USAF-MIT AI Accelerator
COLLABORATION FOR NEW AI SOLUTIONS
IN ASSOCIATION WITH
DIGITAL REPORT 2020
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USAF-MIT AI ACCELERATOR: COLLABORATION FOR NEW AI SOLUTIONS
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a i a .m it . ed u
USAF-MIT AI ACCELERATOR
MICHAEL KANAAN ON THE USAF AND MIT’S AI ACCELERATOR, AND ITS MISSION TO USE AI TO INCREASE CAPABILITIES WHILE ADDRESSING SOCIETAL DEMANDS
M
ichael Kanaan is Director of Operations, U.S. Air Force and MIT Artificial Intelligence Accelerator, having previously been at the
Pentagon as the co-chair of AI for the Air Force. The USAF-MIT AI Accelerator began in January 04
2020. “It’s pursuant to a cooperative agreement with MIT, MIT Lincoln Laboratory and the Department of the Air Force,” explains Kanaan. “Our efforts stretch across three main lines. The first is to execute a number of flagship AI projects and the related work to bring that into existence. The second is developing scalable AI education for the workforce – all demographics, all ages, and all ranks. And the last is to lead the dialogue in AI ethics and safety. It’s all about making AI real for our workforce.” Aside from the three flagship projects which we are covering in depth, the initiatives include such things as natural language processing for communication with machine and foreign language training, swarming unmanned aerial vehicles for
2019
Year founded
50
Number of employees
05
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USAF-MIT AI ACCELERATOR
“ IT’S ABOUT BEING MORE ACCURATE, DELIVERING BETTER LOGISTICS, WORKING ON HUMANITARIAN AID MISSIONS WHILE ALSO SAVING THE TAXPAYER DOLLARS” — Michael Kanaan, Director of Operations, U.S. Air Force and MIT Artificial Intelligence Accelerator
06
The MIT and Air Force collaboration is of a lineage with some of the most illustrious projects in the history of the United States. “There’s a triangular
deployment on humanitarian aid mis-
relationship between industry, aca-
sions, and using big data to illuminate
demia, and government in the United
weather circumstances in areas with-
States, that’s very special and very
out a ground station. The projects
storied throughout our past.” Kanaan
are linked by a shared focus, as
emphasizes that it stems from a com-
Kanaan explains. “The most important
mon language between government,
thing is to ensure that we all have a
industry, and academia which must be
common and shared dialogue and
nurtured. “We have to reinvigorate the
understanding of what AI is, what it
relationship that, for instance, brought
isn’t, how it works, and how to walk
the internet into our homes. Artificial
along that journey.”
intelligence is something that’s going to be viewed as equivalent to electricity in our lives, because of the way it affects us every single day. What could be more important than something like electricity being shared by the
Michael Kanaan | USAF-MIT AI Accelerator CLICK TO WATCH
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1:14
07 greatest minds, by those who build the
the largest. “This is a team sport. It’s a
best technologies and by the govern-
whole-of-nation effort, with small busi-
ment as representative of its people?”
ness innovation and research crucial to
The work has been enabled by the
the success of the United States Air and
participation of a number of key part-
Space Force. Meanwhile, our traditional
ners, whose professional experts and
partners understand us better than
contractors have worked alongside
anyone else. They know how to integrate
MIT and the USAF. “A lot of work that is
technologies with the legacy architec-
necessary to bring modern technolo-
tures that we must rely upon. We can’t
gies like cloud to bear, without which
buy a new thing every single day, and
you would not have artificial intelligence.
many of those things we can’t put in the
We want to make sure that it’s as easy
cockpit of a jet, of course. And then lastly,
as possible for our workforce to grasp.”
nontraditional partners help to reinvigor-
Kanaan emphasizes that partners run
ate the conversations that we need
the gamut of sizes, from the smallest to
to have on AI today.” a i a .m it . ed u
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Building trusted, secure, and safe AI systems Ron Keesing,VP of AI and Machine Learning, discusses how Leidos is exploring the applications and addressing the challenges of modern automation tech Leidos’ mission is to make the world safer, healthier, and more secure. We take on some of the world’s most interesting, challenging, and data-centric problems,” says Ron Keesing, VP of AI and Machine Learning at Leidos. Among the company’s core technical competencies is the development of artificial intelligence (AI) and machine learning, which it hopes to incorporate into all of its solutions. Leidos often begins by adapting technology developed in the commercial and academic world to the missions and domains of our customers. On the DARPA ACE (Air Combat Evolution) program. Keesing says, “We’re taking a technology that came from the commercial world and using it to transform aerial combat. AI allows us to invert traditional battle paradigms, from one where many people control a single aircraft into one where a single person can control a team of manned and unmanned assets to complete complex mission objectives.”
Reliable, resilient, and secure AI solutions
“We combine humans and machines to be able to perform these missions better and faster. Leidos’ role as an integrator of AI technology comes from many different sources, and we bring them all together into solutions that the U.S. Government can use. Currently, we’re using AI to transform the processing of veterans’ health benefits to make sure they’re receiving improved healthcare through natural language processing (NLP). This will enable faster claims and benefits processing with much higher accuracy and speed than was possible before.” Keesing emphasizes the importance of keeping up with the latest AI-based research and promoting understanding among clients regarding the best way to use it. “Many across the community are also starting to appreciate what it means for AI systems to be ethical; we wouldn’t want systems making crucial mistakes that could put human safety at risk or behave in a manner we perceive as unfair.” As such, Leidos believes in building trust between humans and AI to foster comprehension and encourage its more comprehensive application. Keesing closes by encouraging everyone, from students to senior decision-makers, to invest their attention in AI’s development. “This is such an exciting time for people thinking about launching careers in AI and machine learning, making sure how people understand AI will affect their systems and programs. Whether we want it or not, this technology is going to transform every aspect of our world, and Leidos’ is staying ahead to make sure the systems we’re building are safe, secure, and can be trusted.
USAF-MIT AI ACCELERATOR
10 The fruits of the labor being put into these projects are not only for the Air Force’s benefit, with wider society also
to detecting people in flooded areas, and delivering telemedical health.” In that spirit, public challenges have
standing to gain. Kanaan cites humani-
been established for the two-way
tarian disasters, such as the wildfires
sharing of information. “The public
and hurricanes which have had a
challenges will ultimately help develop
devastating impact on the US this year,
the associated projects for use in pub-
as examples of situations that could
lic society. And I think what I’m excited
benefit from its work. “Humanitarian
about is our release of some of these
aid is a huge mission of the United
public challenges like magnetic navi-
States Air Force, as it is of the Army,
gation using earth’s magnetic sphere,
the Navy, Coast Guard, and so on. AI
for which you can find the public
has a role to play, and that can stretch
GitHub repository today.”
across swarming drones to using computer vision, to predicting fire lines,
The initiatives are standing the Air and Space Forces in good stead
for the future by embracing digital
taxpayer dollars and making sure that
transformation. “Once upon a time in
we are good stewards of that money.”
the industrial age, you had to make
Kanaan views the collaboration
trade-offs between speed, accuracy,
that has enabled the accelerator as
and cost,” says Kanaan. “In the digital
key to its success. “I can’t emphasize
age, thanks to machine learning, arti-
enough how grateful we are to MIT,
ficial intelligence or any of the number
to academia, to industry for being a
of other automation techniques that
part of this conversation and to our
are part of digital transformation, you
airmen and workforce for wanting
can now do all three at once. For the
to have the dialogue. What makes us
Department of the Air Force, it’s about
special is that, while we are certain
being more accurate, delivering bet-
to make mistakes along the way, we
ter logistics, working on humanitarian
hold a dialogue afterwards. It’s all
aid missions while also saving the
about diving in.”
11
E X E C U T I V E P R O FILE :
Michael Kanaan Title: Director of Operations
Industry: Academia and Defense
Location: United States Captain Michael Kanaan is the Director of Operations to the USAFMIT Artificial Intelligence Accelerator and the former co-chair of artificial intelligence for the U.S. Air Force. He was named to the Forbes “30 Under 30” list and received the US Government’s 68th Arthur S. Flemming Award (an honor shared by past recipients Neil Armstrong, Robert Gates, and Elizabeth Dole). Kanaan is a graduate of the US Air Force Academy and previously led a National Intelligence Campaign for Operation Inherent Resolve in Syria and Iraq. a i a .m it . ed u
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USAF-MIT AI ACCELERATOR
David Jacobs | USAF-MIT AI Accelerator CLICK TO WATCH
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0:37
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MAJ. DAVID JACOBS, US AIR FORCE: MAGNETIC NAVIGATION Having graduated from Stetson University College of Law as a patent attorney, Maj. David Jacobs, U.S. Air Force, got to ply his trade while stationed at an Air Force research lab. “I became the only active duty patent attorney, and I’ve enjoyed the opportunity to get where I am today as both the chief legal counsel to work on intellectual property, data rights, contracts, industry, and, of course, ethics, and then also a program manager for the robust neural differential models for navigation and beyond.”
Considering his role, Jacobs
with the Department of Army to
emphasises the focus on ethics that
develop a simple two-page guide to
pervades the Air Force’s work with
help Air Force and MIT researchers
AI. We embed in all of our projects a
understand when something is human
consideration of artificial intelligence
subject research under AI, and when
ethics and how it’s done. The Air Force
it is not, so that we’re following ethical
wants to be a leader in AI, and to do
guidelines at all times.”
that you have to focus on ethics.” He
In line with this ethical considera-
gives the example of the possibility
tion are the public challenges. “The
of human research subjects being
Air Force can actually be a partner
implicated from AI research based
in advancing the state of the art for
upon data. “One of the things we did
everyone, and be leaders in this field.
is work with the Air Force 711th Human
While it’s not new for academia to put
Performance Wing and coordinated
forward challenges for other academics, it is new for the Air Force to get involved.” That new approach has required a number of advancements to make possible. “Some of the things
“ THE AIR FORCE WANTS TO BE A LEADER IN AI, AND TO DO THAT YOU HAVE TO FOCUS ON ETHICS” — Maj. David Jacobs, US Air Force a i a .m it . ed u
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USAF-MIT AI ACCELERATOR
16
that we’ve had to address include the
alternative GPS could look like and
Air Force sharing data at such a public
magnetic navigation is one of the
level. On the legal side, we’ve devel-
possibilities,” says Jacobs. “Magnetic
oped a data sharing agreement which
navigation takes the earth magnetic
enables the Air Force to share data
resonance and a magnetometer reader
publicly with academia and industry.”
to pinpoint where you are in relation
That collaboration is key to the
to the earth. Because this technique
Magnetic Navigation project, which
doesn’t rely on any external sources,
Jacobs works on, and is aimed at
it becomes particularly useful in
developing an alternative to GPS
areas where other signal sources are
systems which are vulnerable to dis-
uncommon, such as over water.”
ruption, especially in a conflict setting,
The role of AI in the project is
which would create huge problems
threefold, as Jacobs explains. “One,
in both a military and civilian setting,
we’re using AI to reduce excess noise
considering the extent to which the
on the system. Have the AI cancel
technology is embedded in our lives.
out what is coming from the plane
“The government is looking into what
and recognize what is interference
and what are actual readings. Two,
Joint Artificial intelligence Center and
determine your position in real time
the Department of Defense. “We’ve
with faster speeds. As we go to other
had some talks with DARPA, with
vehicles like an F-16, we’re breaking
NASA and of course, academic insti-
the sound barrier and so we need to
tutions and industry. We’re happy
determine location at much faster
to work with small business, large
speeds. And then finally we’re com-
business and other academic institu-
bining that magnetic parameter with
tions, because the more people that
other systems in the aircraft to cre-
tackle this problem, the better. We’re
ate a complete picture.”
approaching it as a chance to provide
The project has attracted a number of interested partners, such as the
something that is good for the community at large.” 17
E X E C U T I V E P R O FILE :
David Jacobs Title: Chief Legal Counsel
Industry: Academia and Defense
Location: United States Maj. Jacobs is the legal advisor to the USAF-MIT Artificial Intelligence Accelerator. In addition to providing advice on contracts, intellectual property, fiscal, ethics, and cutting-edge AI legal developments to the Accelerator program; he also works as the Air Force lead on Robust Neural Differential Models for Navigation and Beyond. Jacobs earned a B.S. in Biology from Arizona State University and earned his law degree from Stetson University College of Law. He served as a patent attorney before commissioning in the Air Force.
a i a .m it . ed u
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Tableau and the USAF: data as a strategic asset Tableau’s Michael Parker on the benefits its data analysis and visualisation platform brings to the United States Air Force
Data analysis and visualisation company Tableau offers its customers the capacity to make better use of the data they have. Michael Parker is VP, Business Development at the company. “ Tableau’s mission is simple,” he says. “We help people see and understand their data. We provide that through a single pane of glass view of their data in a secure environment, ensuring the right people have the right access to the right data at the right time.” It’s that capability that is behind Tableau’s partnership with the United States Air Force, as Parker explains. “They’re looking at data as a strategic asset and as a common service component of digital transformation. We use the tools specifically around a couple of use cases that draw a great return on investment. One was civilian hiring. We needed to understand where the choke points are, where’s the lag and the slack in the process. By pulling the data in from end-to-end in that whole civilian hiring process, we could look at it through an operational lens to really understand where we were experiencing challenges. Strategic decisions made along the
way ultimately compressed the timeline by two thirds.” With chief data offices now established in each of the services, Parker believes the full value of data is now being appreciated. In standing that up, it’s been recognised that data is a strategic asset and a powerful tool for both the business and warfighting domains.” The partnership has also proved its worth in the response to the COVID-19 pandemic. “Having tools for personnel use, personnel accountability, tracking of individuals and even return to work processes was really important, and so the partnership was critical at that point.” Parker emphasises that the partnership is built to last. “At Tableau, we plan to continue to build our partnership and understand the strategic and operational needs of the Defense Department and how the platform can help solve issues and provide capabilities in strengthening our partnership over time.”
tableau.com
USAF-MIT AI ACCELERATOR
TSGT. ARMANDO CABRERA, US AIR FORCE: SYNTHETIC APERTURE RADAR
Geospatial Intelligence. “I worked
“I’m first generation everything,” says
school and graduated as a distin-
TSgt. Armando Cabrera, US Air Force.
guished graduate.”
really hard in the Air Force technical
“First generation American, first in
20
Having demonstrated his potential,
my family to graduate high school,
Cabrera was eventually selected for
college and first to join the military.”
a program usually reserved for offic-
Having graduated with a Bachelor’s
ers to be sent to Amazon to learn best
in Mechanical Engineering, and
practices for machine learning. “I was
after some time struggling to find a
there for a year, playing two kinds of
job, Cabrera joined the Air Force for
roles. First, I was a student taking all
E X E C U T I V E P R O FILE :
Armando Cabrera Title: AI Flight Chief
Industry: Academia and Defense
Location: United States Tech. Sgt. Armando Cabrera is the flight chief for the USAF-MIT Artificial Intelligence Accelerator’s Multimodal Vision for Synthetic Aperature Radar (MV4SAR) project. Carbrera earned his B.S. in Mechanical Engineering from the University of Southern California and worked as a geospatial intelligence analyst for the Air Force before being accepted as one of the first enlisted members into the Education with Industry program. Cabrera was assigned to Amazon for a year, and was the first DoD employee to complete Amazon’s Machine Learning Education University. Currently, he is a lead researcher for SAR to EO image translation, and is a content developer in AI education for MIT Lincoln Lab.
Armando Cabrera | USAF-MIT AI Accelerator CLICK TO WATCH
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their courses, starting from the fun-
the Multimodal Vision for Synthetic
damentals of mathematics, machine
Aperture Radar project. “What I bring
learning, all the way to neural networks.
is the operational experience of how
And then also I was building training
to use these types of sensors, so I can
guides for how to use their equipment
field questions.” The goal of the project
and software.”
is to turn the images taken by special-
That background has led him to MIT, where he is now responsible for
ized sensors into more human readable and interpretable photos. “That way
a i a .m it . ed u
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“ THE TWO YEARS THAT I WAS ABLE TO SPEND WITH A NON-STOP FOCUS ON MACHINE LEARNING AND AI HAVE MEANT I’VE BEEN ABLE TO BRING BACK A LOT OF BENEFITS” — TSgt. Armando Cabrera, US Air Force
you don’t need experience as an image
or clouds and easily get additional infor-
analyst, to understand what the images
mation that we normally wouldn’t have.”
show. SAR sensors can penetrate
The project uses learning algorithms
things like weather or smoke, but the
trained on paired SAR and more eas-
drawback is it’s hard to interpret the
ily understood electro-optical (EO)
image itself. I’m hoping that with this
images. “It’s able to learn what a SAR
capability that we’re creating, it can be
image will look like compared with an
used during events that usually don’t
EO image, and over time it will pick up
deploy it for. We can automatically use
the characteristics of the SAR image
the sensor to penetrate through smoke
that are equivalent to EO image. That
23
way, it can create new images with the
now accessible to far more people.
synthetic EO image attached.” Cabrera
“When I first heard I was going to learn
points to the usefulness of such tech-
machine learning, I didn’t know what
nology in response to disasters such as
it was. But AI is so democratized now
the California wildfires, making previ-
that I could learn a lot of information
ously obscured areas visible to build up
just from searching the internet. The
a better picture of what is happening on
two years that I was able to spend with
the ground.
a non-stop focus on machine learning
Cabrera hails the open nature of machine learning as meaning that it’s
and AI have meant I’ve been able to bring back a lot of benefits.” a i a .m it . ed u
USAF-MIT AI ACCELERATOR
CAPT. RONISHA CARTER, U.S. AIR FORCE: C-17 SCHEDULING Having enlisted in the Air Force directly out of high school, Capt. Ronisha Carter started off in the field of server maintenance and boundary protection, before becoming an officer and receiving a Master’s in Computer Engineering. “I
24
was selected for an Education with
of scheduling less time consuming
Industry fellowship at VMware, where
while increasing efficiency and mini-
I was able to work within an Artificial
mizing errors. “Creating an Air Force
Intelligence Machine Learning develop-
flight schedule today, the scheduler
ment team,” she says. “It was at this time
has to account for a multitude of
when I developed a foundation in artifi-
variables we identify as constraints.
cial intelligence and machine learning.”
This includes qualifications or the
Her current role is as a Cyberspace
training a pilot requires for that seat
Warfare Operations officer. “My career
and crew rest – the time they must
field covers the entire communications
take off in between each flight. Also
spectrum,” says Carter. “Everything
the amount of flights that need to
from network defense to base com-
be scheduled, and the time intervals
munications structures, to tactical
between those flights. This process
communications. This background along
is currently being accomplished through
with my AI foundation led me to be one
various manual channels. Separate
of 11 selected to collaborate with MIT
data systems, phone calls, and even
on the integration of artificial intelligence
whiteboards, which causes schedul-
technology into Air Force platforms.”
ing to be immensely complex and
Under Carter’s remit falls the C-17 scheduling project, with the intention
time consuming.” The remedy to that involves using AI
of bettering the lives of pilots and
to take up the burden. “What we hope
airmen using AI to make the process
to achieve is to create a data driven
model that can produce the best or
work that we’re doing today could
most optimized schedule for multiple
allow for advancements in sched-
objectives and constraints,” says
uling for hospital staffing, shift
Carter. “We provide decision-makers
workers, cargo and mail distribution,
with a mathematically aided assess-
logistics operations, and even com-
ment that predicts schedules weeks
mercial airline crew scheduling or
in advance and it gives them back time
flight maintenance.”
in their day.” Wider implications for the project
Carter emphasizes the extent to which ethical considerations guide
involve the gaining of efficiencies
everything which is done with AI.
across the board, from supply chains
“Within all of our projects we are con-
to maintenance. “For instance, the
sidering the implications of ethics. 25
E X E C U T I V E P R O FILE :
Ronisha Carter Title: Artificial Intelligence R&D
Industry: Academia and Defense
Location: United States Capt. Carter is the USAF-MIT Artificial Intelligence Accelerator’s lead for AI-Assisted Optimization of Training Schedules project. Carter has a B.S. in Computer Science from Hawaii Pacific University and an M.S. in Computer Engineering from Florida International University. Carter worked as a Cyber Operations Officer before being selected to the Education with Industry program where she was assigned to VMWare to use ML/AI to create content driven intelligence platforms. Her technical papers on ML/AI during this time helped land her a follow-on assignment to MIT to serve as part of the initial core of embedded Airmen for the AI Accelerator. a i a .m it . ed u
USAF-MIT AI ACCELERATOR
26
“ THE WORK THAT WE’RE DOING TODAY COULD HELP HOSPITAL STAFFING, SHIFT WORKERS, CARGO AND MAIL DISTRIBUTION, LOGISTICS, OPERATIONS AND EVEN COMMERCIAL AIRLINE CREW SCHEDULING AND FLIGHT MAINTENANCE” — Capt. Ronisha Carter, US Air Force
Ronisha Carter | USAF-MIT AI Accelerator CLICK TO WATCH
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27 In February, the DoD adopted ethics
Software development teams that
principles for AI based on recom-
vector internal Air Force talent to
mendations from the Defense Board
solve and engineer solutions for the
of Innovation. This mandates that all
really tough Air Force problems. Our
DoD AI capabilities must be responsi-
team of MIT principal investigators,
ble, equitable, traceable, reliable, and
grad students, software develop-
governable and meet the same legal,
ers, human-computer interaction
ethical, and policy standards across
designers, and Air Force software
the department.
development teams ensures we cre-
Partnerships have again made the
ate better solutions for our Airmen.�
project possible. “Our partnership with MIT and Lincoln Lab is essential to developing these technologies, and we also work hand-in-hand with Tron and Airmen Coders, Air Force a i a .m it . ed u
USAF-MIT AI ACCELERATOR 300 TECHNOLOGY SQ CAMBRIDGE MA 02139 USA
aia.mit.edu
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