of things that congress would want us to do as a cios, but we're not doing right and it goes back to the empowerment.
It goes back to you, know the the governance and it goes back to you know the persons you have in those positions as well and how collaborative they are to be able to bring about the change.

That's needed um, so the cio's role today, um um in this in this new office is, is four things right.

So the first is um is obviously um strategy and for us in the army.
Today, i can tell you, the army has has had - and i believe a long time ago - actually put together an i.
t strategy, i'm thinking probably 10 years ago.

We said we're not going to do an i.
t strategy we want to.
We put, we are putting together a digital strategy right and the, and the reason for that is going digital is, is a mindset right.

It's it's a it's culture change it's about how we leverage technologies, but how we're going to how we're going to leapfrog into the future with digital transformation, but, along with that, we're going to need digital skills, talent, management right.


How are we going to? How are we going to organically grow our workforce to be able to take on the challenges that we have? How are we gon na change mindset through chain organization, change, management, right, absolutely critical, and and how are we gon na bring innovation into this right? So so it's a combination of those things that go into our digital strategy.

So we made a conscious effort to make sure that we didn't just put out an i.

t strategy was going to be the army enterprise digital strategy.

So so that's the first pillar or the first uh responsibility that i have in my office.
The second is policy, and i can say uh, army policies and and quite honestly, dod policies when it comes to digital transformation have just not kept up with with technology.

If you look at every one of the things that we do, whether it's, whether it's our acquisition rules or whether it's how we we've done cloud even cloud in the past and and how how we acquire and sustain uh systems, is based on antique uh policies and One that i will talk about is clingercon act right has been around for a long time.
It was one of the was one of the ways that the cio apparently was empowered um.
You know to be to to be a decision maker, but those policies have all gotten so outdated today in terms of how you know we acquire and how we acquire systems and we sustain systems, and so it really requires a lot of thinking and thought into how We're going to restructure policies moving forward, so it aligns well with these new technologies, but also makes it easier for army commands to do business right i mean so when what i've been doing.

The last 60 days of the job is spending a lot of time.
Talking to army commands with four stars and three stars and understanding the challenges that they have and to me.

If, if there is a commander out there in the field that wants to leverage technology to meet their mission outcomes and there's some policy, that's standing in the way to me, that's the first thing we're going to go after right.

That just cannot be now.
Obviously, we'll have to make sure that we balance that against risks and cyber risks and and and acquisition laws and everything else, and you know that we have to comply with.

But i believe today the army continues to be hampered and constrained by by legacy policy.

So so that to me is my: is my second um second responsibility? The third is governance, um and again this is one that's going to require a lot of work from from my office, but across the rest of the army over the years, because the army did not have an empowered cio.

The decision making and the responsibilities has been has essentially gotten so distributed across the army that there you know when it comes to decision making when it comes to looking across our portfolios, whether it's the budgeting process or whether it's how we provide oversight into programs or Record or how we look at legacy system divestment or how? What what and when we're going to move to the cloud.
So many of those decisions have gotten distributed, um down to levels and - and that has again what that has led to is, in my mind, sub-optimal decisions right, because commanders make decisions that are important from their perspective and that's absolutely what they need to be doing.

But it doesn't lead to an enterprise approach and the more and more we do things in a decentralized manner.

It takes away.
You know the standardization that we want to accomplish at the enterprise it takes away.

You know the savings that we can harvest and the deduplication in the portfolio um and looking at redundancies, and things like that right.
So so governance is going to be critical uh.
We are looking at establishing a new governance forum called the army, digital oversight council.


To be chaired by the cio - and i see really see that as a board of directors, uh and i say board of directors, because you know i came from the consulting industry.
I came from from the private sector and if you look at how cios and fortune company fortune 100 companies run, you know they don't make unilateral decisions right.

They are there and and as co-equal business units um along with with their peers and they and their and and they are, they form a board of directors and collectively make decisions, and that is where i want to take the army.

So so that includes you know.
The the peg chairs, the four star commands the mission, the mission area, the mission area owners and other stakeholders across the army, and so so that is going to be uh.
Truly something that i believe will help us make decisions faster, uh at the right levels.

At the three-star level and and and the digital oversight council, then reports up to the vice chief of staff of the army and the under secretary of the army at the four star levels, where we are not able to make.

You know we're not able to reach a resolution, and that requires a decision to be paid at that body, so um and then the the fourth responsibility is: is oversight um and again.
This is one in the past the i believe the army has not done well.

In terms of providing oversight to existing programs and what that means is that we have year of execution bills.
So when i look at our budget, you know we're looking at about 14 and a half 15 billion dollars that we budget for on an annual basis for it, and i look at how much we spend for it in a year and it's about two billion dollars.
More than that right, so we we budget 14 or 15 and we spend 16 or 17.

So what contributes to that and is that sustainable? Obviously we can't, but decisions are being made in year of execution either, because programs have cost overruns, they have scope creep and changes in scope.
Uh changes in schedule, changes in priority and oftentimes.

These decisions are made at levels that, where people don't really look at what that means to the it budget and what that means to our growing i.
t budget over the years, and so that is one of the top priorities that i have been asked to take.
You know get a get; a handle on is how we can how we can control our growing cost of i.

t, but that that means that you know we as a cio, now have to provide that oversight by working with the acquisition community by working with the peos.

By working with the army commands so we're there to to ask the tough questions.
So so those are the four big pillars, but i'll tell you, the the pillar that is not there and is is part of everything that we do is, and this is what i tell my team is we're not here just to police the army right.

That is not even though, when you look at what the title 10 says and and what we can do it is that's not how we want to operate.
How we want to operate is to go out to the field and help the commands right so we're here to be a trusted advisor to four stars, we're here to be problem solvers for the army to come to to be the one: that's creating solutions and proposing Solutions and and uh, and and when we do that in conjunction with with our oversight authorities, i believe that's how we can be successful in the army, so so those collaboration skills, those partnership and teaming skills with with our with our peers, absolutely critical in making sure That that we can be successful so when i came in, i asked the secretary, you know what he wanted of the cio and he he.
He was very brief he's it was one line he says raj.

I want the army i.
t to be run like a business right.
I said, sir.

I know absolutely what that means.


So, in my mind, that's two things.
One is, you know: we have to control costs right, so so you have the cost side and the revenue side right.

When you look at you know how the private sector runs their cios.
Those are the two equations that they have to balance on.
The cost side is: how do we become more efficient? What are the things that we have to do the reform initiatives that we have to put in place so that we can control costs and and continue to become, more and more efficient things that we have to do that are all about.

You know divestment looking at legacy systems looking at how we can achieve efficiencies by moving to the cloud looking at how we can reduce you know, manpower through automation, so those are the sides on the left side of the equation, which is the cost side of the Equation but to me, what is really exciting is the the revenue side of the equation.

So if you look at how commercial sector cios, who are cios work today, they are now revenue generating arms for most most of the companies right.
So what does that mean? For the army for the army, that means the cio has to be the one.

That's enabling the mission for the army.


The army's business is warfighting and winning wars, and so the cio now has to take this role of of essentially being front and center to army modernization.


And that is an absolutely critical role, because if we are the ones where are responsible for digital transformation and and rolling out cloud and digital technologies, well, army futures command on the other side is my partner in crime to receive these things, and - and this is how We're going to work together moving forward in terms of supporting army modernization, priorities so um, so the other thing that's different about the army, cio that that's different from how the cio g6 was in the past.

Right and again, i try to make this distinction all the time to people because we're not cio g6 anymore, we're not the cio and the g6.
We are just cio okay, so so so what that means is that you heard general morrison talk yesterday, um, i'm so happy to have him as my partner in crime when it comes to the network right, because that is just though one part of my portfolio, the Cio's portfolio is the network right and that's about four and a half five billion dollars a year that he owns and he's going to modernize through the unified network that he talked about yesterday and and there's some absolutely wonderful things that that the network cross-functional team and Our peos, eis and c3t are doing to modernize the network right, and that has to get done, but then i also have to worry about the business systems portfolio right.
So that means that's me: working with the office of business transformation and whatever the new chief management officer role will be moving forward in the dod and and services, and that is a huge component that includes things like how we're going to converge our enterprise business systems Through the ebs, convergence effort, right and - and that is strategically of importance to us, as as we look at converging and modernizing our business systems portfolio, it's looking at what is happening at our intel portfolio, right, that's working with the ic community and the army g2.

That runs the intel domain for us in the army and the convergence efforts that are happening there in that community.

With the you know, in conjunction with ic partners, right, that is another part of my portfolio and then finally, there's the the real big part in the army is a warfighter mission area and these are all the systems, the tactical systems and enterprise systems that support.
You know warfighting and you know, and and so so when you look at these four major portfolios that constitutes the army's i.

t portfolio and to date the cio g6 in the past really had focus on one of the four pillars, which was the network piece of it.

So what i'm really happy to do now is to outsource that so as to speak to general morrison, absolutely the best guy to get this job done and while he's looking at that, i provide oversight over the network as well as the other three portfolios.
So i can float about those mission areas on those portfolios and i can make those hard trade-off decisions across those portfolios right because, if you're only restricted to the one portfolio that you have, which was in the passwords network, then again you're not looking across the army.

From an enterprise perspective, so um, so the things that we are um doing is obviously to get ourselves internally, structured, the right way and organized in in a way that that we can get the job done.
So i'm not sure where we are on the slides.

If we can transition to our cio organization chart uh, i think it's the next one.

There we go so um, so i i can tell you that this is no way the things that i talked about can get done.

If i don't have the right organization - and i'm just so lucky for the names and faces that you're seeing on this chart, because they are absolutely top notch and i really truly got lucky, so i will start with mr greg garcia, who, as you all know, served As the acting cio before i came on and was a deputy cio to the former cio g6, absolutely i mean 27 plus years of army institutional knowledge in in it across all kinds of domains, and he is my trusted advisor in terms of advising me on things To do and what not to do, and then he and again you need when you talk to him he'll tell you raj, you go break glass and i'll.
Be that behind you to help clean it up, right and and and that, and that is that relationship is absolutely so critical um to making things work and i'm so happy to have him greg.

Also by the way, is passionate about talent management.
So he is leading our efforts.
Uh in terms of you know how we're gon na transform digital skills.

You know human capital management for the army, um and, and he's taken the lead for that personally, the other partner in crime in the front office is dr dave.
Markowitz, most of you know him.
He again i mean with a phd from mit.

I couldn't have been more luckier right, i mean so.
He served as the chief data officer in the army.
G8 was a deputy g8 in the army.

Knows money like nobody else in this building and now to have him as a chief data and analytics officer in the in the office of the cio leading the data charge for us is just the the best thing i can have going and he has done some Wonderful awesome things in terms of leading the data initiatives, establishing governance, and he did all this before.
I got here right and and the army data board and the things that are being done and that in the data space is just absolutely wonderful and i'll walk you through some of that um and then i have four other sess uh that read that that run.
The the office, the uh, the office of the cio, dr brian shone, runs our policy resources and analysis directorate.

So so he is the one that i'm tasking with establishing new policies he's the one that is helping us with the ppbe process.

Right when we look across the pegs and we have to look at what hard decisions we have to make, how do we establish a cost, benefit analysis structure for these programs and and the heart rate of decisions that we have to make and the enterprise license agreements That we have to manage for the army right, so so those are the things that that doctor shown focuses on.

He is the chief financial officer in my office right um, general matt, uh, major general matt easley is our chief cyber security officer and again i got lucky here phd in artificial intelligence.

I mean how many of those do we know in the army right.
So not only is he a cyber expert but icon on him to be our ai expert as well, because we are assuming the role as the ai champion for the army and to have him.
You know somebody like him who ran the army's ai task force prior to him.

Coming to this organization is going to be absolutely critical, so truly lucky there um, mr farhan khan, is our chief enterprise architect right, so so he's the one that runs our enterprise architecture and data standards, team, um and he's the one that i'm holding responsible for establishing Standard architectures, whether it's a cloud architecture or zero trust, cyber security architecture or whether it's the network architecture, the standards that we need for, join all domain command and control right um.
You know the the data standards that we need for um for cloud.
How are we going to do containers in the cloud and what kind of standards do we do? We need there? How are we going to integrate the 31 plus 4 modernization programs in the army and what data standards are needed to synchronize those efforts? All of that falls under for hong kong, who's, the chief architect, and then many of you have heard mr paul puckett.

In the past he runs our enterprise enterprise cloud management office.
This is so so this so ecmo is a little is a little different from the rest of the organization.


So so, when you talk about us doing, governance policy oversight well paul actually does execution right and so the reason why the ecmo is under the cio's office.

Even though it's execution focused is because we see this as an accelerator, this is kind of like an incubation hub for the army and no better place to put it than under the cio, where we can bring in revolutionary new technologies in the cloud in a fully Accredited environment for the rest of the army to adopt, because what we do not want the rest of the army to do is to have to go off and go build their own silo solutions.
We need one place where they can come to so paul has now become the service provider, the cloud service provider and the managed service provider for the army.



Some of you may have been tracking the recent policy that was signed by the doosa that now mandates.

The c army to be they are the cloud of choice or the mandated cloud for all cloud efforts.
Moving forward.
That includes programs of record tactical cloud, implementations and enterprise cloud implementations all will happen in c army in a fully accredited environment and paul, and his team are standing by to support army clients, as they are on board um, so in conjunct.

So obviously with um.
With this organization, i i'm 100 confident that we are.
We have the right skills.

I am planning on bringing on a chief technology officer as well into the front office and and i'm looking at industry.

If anybody wants to volunteer for that position, it's open all.
You need to do is reach out to me.

So let's go over to the vision and the mission statement.
I think it might be the one previous slide and what you'll see here is that um, you know.
So when i, when i met with our leadership team, i said, let's we got to lay this out.

We have to understand where we want to be in support of arming uh support of so in supporting the army of 2028, and so we said you know, our vision is to help build the digital army of 2028.

That's able to deliver over match through joint multi-domain operations, leveraging innovative and transformative technologies.
That's the vision for the new cio and the mission statement is all about driving digital transformation, innovation and reform right and - and we talked through some of that so so.

This is now setting a clear vision and mission for this organization and then also now the guidance to the field and the rest of the army to make sure that they are nested and they are aligned with the strategy as we execute.
So there are so so then.
The other thing i want to do is the graphic.

That's on the right talks about some of the foundational changes that we're making to the um to the army cio.
So so, there's uh, there's three foundational changes, we're making um and these foundational shifts the first one is to take a true enterprise, global approach to i.
t right - and i talked about this a little bit - it's not just one, it's not just a network, it's not just One portion of it it is truly army-wide and it's both enterprise and tactical right.

So, over the last 10 plus years, the army has made tremendous investments um in terms of the tactical portfolio and the warfighter mission area, and if we need to really be efficient and reform our portfolio and achieve cost savings, we're going to have to do a heck Of a lot of convergence right and - and so if we don't take a global enterprise approach, we're not going to get we're not going to get there we're going to continue to have an enterprise network, we're going to continue to have a tactical network.

We'll have tactical systems supporting you, know the units and we'll have enterprise systems, and it gets harder and harder for us to bring these two things together.
So we're taking a truly enterprise approach.

The second one, the second foundational shift is, is doubling down on army modernization right.
So we can't just be here and say: hey we're going to establish policies and hey everybody go out and do what you got to do.
We are now embedded hip to hip with army futures command and and being their partner in crime.

In this modernization, effort and - and so that is a is a foundational shift in how how we're going to do that.
We're going to do that by centralized acceleration to the cloud we talked about, how cloud being a key enabler: zero trust architecture for weapon system platforms as these new, as these cfts mature into acquisition programs we're going to be there with them along the way.
In terms of making sure that security is built in making sure that they adopt devs ops, making sure that they are implementing cloud in the standardized architecture that we provide right so so that is is is a huge foundational ship and the third from a talent management Perspective is a total force approach right.

So in the past, the cio has really focused on just the civilian side, which is the career program 34.
And as i talk to tradoc, and i talk to the cyber center of excellence - and i talk to you - know all of the the mos's that are transforming to support multi-domain operations.
What i'm seeing is that the needs of the skill sets that they need and the things that they have to do are essentially the same things that the army civilians have to do.

So there's no reason why we need to have these.

You know siloed on going on two different paths: we're looking at how we can work together so that we are establishing that digital workforce of the future, both on the civilian side and the military side.

So some of the efforts that we have established um on that on that front, uh, one that i'm sure you're tracking, is the software factory in austin right so to us that is um our starting point for how we're going to establish the the digital um workforce Of the future, and and it's and it's it's a pilot, it will evolve and it's going to give us there's going to be tremendous lessons learned that come out of that.

But our vision is to scale that into the future.
We want to be able to scale that across the army, based on lessons learned and it's all about how we reskill and upskill, our i.
t workforce and our cyber workforce for the future um.

So, along with that those three foundational shifts, there are a number of initiatives that we are establishing at the enterprise level right.
So when i say enterprise, this will be rolled out across the entire army and everybody will be required to follow through and and and use.
These these initiatives, the first is um first - relates to portfolio management right again, hard problem in the army, um and and there's an industry-based practice called the technology, business management or pbm framework it's actually mandated by omb.

The dod has never used it in the past.
Some of the other civilian agencies have, but we are going to mandate the use of tbm across the army to make sure that our it investments are aligned to mission outcomes right.
So this is a framework that we can use.

It comes with industry, standard, metrics and key performance indicators for how we measure ourselves right.
No reason why we have to go invent this on our own right.
It's it's out there as an industry best practice, so we're looking at at leveraging that and adopting that framework, and it's going to help us make some really hard decisions on how we want to make how we want to divest our portfolio we're going to look at How our it budget are all 16 18 20 billion dollars, whatever the number is aligns to the three army priorities right, which is people first, readiness, modernization, right and and by the way, if it doesn't align to those three.

Why are we spending any money on those systems and programs right so so that hard? What i call ruthless rationalization of our portfolio is one that i'm going to be focused on uh from an enterprise perspective this year.
The second initiative again in industry best practice, is it category management right.


So this is how we get better insights into how we spend every dollar of that budget, so so the so the budgeting piece is one piece and, like i said, we want to get better insights into the execution piece.

You know why do we have two billion dollars in in its span in year of execution that was never budgeted for right, so with it category management.


What we're hoping is that we can get granular data on contracts that that the army has and again it's going to be a slow effort, we're going to start with new contracts moving forward.
Some of you have seen the recent policy that we signed out mandating the use of ites 3s for all it service contracts, moving forward in the army and the reason for that.

The reason for that is because we're working with chess and po eis and army contracting command to make sure that we can get good granular.
You know contract execution data on new contracts moving forward and by the way that will happen to existing contracts as well, because we want to look at you know what are the clintons on the contract? What you know, how do they relate to the cost pools in the tbm framework right? How many licenses are we buying and what licenses are we buying? What are you know, what are the the services that are bought and and and start to do some analytics a lot of analytics quite honestly in terms of doing comparisons across contracts? I want to know if a contract, you know that's let out by one command.

You know how does that compare to another with a with a certain scope and - and you know where and how they might be operating differently and how we can achieve some some normalization of services right.

So that is what category management is all about is is achieving those categories, those broad categories for consolidation.
The other thing it's going to help us do is to get a handle on enterprise license agreements, and the army has done that successfully in the past, and but we have to scale now, and i can tell you every time we have established an enterprise license agreement In the army, it has saved us money.
It's a no-brainer right when you look at you know in 20 2017, you know when, when the uh, when the mgt act was was, was put out by congress, it mandated the use of enterprise license agreement, but just no one has taken the time to collect the Data and understand you know what we have and what we own and the usage patterns to be able to go, establish these elas and so to me, that's a near-term low-hanging fruit for me to go, establish elas with strategic software vendors so that we can stop contracts Being issued awarded at local command levels and literally, we can save hundreds of contracts from being awarded if we can get to standard contracts at the enterprise level.

The um.
The third initiative is about uh reforming our army's ppbe process.
Right, so ppba is our essentially our planning, programming, budgeting and execution um.

It is how, essentially you know it's it's it's it's! It's a year-long, continuous process right now we're looking at budgeting for the 23 27.

What's called palm cycle right so for us to make decisions on a 23-27 palm cycle today and, as i got on this job, what i'm finding is that you know the peg chairs that own these portfolios, the it's embedded in each of those pictures and to date In the past, the cio has not had a seat at the table to help the four star.
You know four stars that run these specs with making hard trade-off decisions.

So, as we move forward, we are looking at establishing this year what i call a virtual itpeg.

So, which means for the first time we're going to look at, take all the it investments out from each of these specs and then we're going to put that in a virtual peg and the cio is going to now.
Look at rationalizing and understanding.

What's in it and how are they aligned to priorities and making decisions for the 23 palm cycle? So while we're doing that, though, you know because 23 is out there we're taking that opportunity to do some deep dives right.
So these are the night course that we're going to start having on our programs today, uh, because the decisions we're making today in year of execution, 21 and 22 will have an impact on what we budget for 23 and beyond.
So so it's so the hard work.

That's ahead of us over the next few months - and this really is my number one: priority is to start doing the deep dives and the night courts on these programs understand what the priorities are and the execution strategy.

And how is it aligning with the digital priorities that were laid out and what adjustments we need to make to some of these large programs um, the the other big initiative is really to transform enterprise architecture.


Many of you know that dodaf, which really has turned into shelfware across the dod, is really not meeting its intended purposes.

Even though, when you look at enterprise architecture, everybody will tell you it's supposed to be used for decision making.
It's never used.
So we're truly transforming that we're actually rebranding enterprise architecture.


We're not we're not going to call that anymore.

We're going to call it edaf, which stands for enterprise decision analysis framework, and we are going to integrate our data management efforts that dr markowitz is working on with architecture that for hong kong's working on with ai.
On top of that, and we're going to use that for decision making right and we're gon na we're gon na bring the right right tools that we need to do this and we're gon na make it part of our governance.

We're gon na, be it's gon na.
Be part of all the the uh decision making bodies and because we can't keep saying data driven decisions and not do it right, it's become a bumper sticker.
We just keep telling ourselves it's data driven.

But when i ask the questions about where show me you you know, so you want, you want two billion dollars to modernize.

The network.
Show me how the existing legacy portfolio is going to converge and be divested over time and show me how that's going to happen over a timeline and show me how what that means.


To my to to my budget.
You know there are no answers right.
So so we want data to feed these kinds of decisions uh.

It's also going to help us synchronize our 31 plus 4 modernization programs, because today each of the cfts are working um in in some in in some good silos, and it's needed.
I think there's some hard work to be done and some hard problems to be solved, but as we get to maturing these programs into programs of record and getting to the army of 2028, we truly need an architecture driven approach to understanding how these portfolios are going To come together, the uh, the fifth initiative is around cyber security and what i call continuous cyber vigilance.
Uh, you heard uh general morrison talk about some of the things we're doing with rmf 2.

0 yesterday.
But to me, that's just the tip of the iceberg.
That is what i call the kind of evolutionary type change right.

What i'm focused on is the big picture, and the big picture to me is: how do we? How do we look at our big attack, surface area that includes it and ot right? So if you all are following the news recently, it's not just our networks and our i.
t systems that have become vulnerable, but we have over the years.

You know with internet of things and all the sensors that that come with things that we have bought and we have procured in our installations, whether it's our organic industrial base or installations or things that we're doing you know with with public-private partnerships.

We have now sensors all over the place that are communicating over ip every single day and we don't even know about it and there's a lot of data.
That's being collected, that's going to you know, industry, you know to industrial control systems, facility control systems, scada devices and and to us this is a huge challenge: there's 500 000 plus ot devices in the army and when you look at the scale and complexity of that Challenge that you know compared to that what we know on the in the i.
t space, the i.

t space is is, is a cake walk right, so so we're we're strategically focused at addressing that, as you saw, the army issued its uh installation modernization strategy.
A couple of weeks back and if you read it, you'll see that the cio is called out as the one that's responsible for building the installations of the future um.
I'm working with army material command to look at modernizing the organic industrial base and to protect it and make them more resilient um to cyber, so that so that you know we can increase our our readiness.

The final tweak um to our to our initiatives and strategy is what we're doing with cloud um so so over the last year, or so, i think we've made tremendous progress with cloud.
We have started onboarding mission, critical systems to the cloud now, the first being g fibs, which is the army's.
You know financial, erp, great success story.

We have now followed it up with migration of asip into the crm environment, and there are many many more standing in line to get on board.
But the big pivot that i'm making now is to focus on the tactical cloud, because we know that we have a real good, confident solution when it comes to enterprise cloud.

But when i look at the requirements for sensor shooter, when i look at you know: project ridgeway um, you know at the 18th and the 82nd and what they're trying to do and they look at what poc3t wants to do with with with their requirements and titan And and all of these programs across the army, it's all about connecting that.

You know the the tactical edge to the enterprise and back.
That is how we're going to fight in future.
It's no longer going to be decisions made.

You know at the enterprise and then separate decisions at echelon in tactical.
We truly have to get the get these these integrated and for data to flow seamlessly between the tactical and the and and the corners at at the speed of war right.
If we're going to do that, we have to architect this from the ground up, and so that's where we're focused on is building um, our tactical cloud and onboarding pilot projects this year.

Finally, one area that we have in the past talked about a lot, but we haven't spent a lot of resources on is to truly optimize our data center footprint right.

We cannot continue to invest money in cloud and modernize and move applications.

While we continue to grow our on-premise footprint that just that that math just simply doesn't work so we're taking a hard look at our data centers, why do we need them? How many do we really need, and and and asking some tough questions, because we see that as an opportunity for us to harvest additional cost savings so um with that i have uh.

I think those were my prepared remarks.

I do want to make one comment before i turn over to questions i i i know a lot of a lot of you are asking how industry can help right, so so so this is.

These are my thoughts as someone that came from industry.
I i'll tell you that what i personally did - and i want every one of you to do - is please put soldier first right.
Please do not make it revenue first, i'm telling you if you make it soldier first and if you feel the passion for this mission and what we're trying to do to keep our nation, safe and and the threats that we face.

This is not about money.
This is about how we protect our nation and what you have to do.
Your part, it's your call to duty to make to to help the nation out and if you put that perspective, i can tell you that you will come to us with the right solutions with the right, innovative solutions.

You will you will become our trusted, advisors and advisors on what we're doing wrong and - and you will never be about you - know - revenue the bottom line for you right um, i'm asking you to raise risks early to us if you are doing business with the army Today already - and you know what the challenges are, and you know them, i know them, i knew them when i was on the other side.

Please bring that to my attention.
That is my number one priority.

I want you to come to me and tell me give me your frank opinions on what we need to do different from what we have been doing and then um.
The last thing i'll ask for is come work for us.
I literally have dozens of senior level openings open in our office.

We, i have asked my team to take a non-traditional approach to hiring.
We have direct hire authority.
We have all kinds of you know: tools in our tool bag to make sure that we can get the very best from industry to come work for us.

I made a commitment to come work here and i'm really really hoping that i can convince others to make that commitment to come work for the army.


These are some really exciting times.

This is really i tell people that this is like going back to being in a startup um.

What we're doing here is rolling up our sleeves and getting to work every day.
It's about solving problems.
This is not a bureaucratic organization.



This is about how we can leapfrog into the future, and i need the really good technical skills from industry to come.
Spend time with us, even if it's just a year, if you can come here, work for us for a year or two and bring your talent with us, i will be just so thankful for that.
So with that, i will pause and i am ready for some questions - remember what i said: 65 days on the job, tbds and idks okay kim over to you.

I don't believe that dr ire, you are on fire uh, so we only really have about three minutes.
Left so what i wanted to say is, i know, there's there's some themes that we heard here.
We heard leapfrog ahead technology enabler urgent mission, right trusted advisors.

That was something we heard.
You say problem solving the business, the business that you're bringing the business aspect to the army and making it about the warfighter mission and the outcomes.

Modernize ruthless rationalization was another term data-driven architecture.


I mean what your team is taking on, so the questions that we've got over here, which i again with two minutes.
I don't think we have a lot of time, so i just i'll give you sense of what people are asking about.
They are very interested in what the army digital oversight council is, and they want to know more about the timeline around the army enterprise, digital strategy.

We're also seeing questions around what does the technology business management mean? You started to explain some of that, but i think the industry's really interested in that and then also i t category management when you're establishing larger buying platforms.
Really, how do you ensure that there's cost savings all across the army, so not just during the acquisition? But i think it also is its questions around like training, much that you talked about and lifelong learning, not only for the civilians but for the soldiers as well um.
I can pull together the list of questions but team.

We can go rapid fire.
If that's okay, i will, i will have short answers for each um, but you know i i think the first was on the uh on adoc, the digital oversight council.


So the charter is prepared.

I am socializing that with my peers, with the three star uh to make sure we have buy-in because again remember.
This is all about change management right.


This is this is asking the army to do something that it has never done before, and so i'm taking the time to talk to my peers and to the four star commanders to get their buy-in, and i'm hope you know and and again you know the the Previous, the our former secretary was ready to sign it, but i'm going to actually wait for the new administration to come in to get that formalized.

Meanwhile, you know i'm doing um, i'm having good conversations, informal discussions and i can tell you it's been very, very positive.
Everybody wants a cio now the the the challenge is going to be.

We have to deliver right and, and so there's a lot of excitement, there's a lot of expectation and, and so it's definitely made uh my job easier in selling my role um.

What was the other question question on tbm, uh, i'd, say: uh, i you know, go: go google tbm, there's a whole book written on it um.
But it's really about you know um running um um.
You know your your i.

t as a business right.
What are those key metrics? How do you, how do you, how do you, how do you know you're doing well right? How do you measure agility, uh in your business right? How do you measure whether you have the right, you know metrics around modernization versus uh, investing in legacy right, those kinds of ratios ratios of capex versus opex, right and - and so these are standard measures that, if we can get to adopting these, then we can benchmark Ourselves with the private sector - and we can go, you know another large fortune, 100, that's as large as the army and as big as us.

What do they look like you know when, when you know for these things, how do they measure themselves right um? So i think those are the opportunities, but it's going to be evolving, it's it's a journey, but it's one that we have prioritized with category management.



It's all about.
You know consolidated buying power, right um and if we, if we can pull our resources together and - and we can, you know - and whether it's on the hardware, software or services side, then you know, i think that better buying power through through pooling resources helps us negotiate.

You know better agreements with with vendors, but again that requires governance.

It goes back to you know anytime.
You want to centralize anytime, you want to enterprise, something you have to make sure that you have you're bringing people along with you.
I spend almost 80 percent of my time just talking to people to bring them on board right because it's not about making you know unilateral decisions here, it's about getting buy-in and, and so that is uh.

That's just how i operate anyway.
What were the other questions kim? Well, i think um.

I think, sir, at this time we've run out of time so um.

Thank you so much for spending your morning with us and really sharing the vision of what your team is doing.

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