Rotor Review Summer 2020 #149

Summer 2020 Number 149

Should I Stay or Should I Go? The Retention Issue Also in this issue: Depression Generation Stood up When the World Was on Fire COVID 19 or How I Became a Naval Aircrewman Navy Welcomes First CMV-22B Osprey to Naval Air Station North Island The Argument Against Manned-Unmanned Teaming Helicopter Aircrewmen and Chronic Back Pain

In this Issue: Symposium 2019: Rotary Force Innovation and Integration New MAD Technology CRM US Coast Guard in Vietnam

Congratulations to the New VCNO: Admiral William K. Lescher, USN Ashore, his assignments included leading the SH-60B Seahawk developmental test team as an engineering test pilot at the Naval Air Warfare Center, where he launched the first guided missiles from a Navy helicopter. His staff assignments include resource, acquisition and strategy assignments on the staffs of the Chief of Naval Operations, Secretary of the Navy, Secretary of Defense and the Joint Staff. Additionally, he served as the Joint Staff Deputy Director for Resources and Acquisition, Deputy Assistant Secretary of the Navy for Budget, and Deputy Chief of Naval Operations for Integration of Capabilities and Resources.

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dmiral William K. Lescher is a native of Highland Park, Illinois. He holds Systems and Aeronautical Engineering Degrees from the Naval Academy and Naval Postgraduate School, respectively, and a Master of Business Administration degree from the Harvard Business School.

Lescher commanded the Vipers of Helicopter AntiSubmarine Squadron Light (HSL) 48, the Airwolves of HSL-40 and the Atlantic Fleet Helicopter Maritime Strike Wing. Between command of the Vipers and Airwolves, he was the Executive Officer of Mine Countermeasures Command and Control Ship USS Inchon (MCS 12).

As a Flag Officer, he commanded Expeditionary Strike Group 5 and Task Forces 51/59 in Bahrain, leading multiple Amphibious Ready Groups, Marine Expeditionary Units and the afloat forward staging base USS Ponce (AFSB(I)-15) in execution of contingency response and counterterrorism missions spanning the Middle East/Central Command region.

Lescher’s initial operational tours were with the Lamplighters and Swamp Foxes of HSL-36 and 44, deploying primarily to the Middle East region aboard USS O’Bannon (DD 987), USS Clark (FFG 11), USS Capodanno (FF 1068) and USS Elrod (FFG 55).

Col. Scott D. Campbell,USMC, Commanding Officer, 15th Marine Expeditionary Unit, greets RADM William K. Lescher, USN, Commander, Expeditionary Strike Group 5, aboard USS Peleliu, Nov. 24, 2014.

U.S. Marine Corps photo by Cpl. John Robbart, USMC

Lescher graduated with distinction from fixed wing, rotary wing and Naval Test Pilot School training. He has been recognized as the Association of Naval Aviation’s HSL Pilot of the Year, the Naval Helicopter Association’s Regional Pilot of the Year and the Naval Air Warfare Center’s Rotary Wing Test Pilot of the Year. The units in which he has served have earned the Joint Meritorious Unit Award, Navy Unit Commendation, Navy Meritorious Unit Commendation, Navy “E” Ribbons and Theodore Ellyson Award.

RADM William Lescher, the deputy assistant secretary of the Navy for budget, briefs reporters March 4, 2014, at the Pentagon in Arlington, Va. DoD photo by Glenn Fawcett.

FOCUS: Staying or Going - The Retention Issue

My Retention Calculus for Staying or Going CAPT Matt Schnappauf, USN ..................................25

Personnel Exchange Program (PEP) Perspective LT Trevor Dunn, USN / 725 Squadron, RAN...............50

Aviation Distribution Division (PERS-43) Update LT Natalya “Winnie” Cooper, USN ........................26

Current Commissioning Programs Naval Service Training Command ..................................56

Navy Announces New Mid-Career Officer Graduate Naval War College - Time Well Spent CDR Sam “Dealer” Wheeler, USN ................................57 Education Opportunity MC1 Mark D. Faram, OPNAV N7 PAO .................27 Naval Postgraduate School: The Opportunity Cost of Choosing to Step Forge Your Own Path CAPT Tim “Lucky” Kinsella, USN ...........................28 out of the Cockpit LT Ryan Frebowitz, USN ..................................................58

Summer 2020 ISSUE 149 About the Cover

HSC-3 fire fighting efforts on USS BonHomme Richard (LHD 6) Rotor Review (ISSN: 1085-9683) is published quarterly by the Naval Helicopter Association, Inc. (NHA), a California nonprofit 501(c)(6) corporation. NHA is located in Building 654, Rogers Road, NASNI, San Diego, CA 92135. Views expressed in Rotor Review are those of the authors and do not necessarily represent the policies of NHA or United States Navy, Marine Corps, or Coast Guard. Rotor Review is printed in the USA. Periodical rate postage is paid at San Diego, CA. Subscription to Rotor Review is included in the NHA or corporate membership fee. A current corporation annual report, prepared in accordance with Section 8321 of the California Corporation Code, is available on the NHA website at www.navalhelicopterassn.org.

POSTMASTER: Send address changes to Naval Helicopter Association, P.O. Box 180578, Coronado, CA 92178-0578.

Rotor Review supports the goals of the association, provides a forum for discussion and exchange of information on topics of interest to the rotary wing community and keeps membership informed of NHA activities. As necessary, the President of NHA will provide guidance to the Rotor Review Editorial Board to ensure Rotor Review content continues to support this statement of policy as the Naval Helicopter Association adjusts to the expanding and evolving Rotary Wing and Tilt Rotor Communities.

From Cherubs to Orbits and Back Again: A Rotary Wing Naval Aviator’s Journey, One Small Step at a Time CAPT J.T. Elder, USN (Ret.)........................................29 Why I Stayed Navy CAPT Shawn Bailey, USN ..........................................32 Should I Stay or Should I Go? AWR1(NAC/AW/SW) Broc Fournier, USN .........33

Retention: My View toward Full Time Support (FTS) CDR Lena Kaman, USN ...................................................60 Naval Reserve Helicopter Sea Combat Logistics LCDR John “Senator” Edwards, USN ...........................61

An Intro to Retention AW1(NAC/AW) Patrick Miller, USN.......................34

The Retention Tool Already in our Belt AWR1 Calder L. Epes, Unit LPO, CHSMWP SAU ..................................................................63

Testing for the Future LT James Stranges, USN .............................................35

An FRS Instructor Perspective from HSC-2 LT Eli "Ham" Sinai, USN ...................................................64

Confessions of a Very Lucky Romeo Guy CAPT Andy “BIG TUNA” Berner, USN ..................36

Life as an FRS XO CDR Evan “Pooper” Young, USN ...................................65

My Pump as a Flag Aide LCDR Kevin “MOTO” Bell, USN .............................38

The Clash Said It Best LTJG James “JGive” Givens, USN ...................................66

Trading a Cockpit for a Cubicle – Lessons Learned from My Fellowship in Tech CDR Ryan "Gassy" Hayes, USN................................39

Civilian VERTREP Program LCDR Kevin Black, USN (Ret.) ......................................68

My Shore Tour as a SAR Dog LT John “Simple Jack” Sturgill, USN .........................41

Fly Coast Guard LT Jeff Mistrick, USCG.......................................................70

Should I Stay, or Should I Go? A Strange Turn of Events: My Disassociated Sea Tour The Commercial EMS Option LCDR Joshua “Bilbo” DuFore, USN.........................42 CAPT Jim Hunter, USN (Ret.).........................................72 Life as a Theodore Roosevelt Shooter LT Ruben "Shank" Tapia, USN....................................43 From Nuke Machinist Mate to Dusty Dog Operations Officer LCDR Brandon “Brawndo” Oswald, USN..............44 A Disassociated Sea Tour Thumbs Up

By LT Ian Thamm, USN ...............................................46 Out from the Cockpit and into the World A FAO Perspective CDR (Sel) Dan Stoica, USN.......................................48

©2020 Naval Helicopter Association, Inc., all rights reserved

Rotor Review #149 Summer '20

Paying for School: Programs for Enlisted Sailors ..........................................59

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A Road to Happiness CAPT Ronnie Fleming, USN (Ret.) AirEvac Lifeteams ..............................................................74 Perspectives on a Post-Naval Career How I Learned to Love Coffee and Networking CAPT Steve Jordon, USN (Ret).......................................76 My Navy Transition and Experience Working in Aerospace & Defense Industry CAPT Jon F. Berg-Johnsen, USN (Ret.) .........................78

FEATURES Navy Welcomes First CMV-22B Osprey to Naval Air Station North Island ................80 Ms. Jeannie Groeneveld The Argument Against Manned-Unmanned Teaming .........................................................84 LT Daniel Whitsett, USN Find My iPhone ......................................................................................................................................87 AWS2 Joseph Snyder, USN, Instructor Aircrewman, HSC-2 Helicopter Aircrewmen and Chronic Back Pain .................................................................88 Chief Petty Officer Shamus McManaman, USN

DEPARTMENTS

Chairman’s Brief ..........................................................................................................................6 In Review .......................................................................................................................................8 Letters to the Editors .................................................................................................................9 Executive Director's View.........................................................................................................10 National President's Message...................................................................................................11 JO President's Message..............................................................................................................11 On Leadership ............................................................................................................................12 Leadership Is More than Accountability and Ownership RDML John E. Gumbleton, USN View from the Labs ...................................................................................................................14 Should I Stay or Should I Go? Well, It Depends Getting Started Telling Your Stories .......................................................................................................15 CAPT George Galdorisi, USN (Ret.) VP for Membership Report .....................................................................................................17 Historical Society........................................................................................................................18 Scholarship Fund Update .........................................................................................................19 Breaking News - BHR...............................................................................................................22 Meeting the Mission with HSC - Versatility is Our Strength HSC-3 Merlin Wardroom Industry and Technology ..........................................................................................................79 Aussie Company Ryan Aerospace Wins International Small Business of the Year Award Ryan Aerospace Awfully Slow Warfare................................................................................................................90 Radio Check ...............................................................................................................................93 True Story ...................................................................................................................................94 Depression Generation Stood up When the World Was on Fire We Can Learn From Them - CAPT Tim Kinsella, USN WAGTD v ROE, or Knowing Who Your Friends Are - LCDR Tom Phillips, USN (Ret.) COVID 19 or How I Became a Naval Aircrewman - AFCM (AW/NAC) Bill "Red Dogg" Moss, USN (Ret.)

Editorial Staff Editor-in-Chief LT Shelby Gillis, USN shelby.gillis@navy.mil Managing Editor Allyson Darroch rotorreview@navalhelicopterassn.org Copy Editors CDR John Ball, USN (Ret.) helopapa71@gmail.com LT Adam Schmidt, USN adam.c.schmidt@navy.mil LT Michael Short, USN michaelshort91@gmail.com LT Sarah Rupp, USN sarahbrupp@gmail.com Aircrew Editors AWS1(NAC/AW) Patrick M. Miller millerexpeditionco@gmail.com AWR1(NAC/AW) Aaron T. Messner, USN aaron.messner@navy.mil AWR1(NAC/AW/SW) Broc Fournier, USN broc.fournier@navy.mil AWR1 Calder L. Epes, USN calder.epes@navy.mil HSC Editors LT Edward McCarthy, USN (HSC West) edward.j.mccarthy1@navy.mil LT Drew Wilson USN (HSC East) andrew.b.wilson2@navy.mil HSM Editors LT Chris Campbell, USN christopher.m.campbe@navy.mil LT Anthony "Toby" Kline, USN anthony.j.kline@navy.mil

USMC Editor Capt. Jeff Snell, USMC jeffrey.p.snell@usmc.mil USCG Editors LT Marco Tinari, USCG marco.m.tinari@uscg.mil LT Doug Eberly, USCG douglas.a.eberly@uscg.mil NHA Photographer Raymond Rivard

Off Duty .....................................................................................................................................101 "Wings" - Movie Review The U. S. Invasion of Grenada by Philip Kukielski

Technical Advisor LCDR Chip Lancaster, USN (Ret.) chipplug@hotmail.com

Change of Command .............................................................................................................104

Historian CDR Joe Skrzypek, USN (Ret.) skrzypek@yahoo.com

Engaging Rotors .......................................................................................................................108 Signal Charlie ............................................................................................................................116

Navy Helicopter Association Founders

CDR W. Straight, USN (Ret.) CAPT A.E. Monahan, USN (Ret.) CDR P.W. Nicholas, USN (Ret.) CAPT Mark R. Starr, USN (Ret.) CDR D.J. Hayes, USN (Ret.) CAPT A.F. Emig, USN (Ret.) CAPT C.B. Smiley, USN (Ret.) Mr. H. Nachlin CAPT J.M. Purtell, USN (Ret.) CDR H.F. McLinden, USN (Ret.) CDR H.V. Pepper, USN (Ret.) 3

Editors Emeriti Wayne Jensen - John Ball - John Driver Sean Laughlin - Andy Quiett - Mike Curtis Susan Fink - Bill Chase - Tracey Keefe Maureen Palmerino - Bryan Buljat - Gabe Soltero Todd Vorenkamp - Steve Bury - Clay Shane Kristin Ohleger - Scott Lippincott - Allison Fletcher Ash Preston - Emily Lapp - Mallory Decker Caleb Levee - Shane Brenner

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Rotor Review #149 Summer '20

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Naval Helicopter Association, Inc. P.O. Box 180578, Coronado, CA 92178-0578 (619) 435-7139 www.navalhelicopterassn.org National Officers

Regional Officers

President.................................CAPT William Eastham, USN Vice President .........................CDR Kenneth Colman, USN Executive Director...............CAPT Jim Gillcrist, USN (Ret.) Business Development..............................Ms. Linda Vydra Managing Editor, Rotor Review .......Ms. Allyson Darroch Retired Affairs ..................CDR Mike Brattland, USN (Ret.) Legal Advisor ..............CDR George Hurley, Jr., USN (Ret.) VP Corp. Membership .......CAPT Brad Garber, USN (Ret.) VP Awards ..........................................CDR Mike Silver, USN VP Membership ...........................CDR Michael Short, USN VP Symposium 2021 ...........CAPT William Eastham, USN Secretary.................................................LT Cort Jones, USN Treasurer ..........................................LT Kevin Holland, USN NHA Stuff...............................................LT Sinjin Pocali USN Senior HSM Advisor.............AWRCM Nathan Hickey, USN Senior HSC Advisor ......AWSCM Darren Hauptman, USN

Region 1 - San Diego Directors ............................ ........... CAPT Jeff Melody, USN CAPT Sean Rocheleau, USN CAPT Dewon Chaney, USN CAPT Quinton Packard, USN President ...…........................ .CDR Brandon Hunter, USN Region 2 - Washington D.C. Director ...............................CAPT Matt Schnappauf, USN Presidents ..............................CDR Justin McCaffree, USN CDR Pat Jeck, USN (Ret.) Region 3 - Jacksonville Director ................................CAPT Richard Whitfield, USN President ....................................CDR Ross Drenning, USN Region 4 - Norfolk Director .......................................CAPT Shawn Bailey, USN President ..............................CAPT Edward Johnson, USN

Directors at Large

Chairman.........................RADM Patrick McGrath, USN (Ret.) CAPT Gene Ager, USN (Ret.) CAPT Chuck Deitchman, USN (Ret.) CAPT Dennis DuBard, USN (Ret.) CAPT Tony Dzielski, USN (Ret.) CAPT Greg Hoffman, USN (Ret.) CAPT Bill Personius, USN (Ret.) CAPT Mario Mifsud, USN (Ret.) CAPT Arne Nelson, USN (Ret.) LT Casey Keilty, USN

AWRCM Nathan Hickey, USN

Region 5 - Pensacola Director ...........................................CAPT Doug Rosa, USN President ........................................CDR Lena Kaman, USN 2020 Fleet Fly-In Coordinator....LT Ryan McGuckin, USN Region 6 - OCONUS Director .........................................CAPT Derek Brady, USN President .........................................CDR Jason Russo, USN

NHA Historical Society

Junior Officers Council

President............................CAPT Bill Personius, USN (Ret.) National Pres. / Region 1 ..LT Casey “Screech” Keilty, USN Secretary .............................CDR Joe Skrzypek, USN (Ret.) Region 2 ...................LT Matthew “Cheeese” Wellens, USN Treasurer..........................CDR Chris Fitzgerald, USN (Ret.) Region 3 ................................LT Colin “Cheeto” Bakey, USN S.D. Air & Space Museum...CAPT Jim Gillcrist, USN (Ret.) Region 4 ...........................................LT Eli “HAM” Sinai, USN USS Midway Museum.....CDR Chris Fitzgerald, USN (Ret.) Region 5 .......................LT Ryan “Rooster” McGuckin, USN Webmaster........................CDR Mike Brattland, USN (Ret.) LT Maria “Thumbalina” Regis, USN Region .................................... LT Roger “Loco” Castle, USN

NHAHS Board of Directors

CAPT Dennis DuBard, USN (Ret.) CAPT Mike Reber, USN (Ret.) CDR John Ball, USN (Ret.) CAPT Arne Nelson, USN (Ret.) CDR Mike Brattland, USN (Ret.) CDR Chris Fitzgerald, USN (Ret.)

NHA Scholarship Fund

President .............................CAPT Arne Nelson, USN (Ret.) Executive V.P/ VP Ops ...........CAPT Jim Toone, USN (Ret.) VP Plans/Marketing (ex fundraising)..................................CAPT Joe Kline, USN VP Scholarships .......................CAPT Bill Keller, USN (Ret.) VP Finance/Investment .............CDR Greg Knutson, USN Treasurer ................................................Mr. Jim Rosenberg Webmaster........................CDR Mike Brattland, USN (Ret.) Corresponding Secretary.........LT Caleb Derrington, USN CFC/Special Projects ..............................LT Joe Brown, USN 5

www.navalhelicopterassn.org

Chairman’s Brief Always Seek Paths that Open Doors

By RADM Pat McGrath, USN (Ret.)

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s we continue in this strange and new COVID environment, I have been struck by the resiliency of our Navy and particularly the young Officers and Sailors. They are deployed around the world, struggling with an increased operational tempo in a post-COVID world and continue getting the job done. I read with great sadness about the fires on the Bonhomme Richard and great pride in the tales of the firefighting that our Sailors did against overwhelming odds. I was on a ship that suffered a devastating collision and to my dying day I will never forget the sight of Sailors lining up to voluntarily go into torpedo and Sea Sparrow magazines that were fully ablaze.

We lost two giants in Navy Helicopter Aviation since our last issue. I was a LAMPS Pilot, both H-2’s and H-60’s. If we had a Mount Rushmore for the LAMPS program, Captain Ken Marion and Joe Peluso would certainly be on the mountain.

There will be more written about these giants later. For me, they were both absolute experts in their fields and had tremendous impact in helicopter aviation. I met both as a young J.O. and they treated me as a valuable member of the program, rather than a new guy. They both told great stories, they loved their families, and both had a lot of class. They were bright stars and reference points in the sky for a young Officer trying to find his way. You could not wander or lose your way if you used them to navigate.

The focus of this issue is, “Should I Stay or Should I Go”? The purpose of this theme is not to get people thinking about leaving. We all have had to, or will have to, make that decision at many points along our career. NHA thinks it is a good idea to hear from other people who have wrestled with the issue.

Personally, my wife and I decided that it would be best for our children if I was not on Active Duty. I had ten years in and was coming off another deployment when we made the call to resign. I had also completed law school at night while on Active Duty and felt that I would find a career as a prosecutor to be interesting. I remember speaking with one of my COs who told me that I could not be a lawyer and a pilot, I would have to choose.

It turns out that he was wrong. I became a prosecutor in the San Diego District Attorney's office and kept flying helicopters at a Navy Reserve squadron in San Diego. I eventually commanded that squadron and had many other commands in a total of thirty-three years of service while simultaneously enjoying a successful career as a prosecutor.

The path I chose was difficult, but it was absolutely rewarding and I would not change one thing about either profession.

For those of you out there trying to sort out what to do next – my advice is to seek guidance from your mentors and peers, always seek paths that open doors rather than close them, and you can never go wrong if you always act in a manner that is the best for your family.

Lifetime membership We Are In - Are You? Ryan Aaron Brent Alfonzo Joe Ames Robert Antonucci Jose Arana Dan Arnes Warren Aut David Ayotte Terry Badger Justin Banz Tim Barnhart Amy Bauernschmidt William Baxter Dave Bean

Bo Beeman Jeff Berger Andy Berner Brannon Bickel Andy Bishop Kaitlin Boesnsel Thad Boggs Randy Bogle Stepen Bowen Jay Bowling Dan Braswell Michael Brattland Harold Brattland Bruce Brown

Rotor Review #149 Summer '20

Buck Buchanan Brian Buzzell Christopher Cady Andy Cain Kendall Card Christina Carpio David Carpio Virginia Carson Dewon Chaney Charles Chmielak Ronald Christenson Sandy Clark Augustus Clark 6

Lance Clausen Stephan Coakley Haylee Coffey Chris Cole Frank Conenna Brian Conner Arlen Connolly Sean Cook James Cordonnier Deidre CoulsonTucker John Counts Garrett Cross

Lifetime membership Tom Curtis Bale Dalton Thomas Dean Daniel Decicco Christopher Dedo Joe Denigro Caleb Derrington Ralph Deyo Kaila Diede Sam Dirickson Mike Dowling Edmund Driscoll Dennis Dubard Philip Duffy Patrick Durden Tony Dzielski William Eastham Greg Eaton Jeffrey Elder David Eustis Arnie Fieser Daniel Fillion Benjamin Foster Carl Frank Daniel Free David Frey Michael Fuqua John Furness George Galdorisi John Gallagher Todd Galvin Brad Garber Mike Geraghty Michael Gerhart Zachery Geyer Jack Giannini Philip Gift Ian Gill Jim Gillcrist Walter Gillette Scott Gootee Lora Gorsky Gregory Grady Rick Grant Al Haefner Ethan Haines David Hall Jeremy Hall Thomas Ham Daniel Hansen Michael Hatch Alex Haupt Melvin Hayden Ryan Hayes

Andrew Herrera Nathan Hickey Robert Hight Alvin Holsey Michael Horan Ethan Horn Paul Hryskanich Ray Hufnagel Bill Hughes Roger Hulson Richard Jaeger Patrick Jeck Myers Jeff Lloyd Johnson Evan Jones Steve Jordon James Jowers Arno Justman Lena Kaman Daniel Keeler Joseph Kenderick Baileigh Kimball Brian Klidies Gary Kochert Paul Kramer Daniel Kutz Larajean Lauzen John Leach Bill Lescher Dale Lescher Walt Lester Marc Liebman Scott Lippincott Orville Long David Loo Jonathan Lushenko Dick Lynas Andrew Lynch Stuart Lyster Robert Macynski F. Deane Magers Shawn Malone Mike Marriott Geoffrey Marshall Kevin Mazzella Patrick Mcgrath Charles Mckissick Mac Mclaughlin Roger Mctighe Jeff Melody Leroy Mills Dave Milton Andrew Miroff Robert Moore

Edgardo Moreno Christoper Morgan Elliott Moses Bill Moss Dave Moulton Scott Murphy Michael Nanoff Brittany Nelms Arne Nelson Matthew Niedzwiecki Ken Norton Patrick Norwood David Nostro Michael O'Connor Michael O'Hearn John Ohlinger Matt O'Keef Pete Oldmixon Jack Olive Frank Orsino Dwayne Oslund David Owens Quinton Packard Eric Page Philip Parmley John Pasichnyk Mike Patterson Jason Patterson Gene Pellerin Joe Peluso Paul Pensabene William Personius Thomas Phillips Todd Pike Tom Pocklington Matt Pohl Trevor Prouty Joe Purtell Howell Purvis Jeremiah Ragadio Jim Raimondo Sean Readdy Mike Reber Justin Reifsnyder James Riley Kevin Ringelstein Sean Rocheleau Liam Roddy Ernie Rogers Nikolas Rongers William Roop Robert Royal Mike Ruth Eric Ruttenberg 7

Rick Sadlier Blade Schallenberger Matt Schnappauf Jeff Schwab Gregory Scott Richard Scott Bill Sears Vincent Secades Matthew Seibert William Shannon William Sherrod Michael Short Rich Sluys Sean Smith Mont Smith Russ Smith John Smith John Souders Neil Sparks Steven Steacy Paul Stevens John Stockdill Collin Sullivan Ruben Tapia Adam Taylor Eric Taylor Benjamin Teich William Terry Paul Thomasson Cleary Tim Steven Tomaszeski Jimmy Toone Tom Uhl Santico Valenzuela Mark Vanderberg David Visser Dave Vogelgesang Jeffrey Vorce Richard Vtipil William Walker Billy Walsh Lin Walton Michael Watson Thomas Webber Ed Weiler Matthew Wellens Tom Wendt Howard Whitfield Jacob Williams David Wright David Wynne Ryan Yorkman Nicholas Zablotny

www.navalhelicopterassn.org

In Review Should I Stay or Should I Go?

By LT Shelby “Conch” Gillis, USN

Dearest NHA Readers,

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ehold! In this edition, you will find the culmination of my time as Editor-InChief. We at NHA are beyond excited to bring this edition of “Should I Stay or Should I Go?” to you all as the world looks like it never has before. This edition covers so many interesting jobs and career paths that Naval Aviators can venture down, and we hope that it sheds some light on the lesser-known opportunities that exist for us all. If you are toying with the possibility of getting out, I implore you to read the articles found here. Who knows, maybe you will find a job opportunity that you didn’t know was possible! And if you belong to the “20 years or bust” clan, maybe you can use this to finagle your next set of orders! Thank you to all of our authors for illuminating our worlds with your thoughtful insight, and the editing team for making this Goliath of an issue possible.

As fitting a send-off as ever, I must bid you all “Adieu," as it is now my time to go. Simply as Editor-In-Chief that is, and with that, I would like to introduce to you our new Editor-In-Chief, from the halls of HSC-2, LT Mike Short!

Sincerely, LT Shelby “Conch” Gillis

A Note from our New Editor-in-Chief:

By LT Mike "Bubbles" Short, USN

Greetings, Readers!

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’d first like to thank Shelby for the years that she’s invested in making Rotor Review a compelling product for all of us, and also for a fantastic turnover! As our off-going Editor-in-Chief mentioned, I am currently an Instructor Pilot with the Fleet Angels of HSC-2 in Norfolk, Virginia, where I fly the mighty MH-60S Knighthawk.

I am absolutely thrilled to have the privilege of taking over as this magazine’s Editor-in-Chief with the release of such an important and unique issue. It’s no secret that the Navy offers a litany of opportunities for individuals with all types of interests, skill sets, and ultimate career aspirations. It is often difficult, however, to determine where to start looking when we know we’re ready for the next challenge. The task can seem daunting. The Rotor Review Staff is extremely excited to bring you an issue that we believe can help inform these critical decisions. I’ve never encountered such a wealth of career-related testimony from such a wide array of inspirational people, all in one place. Whether you’re preparing to transition to the civilian sector, or you’re contemplating your next steps as a naval professional, I encourage you to take advantage of the abundance of knowledge, experience, and perspective contained in these pages.

I’d additionally like to call your attention to this issue’s “On Leadership” Column. In it, Rear Admiral John E. Gumbleton discusses the importance of understanding and confronting racism in our communities. The process needs to begin with an examination and confrontation of our own implicit and unconscious biases so that we can equip ourselves to have the difficult conversations that we need to have within our commands. I want to thank Rear Admiral Gumbleton for this vital contribution, and encourage our readers to take his wise and timely words and recommendations into consideration. We are all capable of driving change and growth within our organizations.

With that, I’ll let you get to it. Thanks for reading!

Best, LT Mike “Bubbles” Short

Rotor Review #149 Summer '20

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Letters to the Editors

It is always great to hear from our membership! We need your input to ensure that Rotor Review keeps you informed, connected and entertained. We strive to provide a product that meets the demand. We maintain many open channels to contact the magazine staff for feedback, suggestions, praise, complaints or publishing corrections. Please advise us if you do not wish to have your input published in the magazine. Your anonymity will be respected. Post comments on the NHA Facebook Page or send an email to the Editor in Chief; Mike Short. His email is michaelshort91@gmail.com or the Managing Editor at rotorreview@navalhelicopterassn.org. You can use snail mail too. Rotor Review’s mailing address is: Letters to the Editor, c/o Naval Helicopter Association, Inc. P.O. Box 180578, Coronado, CA 92178-0578.

To Our Readers Just as the members of the United States Armed Forces take an oath to defend the Constitution, Rotor Review espouses no cause or platform but uphold the same. However, we as individuals are not always a perfect reflection of those ideals. As human beings, we can be careless or insensitive. Words do not just provide information or entertainment. They have the power to injure or heal. The editors and contributors of Rotor Review are cognizant of our place in the community and pledge to be vigilant and guard against any statements that are contrary to the ideals of justice and equality on which our nation is founded. When we stray from this we are in error and we look to our community to give us a course correction. There was just such an error in the Spring issue of Rotor Review which, when discovered, was immediately corrected. The Editorial Staff commits itself to this ethical high bar!

Editors: On pages 66 and 67 I was surprised to see an article about the Seawolves from a Riverine Warfare website somewhere. Nice to see the visibility, but it has some mistakes. Caption of the first pic identifies the helo as a UH-1E. HA(L)-3 never had a UH-1E. That designation is for Marine Corps Hueys, the type Major Steve Pless was flying when his actions resulted in his receiving the Medal of Honor.

We Seawolves had mostly UH-1B models for our gunships, until near the end when we began to get an occasional UH-1C (better rotor head), which we turned into UH-1M by installing a better engine to go with the better head. That gave them more lift, so we loaded more ammunition and were just as overloaded as with the Bravo, but were glad to get the additional ammo.

On page 67, bottom, is a pic of two gunships, clearly in a "remote" area, which is certainly one of our detachment locations. Those men swarming around the birds are detachment enlisted door gunners, of the necessary maintenance ratings to do basic maintenance on them. A det's gunners were its maintainers, or should we say a det's maintenance personnel were the door gunners: one or the other. They are most certainly NOT squadron Maintenance Division personnel as the caption says. The squadron had a home guard maintenance department at our home base for heavy maintenance and significant battle damage repair, not out with the detachments.

All submissions can be sent to your community editor via email or to

Issue Submissions Deadline / Publication Dates Rotor Review by email at Training: It Doesn't End with Flight School-Fall 2020 ( #150).....Sept. 15 /Oct. 10, 2020 rotorreview@navalhelicopterassn.org or by Deployed - Now What? - Winter 2021 (#151) ...............................Nov. 30, 2020 /Jan. 10, 2021 USPS mail Full Spectrum Warfare - Spring 2021 (#152) ..................................March 15, 2021 /April 30, 2021 UAVs and You - Summer 2021 (3 153) ............................................June 15, 2021 / July 15, 2021 Naval Helicopter Association Attn: Rotor Review P.O. Box 180578, Coronado, CA 92178-0578 2020-2021 Themes, Submission Deadlines and Publishing Dates

Articles and news items are welcomed from NHA’s general membership and corporate associates. Articles should be of general interest to the readership and geared toward current Navy, Marine Corps and Coast Guard affairs, technical advances in the helicopter industry or of historical interest. Humorous articles are encouraged.

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Articles: MS Word documents for text. Do not embed your images within the document. Send as a separate attachment.

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• Ensure all maneuvers comply with NATOPS procedures.

• All submissions shall be tasteful and in keeping with good order and discipline.

• All submissions should portray the Navy, Marine Corps and Coast Guard and individual units in a positive light.

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Executive Director’s View from Pri-Fly Adapting to and Overcoming the New Normal Part II

By CAPT Jim Gillcrist, USN (Ret.) ow, we sure are operating in uncertain times. Adapting to and overcoming the Coronavirus Pandemic and new normal remains my daily mantra.

It is eyewatering to see how everyone’s business model has been impacted including NHA – in some way or another. Regardless, here on the NHA Staff, we are seizing every opportunity to deliver value to membership and the organization.

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Check it out: We are exploring with leadership at TRAWING FIVE and HT-8, how we will turn Gulf Coast Fleet Fly-In (GCFFI) into a “really cool virtual event” to include award recognition vice outright canceling this traditional event.

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We are over 250+ Lifetime Members – this is huge as this is a direct investment in sustaining the organization we love.

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We are reaching out to “expired members” to step up and either consider a Lifetime Membership or renew as a 3 or 5-Year Member – we need your support more than ever.

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Rotor Review continues to evolve through presentation of new content and improved digital media application / presence.

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The centerpiece of this Summer Issue is an incredible array of individual perspectives from around the Rotary Force (active duty & retired) talking about retention and the trails that each of these individuals have cut as they journey forward. The goodness here is in stimulating “active mentorship” between reader and author.

An end state that we are aiming for is a Mentor Program by the end of the year where members can tap into a diverse group of NHA Mentors to enable more informed career decisions.

So yes, our cup is half full and we feel privileged to be part of the Rotary Force Team. The Rotary Force continues to define Naval Aviation – just look how a bunch of MH-60S Aircrews pitched in to help in the firefighting effort aboard USS Bonhomme Richard (LHD 6). The impact that Rotary, Tiltrotor, and Unmanned brings to the fight is impressive.

Our engagement with Navy stakeholders, business supporters, and industry partners has become stronger as we team together to make the best of these uncertain times – reaching out and helping each other where we can.

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Together, we are stronger and more able to adapt to and overcome the challenges ahead!

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Please keep your membership / profile up to date.

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If your membership is expiring or has expired, consider getting a Lifetime Membership or rejoin as a 3 or 5-Year Member.

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If you should need any assistance at all, give us a call at (619) 435-7139 and we will be happy to help – you will get Linda, Mike, Allyson, or myself.

Warm regards with high hopes, Jim Gillcrist.

“Every Member Counts / Stronger Together”

Rotor Review #149 Summer '20

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National President's Message The Bonds of 100% NR

By CAPT Will “Easy” Eastham, USN

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eam NHA! I hope this edition of Rotor Review (RR) finds you well and healthy.

What a unique time for both our nation, our navy, and our organization.

I’m beyond thrilled to join this team as your incoming National President.

I’m a baseball guy. There’s a saying in the sport that you never want to be the player who takes over a position on the field following a Hall of Famer.

Despite his highly questionable golf handicap, picking up the trail from a dynamic leader like CAPT Ed “E-Dub” Weiler is always a challenge. I’m excited to continue the momentum he has built for us with programs such as the Lifetime Membership and a dynamic NHA Symposium playbook we cannot wait to unveil.

I love NHA. Since coming onboard earlier this Spring, the NHA lifelines have already re-connected me to so many Helo Bubbas across the Fleet doing exceptional things. Really, at its core, that is what our organization is all about!

It keeps all of us within a very specific community of arms bonded together so that we may grow and learn together.

This edition of Rotor Review focuses on Retention and a question all of us have pondered at some point in our careers: Should I Stay or Should I Go? I’ll tell you, the bonds I’ve been fortunate to forge with fellow NHA rotorheads have definitely played a major factor in my own personal journey to stay Navy. I hope this edition of RR serves to inform those making their own career choices.

Let me also introduce LT Casey “Screech” Keilty below. Screech is our exceptional Junior Officer (JO)National President and I rely heavily on him to ensure the JO perspective is included in our organization’s vision. As always, NHA is a living, breathing organization for and by our members. If you have any suggestions for Screech or me, please never hesitate to let us know. Fly, fight, lead, win. All the bests, V/R Easy

JO Council President's Message LT Casey “Screech” Keilty, USN

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HA Team!

As our country navigates this challenging time, we strive to accomplish our rotary wing mission safely and effectively. 2020 continues to bring many unprecedented challenges. No community in the Naval Aviation Enterprise(NEA) understands generating unique and innovative solutions better than helicopter pilots, aircrewmen, and maintenance personnel. We cannot operate effectively without every member of the team serving with motivation and solidarity. Therefore, this issue of Rotor Review aims to shed light on a subject critical to sustaining the highest levels of performance, Naval Aviation Rotary Wing Retention.

As an HSC Pilot, I have become familiar with our dynamically evolving future and feelings of uncertainty associated with the unknown. I have always viewed HSC from two perspectives: Macro and Micro. Through the macro lens, HSC can appear to face constant change and difficulty “moving the needle” toward employing our training through operational tasking. From the micro view, the job satisfaction of flying a multi-million dollar, multi-mission aircraft with a rich legacy of service is unparalleled. Each day presents you with the opportunity to make a difference in the perspective of the aviators and Sailors around you. Fostering the continued camaraderie that makes NAE such a special organization will enable us to work together to improve our squadrons, community, and Navy.

I encourage you to find ways to move your community forward. In the words of President Theodore Roosevelt, “do what you can with all you have, wherever you are.” These compounding “little victories” will shape our future and provide us with the continued flexibility to combat all future conflicts.

I am proud to fly with you and serve as your NHA Junior Officer President. Fly Navy!, Screech 11

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On Leadership "On Leadership” is a new feature column where our Rotary Wing Flag Officers are able to submit articles on leadership topics of their choosing. RDML Alvin “Bull” Holsey proposed the idea and provided the lead article on “Mentoring - What Matters Most?” in the Fall 2019 Issue. The batting line up is as follow: VADM Richard Snyder (Winter 2020), RADM Daniel Fillion (Spring 2020), RDML John Gumbleton (Summer 2020), and RADM Jeff Hughes (Fall 2020) so stay tuned and enjoy.

Leadership Is More than Accountability and Ownership

By RDML John E. Gumbleton, USN

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ver these past few months, the nation and our Navy have confronted several simultaneous challenges, some of which are enduring.

As it came to my turn to write for NHA, it struck me that my leadership stump speech would not suffice in these unprecedented times. Leadership is more than accountability and ownership, it is also about having cultural understanding, awareness and appreciation of people. The need to demonstrate leadership and to understand and confront racism in our communities is the impetus for this article.

Naval leadership has distributed statements and guidance about both recognizing and combating racism in our Navy. They have made clear racism and discrimination have no place in our Navy and must be addressed head on.

In order to address and confront racism and discrimination, it requires us to truly understand and listen. While doing so, we must understand our own biases, specifically implicit bias, so that we are aware and can mitigate unintended comments, opinions, or behaviors that alienate others and prevent us from reaching our full potential as a Sailor, team and service.

How do we have honest conversations within our own commands? How do we recognize and fight racism and discrimination? It starts with a conversation.

While relationships with one another cannot be forced, an awareness and appreciation for others’ background and personnel experiences should be fostered through conversation.

Conversations must be a constant process – formal and informal had at every level of the chain of command. From the skipper at command indoctrination, down to the Rotor Review #149 Summer '20

RDML John E. Gumbleton,USN, (then CAPT Gumbleton) Commanding Officer of USS Boxer (LHD 4), mentors sailors during a Chief Petty Officer (CPO) 365 training session. U.S. Navy photo by Mass Communication Specialist 2nd Class Kenan O'Connor, USN.

work centers and detachments in small forums, the reminder of what right looks like must be reinforced. We must report and swiftly handle any incident.

By enforcing and holding everyone to the same standard, we communicate a strong message. Simply put, a clear and blatant disregard for our Navy Core Values of honor, courage and commitment must not be tolerated.

As we have these conversations, we must understand how we as individuals think and process information. Do you have an implicit or unconscious bias? How does that bias effect how you listen? How does that bias impact the way to think and respond to others?

Truth is we all have diverse and lived experiences that shape our own understanding. We learn culture by being a part of groups and social groups.

Pictures in our heads, known as mental models, are shaped by our culture.

Our mental models control how and why we apply cultural knowledge, 12

understanding, and biases. Every Sailor is a leader and needs to understand how inherent biases impact their ability to lead.

Clearly one article in Rotor Review is not enough to unpack and appreciate the impact of unconscious bias. For a quick primer I recommend the speech from AT&T CEO Randall Stephenson’s YouTube offering "Tolerance is for Cowards.” In that short speech he speaks how we must understand one another rather than tolerate one another.

This short tutorial followed by CNO ADM Gilday's video during which he urges all of us to “sit down and listen” will go a long way to educating all of us on how we as a Navy can go forward, to ask those hard questions, and be a better organization for it.

Implicit bias is an attitude, belief or unconscious attitude toward a social group. It is shaped by a person’s collective experiences learned over a

lifetime and day-to-day activities that influence our thinking, actions, and decisions. We all have implicit bias.

The key term however is “implicit.”

These biases inherently happen at the unconscious level. While explicit biases, such as prejudices and discrimination, are intentional and controllable, implicit biases are less so. That’s why it’s important for us to understand and overcome our implied biases so we can truly lead. To do that, you need to ask yourself some questions: How does implicit bias impact our minority-serving Sailors, Marines, Coast Guardsman and Civilians? Is your bias, unconscious or otherwise, having a negative impact on your command or shipmates? Are you or anyone around you making or demonstrating preconceived connotations? How can preconceived connotations be harmful to Sailors or the unit?

I will share two personal sea stories from when I commanded USS Boxer (LHD 4) that underscores implicit bias and some lessons I learned personally: Go to war with the best, not the best that remained Two-months into a scheduled eightmonth Western Pacific deployment to the WestPAC and Arabian Gulf, I wanted to get Marine and Navy leadership together socially to build and help foster a team mindset and try to eliminate any friction that comes with sometimes contradicting blue/green requirements. I thought I’d simply host a cigar and O’Doul’s evening on the O5 level for the E8/O4 and above population to facilitate the necessary bonding that creates winning teams.

After patting myself on the back for being a clever captain I enjoyed my O’Doul’s and cigar with 75% of my target audience. Why only 75%? None of the women leaders attended the event.

The next day I spoke to some of them and asked why they did not attend the event. Apparently the thought of stinky cigars and fake beer was not their idea of

fun – who knew? Clearly not the maledominated leadership onboard! It was a failure on my part for not anticipating my unconscious or implicit gender bias. This seemingly small thing could actually have a large impact on the very population we want to stay in the service.

The following month we adjusted the offering to be more inclusive. Some of you may be wondering that this seems overstated. My answer to that is we need to keep our talented people in the service – all of them. Unnecessary slights or perceptions that leaders do not care about their people will cause our best and brightest to vote with their feet. I want to go to war with the best, not the best that remained!

black women. She argued the policy of the Navy and Marine Corps would require black female service members to use harmful chemicals for an entire career, potentially causing permanent damage. I was ill prepared to have that conversation and relied on my CMC and another black female E9 who simply shrugged their shoulders and said “Captain, that’s the way it is.”

It should come as no surprise that this junior officer, who I continue to have great respect for, decided to leave the Navy after her initial service obligation.

It makes me wonder what other racially insensitive issues don’t we know about or are simply binned in the ‘too hard to handle’ category that is driving us to lose talent today?

Too hard to handle My second sea story also occurred on Boxer. With a wardroom of 70 officers I had about 15 women, one of whom was black. As the only black woman officer aboard many black woman enlisted Sailors would turn to her for mentorship. One particular policy issue the officer brought to my attention, on behalf of Sailors, was female hair grooming standards. Keep in mind, my time in command was before the sweeping changes that began in December of 2014 and evolved into our latest policy change in July 2018.

This young officer asked me why the Navy policy on hair was insensitive to

Bottom line, understanding implicit bias is the right thing to do. But if we left it at that we'd be naive. As warfighters this is much about combat readiness. To win the high-end fight we need to tap into the diversity of thought and experience that resides in all our people. The teams you either directly build or are a part of are vastly more successful when you employ each individual to their fullest potential. Any self-limiting factor like perceived or real slights caused by implicit bias leads to suboptimal outcomes at best, and at worse could lead to defeat. Our service deserves better from us all.

RDML John Gumbleton, USN, left, Commander of Expeditionary Strike Group Three, meets with CDR Janice Pollard,USN, middle, Commanding Officer of USS Harpers Ferry (LSD 49), and CDR Eric Winn, USN, Executive Officer of Harpers Ferry. U.S. Navy photo by Mass Communication Specialist 3rd Class Danielle A. Baker.

The thoughts and opinions expressed are those of the author and do not reflect the official policy or position of the U.S. Government, Department of Defense or the U.S. Navy.

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View from the Labs Should I Stay or Should I Go? Well, It Depends

By CAPT George Galdorisi, USN (Ret.)

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our NHA Staff has teed up an important theme for this issue of Rotor Review.

During my 30 years of wearing a flight suit, I can’t think of a more frequent topic during my JO days (though not when the XO was around). It is only natural that we all think about what’s next, whether it is the next career milestone if we stay in, or the new adventure if we get out.

Career advice is like opinions, everyone has something to say. My perspective isn’t unique, or better, than what you will get anywhere else. That said, I’ve been out of uniform long enough to have collected a few of my own thoughts, and have also pulsed a large number of my former squadron mates and shipmates and may have some things worth sharing.

First, I wanted to relate something that I’d never heard until the very end of my Navy career. It was when the instructor at our transition course said this: “You are the CEO of your own career.” Wow….really….I thought it was my detailer. But I think it is good advice for all of you at whatever stage of your career wearing Navy, Marine Corps, or Coast Guard flight suits or maintenance coveralls.

There is little question that there is likely nothing on the outside (at least nothing I know about) that matches the camaraderie of being in a squadron. That is one thing you will either continue with or walk away from. It is hard to quantify. I say this because like most people, when major careers decisions come up, most of us sit down with our significant other, get out a piece of paper, draw a line down the middle, and list pros and cons of every move. It is hard to quantify camaraderie, just like it is hard to put a value on the fact that while you are in a squadron, you get to FLY. That said, there are other rewards and benefits of doing something beyond flying and not all of it is monetary. It is just different. I have numerous former naval aviator or aircrewmen friends who work in industry (mostly in the defense industry), academia, run non-profit organizations, work in government or do any number of interesting and rewarding things.

While I don’t want to oversell the last option, working in government, it bears mentioning. I worked in the defense industry for a while after hanging up my flight suit and enjoyed it. Now I work at a Navy warfare center (Naval Information Warfare Center Pacific) in San Diego and enjoy it immensely. Much like working in uniform, I find that working with Navy civilians who are trying to invent and innovate to provide our warfighters with the tools that will enable them to prevail in combat has much of the same sense of purpose that I found when I was on active duty.

All Navy warfare centers have a military footprint, typically with an O-6 leading the organization, so they are part of the military. Our former skipper at NIWC Pacific was an aviator and wore his flight suit to work most of the time. On the civilian side, all Navy warfare centers have an Executive Director, typically a member of the Senior Executive Service who has moved up through the ranks in increasingly important leadership roles. Our Executive Director served on active duty as a naval officer for a number of years, then followed his passion to be an engineer for the Navy and joined NIWC Pacific years ago.

However, there is one huge difference between squadron life and life at a Navy warfare center. In squadrons, nearly everyone wants to be the skipper one day. It is how we are socialized. At Navy warfare centers, many scientists and engineers want to do science and engineering and not become a branch, division, or department head. They get their “rush” from producing things to give our warfighters an edge, not necessarily being in charge of anything or anyone.

This is all by way of saying there are, in my opinion, a host of wonderful opportunities in the Navy warfare center community to have an engaging and rewarding career and one with a sense of purpose. Having said that, these are technical organizations, so they don’t tend to hire too many people who majored in poetry. We need leaders…and you all are leaders.

Rotor Review #148 Spring '20

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Getting Started Telling Your Stories

By CAPT George Galdorisi, USN (Ret.)

The Great American Novel

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s there anyone reading this who wants to write “The Great American Novel?” Great. Kudos. Congratulations.

Good luck. And please skip ahead to the next article because I likely won’t be of much help. I write thrillers: novels where ordnance gets fired, things blow up, there are heroes and villains and where the good guys typically win (but not without a life-changing struggle).

This article will talk about novels, but mainly thrillers, as that is what I know about. That is not to say that you can’t or shouldn’t write a romance novel, or a sci-fi book, or a young adult story, or anything else. All of those are worthy undertakings.

Full disclosure: I write thrillers because I am lazy. Sure, I could give any of those other genres a shot, but if I did, I would not be able to leverage my 30 years on active duty and write things I know about. Said another way, if you paid money and hired a writing coach, the first thing he or she would tell you is: “Write what you know.”

When I write thrillers, I’m not trying to change anyone’s life, or way of thinking, or save the world or whatever other motivation some who write have, I am just trying to entertain.

As the motto of the company, Braveship, that published my last two novels, says: “If we’re not keeping you up at night, we’re not doing our job.” That’s what I try to do.

Here is how it worked for me – and can work for you as well.

My 2017 novel, The Coronado Conspiracy, was set aboard USS Coronado (once the Third Fleet flagship) and involved drug lords and military operations to destroy their cartels. During my time in uniform, I had commanded USS Cleveland (which is the same class ship – an LPD – as USS Coronado) and had done counter-drug ops a number of times. I wrote what I knew.

I say all this only partially tongue-in-cheek. When someone asks me about writing, it typically isn’t about writing an article, or narrative non-friction, or a memoir, or anything else. The conversation usually starts, “I have a great idea for a novel.”

This is the fourth installment of our Rotor Review writing series, and just to recap, those first three articles represented a bit of a building-block approach, all designed to help NHA members accelerate their writing journey to put their thoughts on paper and get them out into the world.

My 2018 novel, For Duty and Honor, was set aboard an aircraft carrier operating in the Arabian Gulf during tensions with Iran. I served as a carrier strike group chief of staff for five years including pumps to the Gulf aboard USS Carl Vinson and USS Abraham Lincoln. During both deployments, I saw the pressure our admiral was under, especially when we dropped ordnance on nasty people. Again, I wrote what I knew.

• The first piece talked about writing in general, the small “w” – writing at work, as well as the big “W” – writing for a mainstream audience.

• The next one offered some tactics, techniques and procedures for crafting an article for a professional magazine like Rotor Review.

And so have many others who have worn flight suits just like you and me!

• The third one moved into non-fiction and described the rich and diverse market for non-fiction books, both narrative non-fiction and prescriptive non-fiction.

Former squadron mate Kevin McDonald has a new novel, A Nation Interrupted. It is getting great reviews and selling well.

However, this was not his first book-length writing effort. He previously published a terrific non-fiction book, Life Inside the Dead Man’s Curve, which is a book chronicling his exploits 15

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flying civilian medical evacuation helicopters. What I think is important, and not to oversell doing some non-fiction work first, is that fact that Kevin would tell you that in the process of producing Life Inside the Dead Man’s Curve he learned many of the tactics, techniques and procedures that helped make his novel such a good product.

Treatment, that is not a trivial task. A Thriller Treatment I recently sent to my agent was 22,000 words.

If you want to write novels, the old saying about, “One percent inspiration and ninety-nine percent perspiration,” likely holds true for most of us. Think of a “great idea for a novel” as the acorn you drop on the ground and kick dirt over.

You’ve got to pour a lot of water on it before it becomes a tree.

Here is what an article in the New York Times said about Tom Clancy:

Marc Liebman is another helo bubba who has a great career writing novels. His first novel, Big Mother 40 should tell you a lot about what he flew. Mark is one of the most industrious writers I know and keeps turning out good books year over year. He is a good example to follow if you want to get your stuff read, as in pre-Covid days he was out there doing several book signings a month.

Mr. Clancy said none of his success came easily, and he would remind aspiring writers of that when he spoke to them.

“I tell them you learn to write the same way you learn to play golf,” he once said. “You do it, and keep doing it until you get it right. A lot of people think something mystical happens to you, that maybe the muse kisses you on the ear. But writing isn’t divinely inspired — it’s hard work.

Then there is Anne Wilson who leveraged her experience as an HC aviator and who has written two wonderful novels that will put you there, Hover and Clear to Lift. Another HC aviator, Larry Carello, has also written great thrillers about flying, Rotorboys and Verbal Orders. And there are any number of former aviators and others who have written what they know.

This article can only be so long, so I will share some more specific advice about writing novels in my article in the next issue. However, if you would like to look ahead, here is a link to my website: https://www.georgegaldorisi.com/. Go to the pull-down menu at the top under Services and then open Seminars and Courses and then go to Get Published Now and then go to the fourth slide deck, The Great American Novel, where you will see all the slides in the novel writing course I have given multiple times. And if you have questions on any of this please feel free to contact me via my website or the NHA Office. I had a lot of help along the way in my writing efforts, and shame on me if I don’t pay it forward

So why would you want to torture yourself to write 80,000 to 100,00 words and then edit, re-edit and then edit what you wrote many more times? For the financial riches? For the fame and glory? For the Hollywood deal? Not likely. Here is the reason my good friend, mentor and writing partner, former Navy SEAL Dick Couch, put it in an article, “So You Want To Be a Writer."

"For me, I gotta write, and it’s the adventure of it that’s hooked me...I’m the enemy and the defender; logistician and staff planner. But most of all, I’m a young man again, that fresh lieutenant who must lead his men into battle."

For me, I gotta write, and it’s the adventure of it that’s hooked me. As the writer, I can do it all. I get to be the National Security Advisor who recommends the action to the President who must commit the forces. I’m the senior officer who sends his men into action and who feels the pain if they don’t make it back. I’m the enemy and the defender; logistician and staff planner. But most of all, I’m a young man again, that fresh lieutenant who must lead his men into battle.

Having said that, I would be doing you all a disservice if I didn’t tell you that the market is saturated with novels (both in print and self-published) so there is a great deal of competition. And if you are just starting out and want to sell your novel to a publisher, that is a huge investment in time and energy put into something that might not see the light of day. Even if you do have some works of fiction under your belt and you can sell your novel to a publisher with just a

Rotor Review #149 Summer '20

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VP for membership's Report Mentorship and Reading Tea Leaves

By CDR Michael Short, USN

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nything worth doing is worth working for,” said my first mentor. I am sure most of you have heard that quote a time or two. It is special to me because it came from Electronic Technician Chief Dennis Allen Short. I just called him dad. For the younger years of my life, I followed him and his Naval career to several places and I want to say I learned my work ethic from watching the Chief. As a kid, he would take me out to NAS Cubi Point, Philippines to watch the F-4s, F-14s, H-2s and H-3s as they would operate from the airfield. Later, when we lived near Clark Air Base, we would watch the large cargo planes and from time to time the SR-71. My dad was of the Surface Navy, but I think early on he was grooming me for Naval Aviation. He was the one who told the Job Classifier at MEPS Portland that I was there to be an Aviation Warfare Systems Operator. The PSC looked at me and said, “Son, that is a lot of work.” I looked back and said, “Anything worth doing is worth working for.” My dad knew my goal was to get a commission and fly the same warbirds I watched as a kid. Ten short days after my commissioning, and two days before Christmas, my father died after a battle with renal failure. He was my first mentor, like many of you, our parents helped shape us into who we are today.

Everyone has their own story, but I would assert that no one has done it by themselves. From boot camp to my O-5 sea tour, I have sought out the knowledge of those who have gone before me and I have done my best to return that to the Officers and Sailors who have worked with me. If the law of primacy holds true, then my time as an AW at HSL-51, molded me into who I am today. It also stands true that my JO tour at HSL-44 made me the Officer I am today. From my time as a VT/HT SNA, until I was an FRP at HSL-40, I saw ok instructors and I saw great instructors. I learned the most from those that made it feel like mentorship, from instructors who took the time to teach me to be a tactician to those who showed me how to be a leader.

Yeah, there were a few that mailed it in, but for the most part, I look back at the Officers who mentored me, and I will say one thing is common. They have all been successful. To this day, if I have a question, I can send a note to any one of them and they would, as Captain Shawn Haley would say, “read the tea leaves” and give me their perspective.

Why is mentorship important? To me mentorship is just another name for leadership. Leadership is an influence relationship among leaders and followers who intend real changes that reflect their shared purposes. In the early years, we were all followers to some extent, and as soon as a junior class checked in, we became leaders, passing to them what we knew and helpful ways to complete an event. The old saying of cooperate to graduate made it beneficial that we all did well. When teaching CRM, I always touched on functional and designated leadership. Your CO is the designated leader for your command. Your dry crewmen during a SAR is going to be the functional leader, due to having better SA on what is going on in the water. From your time as an H2P until you become a HAC, you will go back and forth from being a functional leader to being a designated leader. Not all mentors will be in designated positions. Some may have even retired, but they are all functional leaders. They all have experience that they are looking to share. Many are just waiting to be asked.

In this addition of Rotor Review, we have asked several of your peers and senior leaders to talk about their decisions to stay or go. The hope is to facilitate some “active mentorship” within our membership and give our members information that is useful in making future career decisions. The end state or goal by the end of the year is to work with our web designers to gather and promote a select cadre of mentors to list their past commands / experiences so that our membership can reach out and get unvarnished views and or answers to questions on demand – to enable NHA members to be able to “read the tea leaves” and reach a more informed decision. To be honest, I did not have an idea what a TACRON OIC did. But when I sat down with Deputy Commodore Bickel for a mentorship session (FITREP Debrief ), it was one of many jobs he pointed me toward that piqued my interest. After a FLTMS search, I found a familiar name and reached out to find out more. I am excited to move onto my next step in a long 25-year career of which 19 years has been in helicopter commands. I will be off soon to my next assignment with TACRON 12 as an Officer-in-Charge. There is a big Navy out there and I am ready to see more of it. I intend to remain involved in NHA and I too hope I can “read the tea leaves” for inquiring minds out there in the Fleet – just reach out as we are stronger together!

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Naval Helicopter Association Historical Society Reunion and Restoration

By CAPT Bill Personius, USN (Ret.)

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nother couple months of the pandemic have passed and the NHA Historical Society continues to have our monthly board meetings and work naval helicopter related history issues. While the scope of our involvement with the USS Midway and San Diego Air and Space Museums has been limited due to COVID-19, we continue to work as much as we can virtually. We will look forward again to the days when we can meet in person and get back into the office to continue our work in the NHA library and sorting through some of the many boxes of artifacts that were dropped off to us prior to the virus lockdown.

On a personal note… I’d like to announce I was able to present the 2019 Mark Starr Pioneer Award to Mr. Joe Peluso last week on Friday 3 July. While Joe was in good spirits and graciously accepted the much deserved award in his living room from his easy chair with his wife Barbara, daughter Patty and grand daughter Chelsea in attendance, I am sad to announce Joe is very ill with MDS (Myelodysplastic Syndrome) a disorder that affects the ability of a person's bone marrow to produce normal blood cells. I want to thank all those people who took the time to call or stop by and see Joe as I know that has made a difference and I know he enjoyed sharing some sea stories along with receiving your thoughts and prayers. Joe has been a giant in the helicopter community and a steadfast member of NHA and the NHA Historical Society. Joe’s bio and article of his many accomplishments will be included in this issue of the Rotor Review so I will not repeat them here. Our thoughts and prayers are with Joe’s family and thank them for the many years of Joes dedication and outstanding service to the Naval Helicopter Community and our Navy. Joe will be missed!

I’d like to welcome CAPT Arne Nelson, USN (Ret.) and CDR Chris “Pyro” Fitzgerald, USN (Ret.) to the team as new NHAHS Board Members. Chris will be our new USS Midway Museum representative and also our Treasurer as soon as I can turn over the books to him. Arne will be on the NHAHS Board as he has other duties he is attending to as the new NHA Scholarship Society President. Keep your turns up!

Update: I was able to recall my Rotor Review column article before it went to the printer and I am very sorry to announce Joe Peluso passed away quietly on Monday 20 July 2020 at 11:25 in his home with his family by his side. Our thoughts and prayers are with Barbara and his family. Rest in peace Joe… Regards, Bill Personius

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Rotor Review #149 Summer '20

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Naval Helicopter Association Scholarship Fund Just the Second Envelope

By CAPT Arne Nelson, USN (Ret.)

Y

ears ago, when I was at the Pentagon, a story was going around about the elements of a comprehensive and effective turnover. It went like this…

I was new to the Pentagon and posted to a branch head position on CNO’s staff. As I finished the turnover, the outgoing officer said, “OK, the most important thing I leave you with are these three envelopes. Only open them when things are tough, and I mean trouble that could cost you your job… and then, only open them one at a time and in sequence.

One, two and then three…one per crisis.”

He carefully handed over the three envelopes he’d prepared for me and taking down his framed photo of the “Pentagon in a rear-view mirror”, he left, with a hearty, “Falcon 119.” I put the envelopes in my top right-hand drawer and forgot about them.

Within a few months, I faced my first crisis, and with my Admiral breathing down my neck, I remembered the advice and opened the first envelope. It read, “Blame your predecessor.” So I blamed him like a champion, and … it worked. I was off the hook!

A few months later, I gooned something else and was in the hot seat again. Remembering the great advice from the first envelope, I rushed to my desk and pulled envelope two. It read, “Reorganize.” I reorganized like a pro, and like oil on water, the seas calmed, and I carried on.

Finally, after a third faux pas, before I answered my summons to explain and mitigate, I opened the third envelope: It read, “Prepare three envelopes.”

The NHA Scholarship Committee. In April, the NHA SF leadership skipped envelope one and went right into reorganizing.

With a newly selected scholarship committee, we prepared for the 2020 selections, leaving the regional presidents to recommend regional award winners and the “HQ Committee” to recommend regions 5 and 6 and Active Duty. The general comment was that though small, the applicant pool of 45 was highly competitive. In June, the NHA Board of Directors approved the slate.

We are proud to announce the awardees for the 2020 NHA Scholarship Fund. The 2020 slate is comprised of: 9 women, 6 men awardees. We awarded 15 scholarships of $2500 each. We notified the recipients and made payments to each school's financial office on 1 August 2020. We regret to say that we did not receive any enlisted applicants from any service.

The 2021 Application and Slate. Our overall goal is to have selections made, approved, and announced at the annual NHA Symposium in May 2021.The Scholarship Committee are updating the operations manual with a goal of streamlining the application procedures and the selection process. Our website is in work with a goal to be ready for the application period 1 September 2020 to 31 January 2021. Most important for the application will continue to be a solid Academic profile; good grades in the toughest environment. Other attributes follow: athletics, school extracurriculars and community service…so NHASF is still looking for the all-around great student, not really different than the selections NHA has made going back to 1993.

NHA SF Funds. Over the past year, we have noted that our investment accounts were growing steadily, thanks to the foresight of earlier leadership, but in 2019 and again in 2020, donations are down. We’d like to strengthen our ties to corporate sponsors, develop some new partnerships and raise awareness among our active duty shipmates, both enlisted and officer, maintenance personnel and aircrew.

Since 1993, NHA Scholarships have been awarded to hundreds of the best and most fully qualified NHA affiliated Navy, Marine Corps and Coast Guard personnel and their family members to help with the rising costs of higher education. I encourage you to look at our website https://www.nhascholarshipfund.org and tell your shipmates and family members to look at our scholarship program…Our annual application cycle starts September 1st and runs until January 31st, with an anticipated award selection and notification in March.

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Congratulations to our Scholarship WInners

Kaman Memorial Award Camden Mounts Catholic University of America (CUA)

FLIR Memorial Award Amanda Navin University of Georgia (UGA)

USS Midway Foundation Award Stephanie Cumplido University of Arkansas

Northrup Grumman Award Jacob Hinderleighter Davidson College Rotor Review #149 Summer '20

Ream Memorial Award Lucy Young University of Maryland

Mark Starr Memorial Award Shane Ball University of Colorado at Boulder

Award in Honor of Sergei Sikorsky LT Margaret Morgan, USCG Embry-Riddle Aeronautical University 20

FLIR Corporate Award Kazmine Longmire Auburn University

CAE Corporation Award Chloe Hudson USCG Academy

USS Midway Foundation Award Emily Royle Xavier University

USS Midway Foundation Award Joshua Thompson University of Florida

Award in Honor of Sergei Sikorsky Luke Laliberte Virginia Tech

NHA Award for Active Duty LT Charles Goodman, USN University of Southern California

Raytheon, Top STEM Award Margaret Aaron Purdue University

USS Midway Foundation Award Kendall Schubert U.C. Berkeley 21

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Breaking News - BHR Fire Meeting the Mission with HSC - Versatility is Our Strength

By HSC-3 Merlin Wardroom

E

arly in the afternoon of July 12th, Helicopter Sea Combat Squadron Three (HSC-3) received a call no one could have expected. The squadron accepted tasking to assess capacity and on order, be prepared to render firefighting capability to the aid of USS Bonhomme Richard (LHD 6).

The pilots and crew of HSC-3 were anxious to support the ongoing effort as they immediately answered the call and joined the developing scene. The Southern California Offshore Range (SCORE) Detachment within HSC-3 stands as the Model Manager for firefighting missions and lead this effort in conjunction with operational squadrons across the NAS North Island Seawall. Historically, firefighting capacity from the MH-60S is conceptualized in the overland environment but this call proved to be unlike any other.

are extremely familiar with the profile. The CRRC Night Deployment modification to this approach lowers the final hovering altitude equivalent to what was needed to establish an appropriate pick height without dragging the Bambi Bucket in the water. Our team was able to demonstrate agility and adaptability in action that the Naval Aviation Enterprise has turned to the HSC Community for decades with success.

After a pick, with the Bambi Bucket filled with saltwater from San Diego Bay, the crews would approach the ship upwind to avoid smoke to the maximum extent practical and make a MIO like approach to the area that needed the water.

Internally, VERTREP “type” comms were used by the crews to keep situational awareness on the status of the load, and external calls were made to Helicopter Control (HELCO) using standard joint brevity comms for concise and accurate tasking. A key to HSC-3’s effectiveness in fighting the fire was the Marine Forward Air Controller (FAC) that acted as initial HELCO. Having a FAC Controller familiar with HSC’s capabilities and tactical aviation communications for tasking served as a force multiplier for this mission.

Our SCORE Crews were in a groundbreaking position to develop the tactics, techniques, and procedures (TTPs) for a unique set of circumstances surrounding this mission for HSC. They applied Operational Risk Management as the scenario onboard would require both day and night support.

Night firefighting has only been performed a handful of times and shipboard firefighting had never been attempted in the community. It was critical to the ship’s survival and overall safety of the crews that the pilots and aircrew analyze all aspects of the mission. This was something that had to be completed right the first time and be effective and safe beginning with the first drop. Thirty-five minutes after authorization, the first Landslide Section to fight the fires on LHD-6 launched to put theory to practice.

More comfort and familiarity with the dynamic sight picture developed with each pass. Power available along with handling over the ship’s fire were also better understood and crews were able to shift to a VERTREP-like approach to get dips inside the torpedo nets. They would then slide over the appropriate spots to get pinpoint accuracy on the assigned areas making night dip to drops faster. Once daylight broke and closure rates and visual cues were easier to pick out, crews could operate in much closer formation and even allowed the addition of a third aircraft in the section to participate, further reducing time between picks and drops.

Shipboard firefighting is different from the traditional methods for forest firefighting that our community traditionally trains to in Southern California or Guam. Rather than contain or limit a fire from spreading overland that can cover miles, shipboard firefighting is localized and requires precise drops in rapid succession to be effective. The crews adapted basic skill sets learned and honed from other mission areas to accomplish the mission: Search and Rescue (SAR), Vertical Replenishment (VERTREP), Maritime Interdiction Operations (MIO), and Night Combat Rubber Raiding Craft (CRRC) Deployment. The initial plan consisted of performing a CRRC Night Deployment Automatic Approach to fill and pick-up (pick) the Bambi Bucket. This was deemed the safest initial course of action since we practice night automatic approaches quarterly for SAR currency and Rotor Review #149 Summer '20

HSC-3 played a meaningful role in controlling the fires on LHD 6, but the success was due to more than just the application of TTPs from previous mission training. The crews could not have launched without an all-hands, herculean effort from Mighty Merlin Maintenance. Sailors offered to stay late, come in early, and work extra shifts to allow for the ability to surge manpower and reshuffle priorities to keep three helicopters up and fighting for the duration of the operation. In total, HSC-3 provided over 57 hours of continuous airborne support. Naval Air Station North Island Tower and Ground Control gave priority handling 22

to firefighting crews for fuel access and allowed crews to land wherever needed to rig and derig the Bambi Buckets so minimal time was spent taxiing, decreasing time away from the fight.

Several pilots volunteered to stand Squadron Duty Officer (SDO) and coordinate with outside entities to ensure the event flowed as smoothly as possible even though it meant removing themselves from the list of pilots available to fly in the operation. SCORE Crews stayed in spaces passing lessons learned and briefed TTPs for new crews to study and learn. This all-hands approach to completing the mission allowed for reduced turnaround time of aircraft and crews and maximized time on station to fight the fires.

Simply put, HSC was all in with BHR.

A helicopter from Helicopter Sea Combat Squadron (HSC) 3 combats a fire aboard the amphibious assault ship USS Bonhomme Richard (LHD 6). U.S. Navy photo by Lt. Joseph Pfaff/Released.

On the following Wednesday, HSC-3 was seamlessly relieved of firefighting responsibilities

by HSC-23 and HSC-14 which had surged their own operational capacities to meet the call. The squadron transitioned back to our production efforts, returning to a training flight schedule creating replacement pilots and aircrew for the Fleet. The success of this mission was the result of years of training dedicated to honing our craft and by practicing time critical decision making across all facets and levels of the command. In what can only be described as a once in a career scenario, old CRM adages of nimble adaptability and flexibility rendered a highly effective Naval Aviation platform and solution. In this previously unconceived problem set, Rotary Wing versatility proved to be our finest strength!

• • • • • • • •

The Numbers 26 Flight Crews, 9 Maintenance Shifts, and 8 SDOs stood Firefighting Duty 100% Sortie Rate 57 Hours and 15 Minutes of Continuous Flight Operations 110.9 Flight Hours Executed 1,649 Bambi Bucket Drops 545,076 Gallons of Water Lifted 4,687,654 Pounds Dropped 65 Simulator and Training Flight Events flown concurrently during Firefighting Ops

Naval Aircrewman (Helicopter) 1st Class Jeremy Phillips, assigned to the Merlins of Helicopter Sea Combat Squadron (HSC) 3, deploys a Bambi Bucket in an MH-60S Seahawk Helicopter to provide aerial firefighting support to Wasp-class amphibious assault ship USS Bonhomme Richard (LHD 6).U.S. Navy photo by Mass Communication Specialist 1st Class Patrick W. Menah Jr.

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Focus - Should I Stay or Should I Go?

T

he genesis for the focus of the Summer Issue came from our Editorial Staff. They wanted to provide a powerful leave-behind for membership, for all of those who are pursuing either follow on orders or contemplating a transition to civilian life.

This is about paying it forward, creating more informed decision-making, and stimulating active mentorship across the Rotary Force.

Each individual perspective offers unique insight, a mentoring contact, and an opportunity to explore what to do next? It is your career and future. We encourage you to reach out to the authors. Knowledge gives you more choice.

The table of contents showcases an array of different perspectives from a wide variety of individuals who have moved well beyond their initial sea tour to do great things – cutting their own trails both in and out of the Navy – to include the latest from PERS-43, FAO, Station SAR, FRS

IP, NPS, Shooter, Aerospace & Defense Industry, Base CO, FTS Transition & Command, EMS Pilot, Amphib Disassociated, Flag Aide, Non-Profit, FSEP, Type Wing Commander, FRS XO, Tours with Industry, and much more.

This collection of perspectives and experiences is intended to inform and enrich our members and create dialogue to address what we all wrestle with sooner or later … “Should I stay or should I go?”

We all join Naval Aviation to fly but at some point we all have to do something else along the way. An endstate that we are aiming for within the organization is to develop a robust and value added Mentoring Program available on demand by the end of the year to get to tis question!

Staying or Going - Table of Contents My Retention Calculus for Staying or Going

By CAPT Matt Schnappauf, USN ......................................................25 Aviation Distribution Division (PERS-43) Update

By LT Natalya “Winnie” Cooper, USN .............................................26 Navy Announces New Mid-Career Officer Graduate Education Opportunity

By MC1 Mark D. Faram, OPNAV N7 Public Affairs .......................27 Forge Your Own Path

By CAPT Tim “Lucky” Kinsella, USN ................................................28 From Cherubs to Orbits and Back Again.: A Rotary Wing Naval Aviator’s Journey, One Small Step at a Time

By CAPT J.T. Elder, USN (Ret.)..........................................................29 Why I Stayed Navy

By CAPT Shawn Bailey, USN .............................................................32 Should I Stay or Should I Go?

By AWR1(NAC/AW/SW) Broc “Jolo” Fournier, USN .............33 Testing for the Future

By LT James Stranges, USN ................................................................35 Confessions of a Very Lucky Romeo Guy

By CAPT Andy “BIG TUNA” Berner, USN ....................................36 My Pump as a Flag Aide

By LCDR Kevin “Moto” Bell, USN ....................................................38 Trading a Cockpit for a Cubicle – Lessons Learned from My Fellowship in Tech

By CDR Ryan"Gassy" Hayes, USN.....................................................39 My Shore Tour as a SAR Dog

By LT John “Simple Jack” Sturgill, USN ............................................41 A Strange Turn of Events: My Disassociated Sea Tour

By LCDR Joshua “Bilbo” DuFore, USN ...........................................42 Life as a Theodore Roosevelt Shooter

By LT Ruben "Shank" Tapia, USN........................................................43 From Nuke Machinist Mate to Dusty Dog Operations Officer

By LCDR Brandon “Brawndo” Oswald, USN..................................44 A Disassociated Sea Tour: Thumbs Up

By LT Ian Thamm, USN ........................................................................46 Out from the Cockpit and into the World - A FAO Perspective

By CDR (Sel) Dan Stoica, USN ..........................................................48

Rotor Review #149 Summer '20

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Personnel Exchange Program (PEP) Perspective

By LT Trevor “Basstat” Dunn, USN / 725 Squadron, RAN.50 Current Commissioning Programs From the Naval Service Training Command ...................................56 Naval War College - Time Well Spent

By CDR Sam “Dealer” Wheeler, USN ..............................................57 Naval Postgraduate School: The Opportunity Cost of Choosing to Step out of the Cockpit

By LT Ryan Frebowitz, USN ...............................................................58 Paying For School Programs for Enlisted Sailors .............................................................59 Retention: My View Toward Full Time Support (FTS)

By CDR Lena Kaman, USN .................................................................60 Naval Reserve Helicopter Sea Combat Logistics

By LCDR John “Senator” Edwards, USN .........................................61 The Retention Tool Already in our Belt

By By AWR1 (NAC/AW) Calder L. Epes, USN ..............................63 An FRS Instructor Perspective from HSC-2

By LT Eli "Ham" Sinai, USN ................................................................64 Life as an FRS XO

By CDR Evan “Pooper” Young, USN .................................................65 The Clash Said It Best

By LTJG James “JGive” Givens, USN .................................................66 Civilian VERTREP Program

By LCDR Kevin Black, USN (Ret.) ....................................................68 Fly Coast Guard

By LT Jeff Mistrick, USCG.....................................................................70 Should I Stay, or Should I Go? The Commercial EMS Option

By CAPT Jim Hunter, USN (Ret.).......................................................72 A Road to Happiness

By Ronnie Fleming, AirEvac Lifeteams ..............................................74 Perspectives on a Post-Naval Career - How I Learned to Love Coffee and Networking

By CAPT Steve Jordon, USN (Ret.) .................................................76 My Navy Transition and Experience Working in Aerospace & Defense Industry

By CAPT Jon F. Berg-Johnsen, USN (Ret.) ......................................78

Things to Keep in Mind My Retention Calculus for Staying or Going

By CAPT Matt Schnappauf, USN

I

would like to begin by thanking NHA and Rotor Review Staff for providing a unique and valuable opportunity for our membership to share perspectives regarding their individual career paths and decision points. I particularly appreciated the exercise because it prompted me to reflect on my career and those who have impacted me along the way.

This article stimulated some great memories and reminded me how fortunate I am to have enjoyed a rewarding 24-year career with my wife of 21 years and three boys. Our journey included operational tours through major command and diverse staff assignments at U.S. Second Fleet, U.S. Pacific Command, U.S. Pacific Fleet, Navy Personnel Command, OPNAV Navy Staff, two tours in the Navy’s Office of Legislative Affairs, and a year-long Federal Executive Fellowship in Oxford, UK. To answer the specific question at hand, I believe the reason I stayed as long as I did is quite simple … at each decision point, my wife and I asked ourselves two questions: one, are we still having fun? and, two, am I being offered a good set of follow-on orders?

The second half of my equation considered whether or not a “good” set of follow-on orders were available and being offered. It is worth noting that “good” orders will have different meaning to different people. Regardless of differing perspectives, we have an opportunity to influence the outcome by focusing on our individual spheres of influence. Things we can affect within our personal spheres of influence include: the effort we expend in each assignment, mental attitude, our contribution to the organization in the service of others, and the next set of orders we seek. When negotiating orders, we are required to balance needs of the Navy, professional goals, and personal desires. Over time, I have found satisfaction in helping people make informed decisions that consider a risk analysis of the different options and potential outcomes.

As career decisions are highly personal, I generally attempt to avoid making absolute recommendations, but rather, aim to help facilitate an individual’s own informed decision by providing an outsider’s perspective they may find useful. I believe individuals are less inclined to have regrets when they make unemotional, fully informed decisions.

The Merriam-Webster Dictionary defines fun as “what provides amusement or enjoyment.” In this context, there is value in exploring the concept of enjoyment. I believe enjoyment, or “fun,” in a job equates to an experience that is both professionally challenging and personally rewarding.

Jobs that provide opportunities to make positive contributions to the organization have always been “fun” to me. In most cases, these jobs require hard work and, at times, may force us to accept personal risk for the greater organizational good. A former Commanding Officer and mentor of mine once told me that challenges are opportunities … I have found great truth in this statement and believe individuals who are willing to work hard, roll up their sleeves and get their hands dirty are best positioned to fully seize opportunities when presented.

Additionally, I found jobs that provided opportunities to help others achieve their goals to be particularly satisfying and, therefore, “fun.” This has been true throughout my career. As a Division Officer, I enjoyed helping young enlisted personnel study for advancement exams; as a Department Head, I took pride in writing awards and evaluations; as a Commanding Officer, I appreciated the opportunity to mentor the Chief ’s Mess and Department Head cadre while in command at sea; as a Type Wing Commander, I felt privileged to assist some of our best enlisted personnel pursue officer programs, and while leading Commanding Officers, I influenced the future of our community as a member of multiple selection boards.

This approach worked for me in navigating a 24-year career that presented many unique opportunities and, I can honestly say, includes no regrets. I most recently asked the two questions “am I having fun" and "am I being offered a good set of orders” when considering my current assignment and will undoubtedly do it again at my next decision point.

It is probably worth noting that, while the aggregate equation remains constant, influencing factors are likely to change over time. In other words, what is “fun” and what constitutes “a good set of orders” are shaped by key evolving considerations such as where we are in life, family priorities, job satisfaction and career goals. At some point, every one of us will make the decision to hang up our uniforms for an inevitable transition out of the Navy. I have found that consistently honest, informed, and unemotional assessments of my continually changing current position and ultimate desired end state have been invaluable in shaping my decisions to stay and, I am confident, will be equally valuable in deciding when it is time to go.

If anyone has questions or is looking to connect, please feel free to send me an e-mail at matt.schnappauf@google.com.

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Focus - Should I Stay or Should I Go? Things to Keep in Mind

Aviation Distribution Division (PERS-43) Update

By LT Natalya “Winnie” Cooper, USN

D

rotational career path. Selected PFIs are no longer eligible for Command consideration and will remain within Chief of Naval Air Training (CNATRA) production assignments until retirement, voluntary withdrawal from the PFI Program, or failure to meet PFI performance standards. Although the preponderance of selected PFIs are currently augmenting TACAIR production squadrons to offset inventory shortages, through the fourth iteration of PFI Boards in June 2020, eight helicopter pilots have also been selected for this program.

uring recent exit surveys, the Aviation Distribution Division (PERS-43) received feedback that some of the top reasons aviators depart naval service include lack of work-life balance, inadequate career flexibility/choice, and not enough flying/warfighting. Though not a top reason, money remains a significant factor in why aviators choose to leave.

These concerns mirror exit surveys from the early to mid2000s and have persisted despite the introduction of the Career Intermission Program (CIP) and Targeted Re-Entry Program (also known as the Gold/Silver Ticket Program) over the last decade. As a fresh approach to retention and in support of a burgeoning learning culture within Naval Aviation, the following initiatives have been implemented: expanded In-Residence Graduate Education opportunities, establishment of a Professional Flight Instructor Program, and redesigned Aviation Bonus and Flight Pay Programs to incentivize and reward performance.

Since Fiscal Year 2015, the Aviation Department Head Retention Bonus (ADHRB) take rate has generally declined as airline hires have increased. In FY18, the ADHRB and Aviation Incentive Pay (AvIP) programs were revised. Now, ADHRB eligibility is tied to O-4 selection and not just Minimum Service Requirement (MSR). Additionally, there is a monetary incentive for signing a DH contract and taking the bonus prior to the Aviation Department Head Screen Board. The early commitment bonus of five years is $5,000 per year more than later options (i.e. you get the full bonus amount). This early bonus is designed to generate a larger pool of committed aviators from which to select future DHs. After the DH Board has adjourned, a five- or three-year contract can be signed at $5,000 less per year than the full rate. The threeyear option gives more flexibility for those who may want to laterally transfer or resign after their DH tour, something that is not possible while on a five-year contract. In FY19, the ADHRB take rate increased slightly for the first time since FY15. So far in FY20, take rates for each community have been on par or slightly ahead of previous FYs.

In recent years, the Navy has re-emphasized the importance of not only graduate-level education, but in-residence programs as well. This re-emphasis was codified in NAVADMIN 263/18 which outlined a requirement for all officers commissioned in 2015 or later, to graduate from an In-Residence Graduate Education (IRGE) Program prior to assuming major command. For younger officers, this may seem like an eternity away, but it is critical that you understand all the available educational programs early in your career. Two of the major programs, the Political Military Master’s Program (Pol-Mil) and Fleet Scholars Education Program (FSEP), are IRGE opportunities that keep you competitive for aviation career milestones. For Pol-Mil, a board convenes every October to select officers for participation in either one- or two-year programs at various universities (contingent upon acceptance into those institutions). For FSEP, aviators compete annually amongst other aviators to attend an accredited U.S. graduate school for up to 24 months. Both Pol-Mil and FSEP generally fit best in an aviator’s career during their disassociated sea tour. For those looking to complete JPME Phase 1 and an accredited in-residence program, there are various War College opportunities that align well for post-department head (DH) or post-command officers. A future ALNAV will announce the establishment of another educational opportunity, the Low Residency Graduate Education Program (LGEP), which is designed to provide a flexible, Navy-funded option for officers with compressed career paths to earn graduate degrees that will fulfill major command and flag education eligibility requirements.

For AvIP (Flight Pay), the maximum monthly rate was increased from $840 per month to $1,000 per month for those who screen for aviation career milestones (DH, command, major command). Additionally, instead of waiting for the flight pay increase of $650 to $840 at 14 Years Aviation Service (YAS) or 14 years after starting primary, those who have screened for DH will see their flight pay increase to $1,000/month once they pass 10 YAS and will continue to see that monthly rate until 22 YAS as long as they continue to screen for the next career milestone. Additionally, an aviator is eligible to receive continuous flight pay regardless of whether they are currently serving in DIFOPS (flying) orders. However, an aviator must remain designated as a 131X/132X/151X, maintain a current annual flight physical, and satisfactorily progress through their flight gates. Many aviators do not learn about flight gates until they fail one and their flight pay stops, so here is a quick overview:

Some aviators have expressed the desire to continue in aviation as a flight instructor. In response to this feedback, the Professional Flight Instructor (PFI) Program was established.

This program provides naval aviators the opportunity to continue serving aviation as a PFI beyond their DH milestone as an alternative to the traditional Naval Aviation sea/shore Rotor Review #149 Summer '20

• Months of Operational Flying (MOF) is only accrued while on flying orders • From 0-12 YAS, there is no minimum MOF requirement • By 12 YAS, you need at least 96 MOF to pass the 12-year gate 26

Things to Keep in Mind This year, we will be launching the MyNavy Coaching method that will begin to train our personnel to better selfassess, give and receive feedback, and continue developing through the year. These fundamentals are the critical first step to any solution we field to replace the current evaluation system.

o If you were on DIFDEN (non-flying) orders for more than 4 of those first 12 years, you will fail that 12-year gate.

Another good reason to take flying orders whenever you can!

• By 18 YAS, you must accumulate at least 120 MOF o This extends your continuous flight pay to 22 YAS o If you reach your 18-year gate with 144 or more MOF, your continuous flight pay extends to 25 YAS

• At 25 YAS, continuous flight pay ends for ALL aviators While PERS-43 does not have direct control over all the If you lose your eligibility for continuous flight pay, you reasons why aviators choose to leave, we are committed to can request conditional flight pay, which requires you to pulling every manpower lever available to us to positively be on DIFOPS orders, fly an average of 4 hours per month, impact your quality of life, support your personal and and submit annual flight hour verification paperwork. professional development, and influence your decision to stay in the most exciting and adventurous career field in the Finally, many of you have expressed interest in a new system world. If you have any suggestions for how we can improve, that transitions the Periodic/Change of Command FITREP we are always open to fleet feedback and remain dedicated to to an annual appraisal system. Performance Evaluation serve Naval Aviation. Fly Navy!

Transformation and Talent Management (PET-TM) improvements for the Navy remain a priority and multiple programs are underway to ensure that we continue to identify, https://www.facebook.com/PERS-43-Aviation-Officerdifferentiate, and promote our talented personnel. A phased Assignments-121714398816/ approach to implementing changes into our normal evaluation and talent management program is being evaluated right now. gh

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Navy Announces New Mid-Career Officer Graduate Education Opportunity

By MC1 Mark D. Faram, OPNAV N7 Public Affairs he Navy is now calling for applications to a new officers will remain at their duty stations and complete most graduate education program to be piloted this fall, with course work online or via telephone. Residency requirements 80 officers expected to start low-residency opportunities are met through funded, monthly trips to campus. offered by up to eight partner schools.

The lineup of degree programs range in length from 10 to The Low-Residency Graduate Education Program (LGEP) 24 months. Current partner institutions are Old Dominion is designed to provide due-course naval officers in paygrades University, the College of William and Mary, American O-2 to O-5 the chance to get a Navy-funded graduate University, Johns Hopkins University, UCLA, UCSD, degree in one of three disciplines -- strategy, management or University of Washington, and the Naval Postgraduate School. international relations.

In return for the service-funded education, selected officers agree to a continued service obligation of three years, which The pilot program was announced last week in Naval is served concurrently with any other service obligations they Administrative Message (NAVADMIN) 204/20, which have. requests that applications be submitted by August 2.

The obligation, which is incurred whether or not the officer “This initiative is the product of close collaboration between completes the degree, starts either on the date of program the Chief Learning Officer (CLO), N7, and the warfare completion or, should the officer not complete the degree, communities,” said VADM Stuart Munsch, former Deputy the date of withdrawal from the program. This year's program Chief of Naval Operations for Warfighting Development is a test of concept, designed to gauge the effectiveness of and service-lead for naval education, whose office helped to low-residency education delivery models in netting officers champion the new program. “Once implemented, LGEP will required graduation education while also meeting the needs give officers with compressed career paths an opportunity to of the Navy for strategy-minded warriors.. pursue a graduate degree that fulfills education requirements for promotion and milestone screening and contributes directly Details on how to apply as well as Navy points of contact to Navy warfighting advantage.”The idea is to give officers on can be found in NAVADMIN 204/20 compressed career paths a flexible, Navy-funded option to earn https://www.public.navy.mil/bupers-npc/reference/ graduate degrees which meet the O-7 promotion eligibility messages/Documents/NAVADMINS/NAV2020/ education requirement. Each program is designed to be NAV20204.txt completed during a shore-duty tour. This means that selected

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Focus - Should I Stay or Should I Go? Things to Keep in Mind Forge Your Own Path

By CAPT Tim “Lucky” Kinsella, USN

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obody knows what is best for you better than yourself.

I have never asked for, nor taken, advice from anyone on what is best for me, my family, or my career. That is not to say that I have all the answers; rather it is an admission that what may have worked for someone else will not necessarily work for me. There comes a time in every Naval Aviator’s career when we must decide whether it is time to hang up our boots and move on to new pastures. It is as inevitable as death and taxes, and every senior Naval Officer has contemplated this decision multiple times over their careers. Each of us is different, and we all have our different pressure points, wants, needs, and aspirations. I cannot tell you what will work for you, only what has worked for me.

Negotiating orders, for me, has always been about the intersection of professional and personal fulfillment. From the earliest days of my career, I made a promise to myself that I would not do “career gymnastics” just for the outside chance of selection to a certain rank or career milestone (I know, easy for me to say now, on my second command tour!). When I eventually wave goodbye to the Navy, I want to do it with no regrets - that I could look back on a career that was fulfilling and fun. Which brings me to my first point - The Navy owes you nothing. If you decide to take another set of orders, you are doing it because you want to, and you should do it with an open heart and mind, not only because you think it is going to pan out into some career milestone. Take those hard jobs because they are rewarding and educational, not because you think they will make you a skipper.

Following my first flying tour, I took orders to Washington, D.C. instead of the usual route to the FRS. I wanted to see how “big Navy” worked, and the idea of living in D.C. was exciting to me. Besides, my future wife lived there too! I was sure this would be it for me, and D.C. would also offer plenty of opportunity to network for future civilian employment.

I worked for SECNAV for a while, met lots of interesting people, and learned a ton about how the “sausage” was made inside the beltway. Then, everything changed when I took a job as Flag Aide to the Director, Air Warfare in OPNAV N98 (N78 back then). “The Ranch,” as it is known, is filled with highly talented officers, each of them number one post-department heads, post-command O-5s, post-major command O-6s, usually a flag-select or two, and headed up by a two-star. Being around these aviators, all at the top of their game, gave me a whole new perspective on Naval Aviation. Before then, I felt that I had blinders on, concerned only with what was right in front of me. I was an H-46 pilot, bred in the blue-collar world of HC, where we took pride in VERTREP excellence the same way a welder takes pride in a good seam, or a carpenter in a tight-fitting dovetail joint.

I loved being a “46 Driver,” but when I got to the Ranch, I quickly understood that the Navy is much more - that there Rotor Review #149 Summer '20

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Helicopter pilot LT Tim Kinsella helped save the crew of the fishing boat Ji Moon Chun 21 off the coast of Guam. Photo

by Eugene Tanner, The Honolulu Advertiser September 3, 2001

was a whole lot more out there to challenge me, and a whole lot more to learn. My second point - Open your mind and your heart to new possibilities. The career satisfaction you seek may be there for the taking, you just have to commit yourself to it. A career without commitment will quickly become a wasteland of missed opportunities.

A couple of months into my tour at the Ranch I had made up my mind. Up until this point, I had looked at the Navy as a stepping stone, a vehicle to get me somewhere else. Now, I set my sights firmly on making it a career. I sought out orders that would challenge me, yet keep my career on due course, and so set my sights firmly on becoming an Assistant Navigator (ANAV) on a carrier. I knew no more about carrier operations than I did about how to drive an M-1 Abrams Tank, but it was new to me, it was exciting, and it was the epicenter of Naval Aviation. My ANAV tour became the foundation of everything that followed in my career. I like to think that I matured from a Naval Aviator who also happened to be a Naval Officer, into a Naval Officer who also happened to be a Naval Aviator. Which brings me to my third point - Get outside your comfort zone. Challenge yourself in an unfamiliar environment. You will never grow and test yourself if you remain in the same environment that you have already mastered. Look outside the boundaries of your community and your paradigms and seek out new challenges for personal growth.

The next time I was at a career crossroads was after O-5 command as a squadron CO. I was not excited about what the Navy had to offer me. I felt I had accomplished everything I had wanted, and after the pure joy of being a squadron skipper, I did not think the Navy could top it. I struggled with it for a few months, but then decided to take orders to Europe to work with NATO. It was right for the family, and it was a new professional challenge in unfamiliar

Things to Keep in Mind territory. While there I screened for major command and was consequently selected to be where I am now, as Commanding Officer of the Cradle of Naval Aviation. I have been in this job for 18 months now, and it has been a rollercoaster of a ride. I have been challenged in ways I never dreamed of, I have been able to positively impact more people, both in and out of uniform, than I ever thought possible, and I have been privileged to be an advocate for our military families in the wider community and help enact meaningful change to their quality of life. We have been through some tough times here at NAS Pensacola, to be sure, but I would not have wanted to be anywhere else. I have heard lots of senior officers say that their squadron CO tour was the best of their career but comparing this to my squadron command experience is apples and oranges. Major command offers its own set of unique challenges and rewards, and while I have found the problems to be significantly greater, I have also found the subsequent rewards to be greater. Which brings me to my fourth and final point - Forge your own path! Do not allow other people to sway you with nonsense stories about how difficult or miserable a job is. I was told countless times that going to DC, being an ANAV, and working at CJCS were all miserable jobs that would suck the life out of me, not to mention how going to Europe would be a career killer. I sought these jobs because they were right for me, and none of them disappointed. Were they hard jobs with long hours?

Sure, they were (except the NATO gig, of course!), but if you joined the Navy just so you could have short hours and an easy life, then either somebody sold you a bag of lies, or you went into the wrong recruiting office. The Navy needs independent thinkers with character, toughness, resiliency, gh

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Commanding Officer CAPT Timothy F. Kinsella Jr. speaks at a press conference following a shooting on the Pensacola Naval Air Base on December 6, 2019 in Pensacola, Florida.

Photo by Josh Brasted / Getty Images)

and compassion. We need officers to stay in, not because they are afraid to get out, but because they love this life and they love the people who choose to serve alongside them. As I like to say, we may be in the warfighting profession, but we are in the PEOPLE business. And I cannot imagine my life in any other business than this.

If anyone has questions or is looking to connect, please feel free to send me an e-mail at tim.kinsella@navy.mil.

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From Cherubs to Orbits and Back Again.

A Rotary Wing Naval Aviator’s Journey, One Small Step at a Time

By CAPT J.T. Elder, USN (Ret.)

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*A*S*H", "Midway", "In Harm’s Way", "The Bridges of Toko Ri", "Kelly’s Heroes", "The Final Countdown", and "Top Gun". The sum of my pre-Navy knowledge about the military came from watching those movies and TV shows. My Dad provided me with my love of flying as well as my private pilot certificate and instrument rating. I had achieved success at most things I tried, I figured I might as well try the hardest thing out there. I reported to AOCS as green as they come, but with a sense of drive and desire to complete tasks.

At AOCS, after day one with my drill instructor, I recall lying exhausted in my rack at night and thinking, “I have to finish this now, otherwise why did I put up with today?” Or, as the SEALs say, “easy day.” Little did I know that stood for, “the only easy day was yesterday.”

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Focus - Should I Stay or Should I Go? Things to Keep in Mind Fast forward to Primary Flight Training. I made jet grades, however, in my selection week jet slots were scarcer than atheists in a fox hole in a fire fight.

I recall looking across at South Whiting Field during Primary with the thought, “I do not know how helicopters fly, nor do I know how to fly one, but I do know how to find out.” So, down, right, idle turn I went. All I can say is that the HTs were better than any E-ticket ride at Disney. I was born to hover.

With my freshly minted “wings of gold” attached firmly to my chest, I was off to the HS world of dipping sonars, rescue swimmers, and landing helicopters on goggles at night in places you would pucker at during the day.

Courtesy of the HS-9 Sea Griffins and the HS-12 Wyverns, I saw: Nice, France; Naples, Italy; Majorca, Spain; Darwin, Australia; Hong Kong, China; Dubai, UAE; and Starboard Delta … lots and lots of Starboard D. The H-3 Sea King was a mighty bird to fly.

Being an AOCS Grad with a Reserve Commission, I nearly got the “big cut” back in the mid-1990s during the RIF (Reduction in Force). I managed to stay in by the skin of my teeth and decided I needed to be much more educated in case it ever happened again.

Off I went to the Naval Postgraduate School to get smarter in Astronautical Engineering and Applied Physics. Big Navy struggles with assigning value to NPS. As a graduate, I can attest that the knowledge instilled in me there set me apart from my peers when it came to understanding weapon systems and the technology needed to develop, deploy, and operate such systems. Also, NPS is the greatest retention incentive in the Navy. Where else do you get paid a fulltime professional salary to go to graduate school? It was the most memorable two years, nine months, three days, 12 hours, 36 minutes, and 45 seconds of my career, but who is counting?

In the Navy, no good deal goes unpunished.

I was off to USS Trenton (LPD-14) for my amphibious disassociated sea tour as Air Boss.

Rotor Review #149 Summer '20

From being a minnow in the sea of a supercarrier, I was not expecting, nor aware, I would be a whale in the fishbowl of a small boy amphib ship.

I was clueless that as a senior LT, I would be one of the four HS-7 Det on USS Harry Truman or five most senior officers on board the ship as the Let me state this now: the AEDO Air Department Head. It is good work Community does not recruit. There is if you can get it, but you must have a no need to recruit to attract top talent. thick skin. For my Fleet OOD Qual, Those in Naval Aviation with technical I stood a few more bridge watches than degrees know the AEDO Community my peers conning a carrier alongside exists purely from paying attention during an unrep. Every day underway, to detail during their careers. Nor I was part of the regular bridge watch are AEDOs a threat to the talent pool rotation. “Deck, OOD, prepare to of Naval Aviation as they have been weigh anchor.” accused. A community of 310 officers from the most junior LT to the most After being informed I had a senior VADM are not a threat to the successful disassociated sea tour, it was collective 10,000 or so Naval Aviator off to be one of, if not, THE last guy to and Naval Flight Officer Communities. transition from the H-3 Sea King to the Top talent is attracted to the AEDO H-60 Seahawk. For the unaware, that Community simply because they love was like transitioning from the family difficult technical challenges and want minivan to a Corvette. “What do you to test themselves against “the hard” mean we’re too heavy to dip?” The … as if Naval Aviation was not hard younger generation of helo aviators have enough. no idea how good they have it. In the Seahawk, there are gobs and gobs of So I was off to Pax River and NAVAIR collective to pull when needed. In the I went to begin my career in the land of Sea King, not so much. Hawking Nr acquisition. First stop, Aviation Launch was primary scan in The King. and Recovery Equipment (PMA-251) with NAVAIR legends such as Modest Taking the left turn at Albuquerque. In “Zach” Zacharczenko, undisputed king the waning days of my HS Department of all things catapult. I worked closely Head tour as Maintenance Officer, I with our counterparts at NAVSEA to had to take a hard look in the mirror bring USS Makin Island (LHD-8) to and consider my future. Do I play the life. I also learned the backstory on odds of making operational CO, or do EMALS. Buy me a frosty cold beverage I pursue a technical path and apply to sometime and I might say more. become an Aerospace Engineering Duty Officer (AEDO)? “Skipper, I’ve got Thanks to a couple of above average a deal for you.” I will willingly accept grades in networking at NPS, the the number 2 DH ticket, but I want National Reconnaissance Office came your operational CO and TPS graduate calling when I was due to roll out endorsement to become an AEDO. of NAVAIR. Off to Chantilly, VA, where blue badges, the Intelligence 30

Things to Keep in Mind Community, and some very cool technology reside. While there are great opportunities there for “lookin’ at stuff” and “listenin’ to things,” I worked strategic communications and moving some big data streams around the world.

In today’s world, networks enable everything. No network, no capability.

I do not care how cool you collect it, if it does not talk to the network, it is useless.

I had several fantastic opportunities building networks, some terrestrial, some in other environments. I can report that it is immensely satisfying to help putting big shiny objects high above the Earth and knowing that the USA is on watch 24/7/365.

4E665. To a senior Navy acquisition professional, that address is legendary.

To the rest, that is where the Assistant Secretary of the Navy for Research, Development, and Acquisition resides in the Pentagon. It is also where I entered the shark tank. By this point, I was a senior Commander acquisition professional who had promotion board recorder experience. I knew my

"There I was, three loops on my shoulder schlepping coffee." performance record and that I had all that I needed for a successful selection to Captain. Serving as an E-Ring ballerina to a VADM could at best be a neutral experience, and at worst snatch defeat from the jaws of victory. Yet there I was, three loops on my shoulder schlepping coffee. However, it also provided me an opportunity to see the insightful inner workings of the pinnacle of acquisition.

What I learned is that if you are a PM worth your salt and your program is on track for success, you will NOT be called into see ASN-RDA for a program review. If otherwise, standby for the call.

Back to NRO for one last dose of cool technology. This time I had the pleasure of putting small things that do not exist into places they are not located to do things that do not happen.

How would you like a free look at retirement? I could write a novel on my Secretary of Defense Corporate Fellowship Program (SDCFP) experience. In fact, Secretary Stackley accused me of just that in my outbrief report to him. The SDCFP is a great opportunity to see how industry works in comparison to how the DoD acquisition process works. The partnership between the two is essential.

However, the way each side achieves their function is necessarily different.

Back to NAVAIR as the Military Director for the Cost and Analysis Department. I must admit, as a Naval Aviator, I was lied to and told that NATOPS was a safety program. It is not, it is a waste reduction effort based on lean principles that the Navy developed at the same time Toyota developed the Toyota Production System. The Cost Department delves into the enormous quantity of data that NAVAIR collects from across all its contracts to root out wasteful processes and spending as well as report on program performance. You can learn a lot by diving into program performance data. Hanging on a wall there is a non-descript, framed, hand drawn, spreadsheet from around 1943.

It shows the Navy aircraft procurement for ’43, ’44, and ’45. At the end years of WWII, the Navy was planning to procure approximately 3,600 aircraft PER MONTH. From those days of plenty, and through remarkably high mishap rates in the 1950s was born NATOPS and the Naval Aviation Maintenance Plan. Both were the beginning of today’s low mishap rates.

I finally achieved escape velocity from the D.C. Beltway, the I-95 Corridor, and the East Coast by being selected as Commanding Officer of Naval Surface Warfare Center, Crane Division, in South Central Indiana. One of the many things I learned in the E-Ring of the Pentagon was that there are a chosen few 2% who become Flag Officers and I was not going to be one of them. As a result, I chose to pursue an opportunity afforded to only a few Engineering Duty Officers, much less an AEDO. I

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applied to and was selected to become the CO of NSWC Crane. Of the eight Surface Warfare Centers, only one is of interest to a Rotary Wing AEDO and that is Crane. I could easily argue that as CO of NSWC Crane, I had as much influence over Rotary Wing Naval Aviation as any Helo PMA at NAVAIR. For NSWC Crane is who NAVAIR turns to for guns, goggles, FLIR turrets, disco balls, flares, and more for all of Naval Aviation. NAVAIR procures the helicopters; NSWC Crane equips them for the tactical missions.

That easily could have been the end of my story. However, from Crane I shifted my colors to civilian attire and was hired into the National GeospatialIntelligence Agency (NGA) as a Defense Intelligence Senior Executive Service (DISES) Officer. Remember all that big data I was handling in the NRO? Well, it turns out NGA is the primary customer that turns the “lookin’ at stuff” data into useful information for the DoD and the rest of the free world. There is not an airplane that takes off, a ship that leaves port, a truck that leaves its terminal, and many other industries that do what they do without NGA Earth Measurement Data. That fancy digital electronic flight bag our newest Naval Aviators are carrying is fully enabled by NGA data on NGA aeronautical apps. The NGA motto is “Know the Earth… Show the Way… Understand the World.” Here I am, post-Navy using the totality of my Naval Aviation knowledge, my NRO Space and Network experience, my NAVAIR Cost and Analysis thinking, and my CO, NSWC Crane leadership experience solving future aerospace problems and enabling improved network solutions and connectivity.

Who would of thunk it?

A career in the Navy is full of rich experiences. Do you have the courage it takes to seek a variety of experiences across the Navy enterprise to keep the work interesting?

If anyone has questions or is looking to connect, please feel free to send me an e-mail at seahawkav8r@gmail.com. www.navalhelicopterassn.org

Focus - Should I Stay or Should I Go? Things to Keep in Mind Why I Stayed Navy

By CAPT Shawn Bailey, USN

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joined the Navy 25 years ago to serve my country, see the world, and make a difference. I wanted to be a Naval Aviator. I wanted to fly helicopters. I thought I would do that for eight to nine years and then move on to accomplish another dream. What I discovered on my first tour and every subsequent tour was that the difference I could make in the lives of others, and the quality of my contribution, in terms of impact, were far greater than I ever imagined.

When I arrived at my first squadron, HC-5, on Guam, I discovered a culture like no other I had experienced before. I met people who would be my brothers and sisters for life. The experiences and hardships we shared, placing our lives in each other’s hands, built bonds like no other. These bonds are hard for others who have not had the experience to understand.

I also discovered that I was capable of much more than I thought possible. To be sure, I had gripes about the Navy when I was a JO. I am an idealist to start. The Navy does not

"When asked to fill out an NAE Survey on the 10 reasons why I would stay in the Navy, I responded with 20 reasons why I would get out!" really do “ideal.” When asked to fill out an NAE Survey on the 10 reasons why I would stay in the Navy, I responded with 20 reasons why I would get out! However, I did listen to the older officers and the chiefs who had more time and experience in the Navy. They pointed out several things that I had not fully considered about this profession. I let my perspective be challenged and ultimately informed. I also listened carefully to my Sailors in the divisions I led. They often provided unsolicited, insightful daily observations that allowed me to understand more fully what I was doing in the Navy as a Naval Officer. While I was striving to be a good leader to serve and influence my Sailors, they were simultaneously influencing me in some incredible ways. I began to see things from other perspectives: those of the Navy, my Sailors, and my country. I started to see what I do is more than a profession. It is more of a calling, and people are a huge part of my mission.

Ultimately, as I finished each tour approaching my MSR and DH Board, I realized with some reflection the powerful difference I was making in the lives of those with whom I served. I also saw the difference they were making in my life.

I was not thinking about command or the next rank, that was not my objective. I wanted to keep making a difference. Being on a team that looks after each other and excels is an amazing experience. Contributing to that is incredibly rewarding.

There is nothing better than helping other people achieve their maximum potential and seeing them do it. That contribution goes well beyond you. It outlives you. My tour as a DH was likely the most pivotal. It was extremely challenging in so many ways I would have never imagined, but the positive Rotor Review #149 Summer '20

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impact I made on Sailors was clear, and that accomplishment was especially important to me. I began to understand the real impact of my contribution. I could see that it was valued by the organization and that it could be profound.

Now, you can absolutely find these attributes in other jobs. There are many ways to serve your country, many ways to make a difference for others, and make a high-quality contribution. But I find the Navy to be unique because of the scope of who has this opportunity. The truth is, even the most junior personnel are afforded this opportunity in the Navy. We all have a sphere of influence and it is always active. It may change in size with the position you hold, but it never goes away. Navy culture challenges you to exercise your sphere of influence to develop the people around you, build the team, and set the conditions of success for others. As a squadron CO, I have had the experience of being motivated by the attitude and action of an ADAN. I have been inspired by an Airman working in the Geedunk. As an Air Boss, I have been awed by the total commitment of an ABH3. My point is that wherever you are in the Navy, whatever your position, you can inspire others up and down the chain of command.

The Navy gives everyone the opportunity for meaningful service and the chance to enable others to achieve their best, which transcends your time in the Navy and really is priceless.

I stayed in the Navy because I wanted to make a difference for people everywhere. What has driven me is knowing that my contribution is valued, the quality of it is high, and that I am positively impacting others. For me, being a member of a team that excels together and seeing people achieve their best is the greatest reward for my work and is why I stayed Navy!

If anyone has questions or is looking to connect, please feel free to send me an e-mail at sbailey880@aol.com.

Things to Keep in Mind Should I Stay Or Should I Go?

By AWR1(NAC/AW/SW) Broc “Jolo” Fournier, USN HSM-75 Wolfpack

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making lifelong friendships will always set the bar high for other Aircrew shops throughout the Navy to attempt to achieve.

W o r k i n g alongside motivated individuals at such an early stage in my career initially made me to decide “I Will Stay”.

wo basic questions with two difficult decisions. After both of my re-enlistments, I’ve asked myself these same questions usually ending up with, “What have I just done?" or "What an idiot!”. Granted I’ve only been in the Navy for 11 years, but I’m still driven with more tasks out there are for me to achieve during this journey. My reasons for staying in is as follows: Opportunities, Coordination, Challenging Circumstances, and Family.

Back in November of 2008, I found myself at the Long Beach Recruiting Station. My pregnant girlfriend and I were scared of this decision and fearful of the unknown. I finished my PST initially for Navy Diver and once I was ready to sign my contract, the recruiter at MEPS stated, “Great! Once this contract is signed, you’ll be shipping out November 2009.”

I quickly replied, "I can’t leave then, I have to leave as soon as possible, I have a kid on the way.” After the recruiter sent me out of his office, he came back with, “Since you already passed the PST, do you wanna become a SEAL?” My quick response was “NOPE." Then, he shuffled through some papers and asked, “How about, do you want to jump out helicopters and shoot guns?” I instantly responded “Hell Yeah! Where do I sign?” Little did I know that this would start the reoccurrence of the infamous question, should I stay or should I go? Fast forward after Boot Camp and Naval Aircrew Candidate School (NACCS) in Pensacola, FL, right after my graduation of Aviation Rescue Swimmer School (HOOYAH 0918!), when AWSC Brusby split our class in half and said, “You four are going Sierra and you four are going Romeo.” Keep in mind the only thing we really knew about the differences between the two schools at that time was that our upcoming Romeo A-School was twice as long and mostly covered underwater acoustics and basic aircraft sensor characteristics. After A-School and my HSL-40 FRS pipeline completion, my first sea-duty squadron was the World Famous Vipers of HSL-48.

After leaving Mayport, Florida in a van with my wife and our 3 boys, we were excited about the opportunity of being closer to home in San Diego. Little did I know that taking orders to HSM Weapons School Pacific Fleet (HSMWSP) was again, nothing like I had ever experienced before. Once arriving in Fallon, my initial experience with NAWDC during my Seahawk WTI Course (HOOYAH 01-16!) was awesome. The professionalism there and the friendships acquired continue to make an everlasting impression on me. Once earning The Patch, the circle of networking, coordination and conversations only got smaller with other individuals who chose to “Stay In” as well. When I returned to HSMWSP, I never expected to have such a connection with instructing HARP students and with all the squadrons assigned to COMHSMWINGPAC. Again, working with all the professionals there and other Weapon Schools, making improvements towards the student’s tactical proficiency solidified my decision of “I Will Stay."

The day-to-day challenges of being a HSM Aircrewmen today are more difficult than ever. Because of the technological advances, developing and updating tactics to meet the needs of Warfare Commanders, adversary system updates and the complexity of HSM integration within Career Strike Group Operations, our newest AWR3’s arriving to our Fleet squadrons need to know and understand that the learning will never stop.

There are so many facets to the HSM Community. Once you feel comfortable with one aspect, you now need to brush up on three others. There’s a constant juggling act for each AWR, which keeps reminding me that this is not a job. What we do here is too important to be a job. Being a sensor operator in the Carrier Strike Group environment is one of the most challenging duties required. The coordination within a Carrier and Air Wing, the flow of communication, information, and everyone doing their part is, as they say, Organized Chaos, Being put into a leadership position, taking charge of an Aircrew Shop from all aspects. Being the Front / Middle / Back while bringing the mission alive with the day-to-day is one of

This is where I would be introduced to a world unlike anything I’ve ever experienced before. I won’t go into detail as to the daily events that occurred there, but I can tell you that I and a few others had the opportunity and privilege of starting our Aircrew careers in the best damn aircrew shop throughout the world…bar none. Walking into that aircrew shop, you can’t help but notice the board. This wooden board covers an entire wall and is about 8 foot high by 15 feet wide, with big block letters across the top saying BROTHERHOOD. This board is covered with every HSL/HSM-48 Aircrewman’s name tag starting with Mr. Tom Rowley. Down each side of the board has two covers hanging along with their dog tags with the names: KAYE & EVANS above each one. This will always make an impression on me honoring all the Aircrewmen before me and showing how the Flight Suit Trust & Brotherhood is a real thing and I wouldn’t trade it for anything. The five years of memories and two deployments with the Vipers and 33

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Focus - Should I Stay or Should I Go? Re-enlisting now is an easy decision for me and my family so that our 4 boys can actually understand what firsthand sacrifices have been made for this country and so that they don’t have to join. The Navy has provided us the means to support our family of 6 and continues to open up doors for us to STAY NAVY, so with actually answering The Clash’s Mick Jones and Joe Strummer’s famous question, “I Will Stay”. If there are any questions, comments, please let me know via my personal email (brocfournier314@yahoo.com

the most rewarding challenges and it still today keeps me at “I Will Stay”. I’ve always been a proponent of teamwork (the Aircrew Community couldn’t survive without it) and I can’t think of a better example than during JFK’s inaugural address, “Ask not what your country can do for you-ask what you can do for your country,” which I know that each Rotor Brother AW will always meet me halfway even if our lives are on the line.

An Intro to Retention

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By AWS1(NAC/AW) Patrick M. Miller, USN

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t takes a special breed of Sailor to become an Aircrewman, and these skills are highly coveted throughout the Navy’s leadership – but does this translate into the men and women in the Fleet doing the job? Retention in the Navy is centered around the Sailors combined sense of duty and service, and the benefits can oftentimes pale in comparison to the decisions to transition into the civilian sector.

the mode of the day for connecting with my Sailors. This experience transformed my perspective of “Stay Navy” by excelling in the leadership required and with the opening of opportunities for me to expand my career. Ultimately, I was asked to return to Active Duty and was excited to do so. This positivity came from having accomplished a lot of “out of rate” work while in the SELRES. The knowledge, a reinforced sense of leadership, and opportunity for returning to flying actively projected me through the process of accessing back to the Active Duty component in 2013.

Retention in the Navy is always on a timer. The enlisted contract is ticking down every day and the needs of the Navy with replacement manning start nearly two years out with recruitment and training pipelines. This timer is also in the back of the minds of everyone, the prospect of choosing to stay Navy or move into the civilian sector becomes more pertinent as we approach our projected rotation dates and End of Active Obligated Service. Many factors lead into this decision, from qualifications, job satisfaction, personal goals, career placement, and command climate, and these can change from year to year as we progress through our career.

Many Sailors hinge these decisions whether to stay or go on acceptance and accomplishments, and often the decisions are made just prior to their PRD. The factors of accomplishments, feeling that the job they are doing is worth-while or recognition of the duties the Sailor does by their leadership reinforces their vested interest in staying. The opportunities Sailors have with orders, how they can choose career paths and duties which interest them – while often times are limited in the Aircrew rate due to special programs and manning requirements – affects others. Family matters make the choice for others such as a pregnant wife, the spouse’s career or school intentions, or a sick child. And of course, every Sailor is ever-watchful of advancement opportunities, which can be a whole Rotor Review issue on its own.

I started Active Duty in 2002. Naval Aircrewmen were originally rated in Aviation Maintenance rates, and in a typical squadron you would find Aircrew running the divisions throughout the hangar. As I approached instructor duty the Naval Aircrew rate was consolidated into AW first, then split further into AWS, AWR, AWF, AWV, and AWO. This process allowed for Aircrewmen to focus on the mission they flew. However, it impacted the retention effort as the ability for advancement dropped to less than 1% for several cycles. I even felt that squeeze specifically, as I was at the point to decide to leave and finish my school or stay in as a Second Class Petty Officer.

These factors for “Stay Navy” can lead to short-timer syndrome, where the focus is now shifted towards what the next step is versus being mindful of the here and now.

Leading Petty Officers and Chiefs see this in their Sailors that may be behind the curve for advancement, slow in career progression, or lacking in qualifications. The attentive nature will start to slip as their motivation wanes. The retention effort must be addressed withi the community at that point. The opportunities of positive advancement, career or personal goals, must be met. We have tools to use in supporting the effort, and the best tool is simply our people.

My career transformed from the goals I originally came into the Navy within a myriad of ways. My family expanded, original goals for personal and career growth changed, and our extended family’s needs grew as well. I selected near the end of my instructor tour to transition into the SELRES, and the factors lined up well with my Projected Rotation Date and the needs of our family. The side benefit of this comes with a difference in community and leadership opportunities. The SELRES offered me leadership roles with Naval Operational Support Center, (NOSC), Salt Lake City supporting the USS Frank Cable. Being the only aviation rate of nearly 900 Sailors, in the NOSC, flexibility and adaptability was Rotor Review #149 Summer '20

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Helicopter Sea Combat Squadron Two is known as the “First and Finest."This applies to the Aircrew rate as well as the pilots. The positive leadership that we have and our focused efforts into ensuring that our Sailors are recognized, motivated, and have the opportunities they need prevents us from losing great Sailors and being the Navy’s weakest link.

Any questions please email me at Patrick.M.Miller1@navy. mil

A Shore Tour Testing for the Future

By LT James Stranges, USN

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re you looking for a fun and easy shore tour as a payback for the hard work you put in during your JO sea tour? If you are interested in the easy shore tour, then Test Pilot School (TPS) and the follow-on developmental test tour are not for you. However, if you are looking for a challenging experience, a once-in-a-lifetime opportunity to fly a variety of aircraft, and work with a talented group of military aviators and civilian engineers then do I have a deal for you! USNTPS and developmental test squadrons provide all the above, and all you will have to do in return is write a couple tons of reports. The following account contains the observations and views of one TPS graduate and do not represent those of USNTPS or UX-24.

TPS was by far one of the most rewarding and challenging experiences of my life (so far). The course is divided into three syllabi: the fixed wing syllabus, rotary wing syllabus, and systems syllabus. It is well accepted by TPS graduates that the rotary wing syllabus is the most difficult of the three. Each TPS class is comprised of students with varying backgrounds from the Navy and Marine Corps, Army, Air Force, and several civilian and foreign students. My class had 12 students taking the rotary wing syllabus. Prior to starting the course, we completed a four week course to become qualified in the UH-72 Lakota and the UH-60L Blackhawk. It was during this training that the firehose of information was turned on and we braced ourselves for the next year.

Prior to flight school, my understanding of test pilots mostly came from the movies. I knew them as the Chuck Yeagers, Alan Shepards, Jim Lovells, and John Glenns. To me, it appeared you had to have a jet pilot pedigree. Obviously, I can now tell you firsthand that is not the case. I remember when one of my flight instructors in HTs told me he was applying for TPS. It finally clicked, someone must test the helicopters that we were flying, and those pilots were not jet pilots. With that seed planted in the back of my mind, I headed to the Fleet to fly the MH-60R in San Diego for my JO tour.

TPS graduates will tell you that each day of school is broken into three halves: one-half academics, one-half flying, and one-half writing reports. If you are any good at math, you will notice three half-days are crammed into one full-day; that is exactly what it feels like every day. The course teaches you the process of test planning, execution, and writing. You learn how to conduct tests safely, progressing from the known to the unknown in methodical manner, and reporting on your observations. We learned how to evaluate aircraft for their flying qualities, performance qualities, and systems. In 11 months, I flew 17 different aircraft from the T-38 Talon, to the AH-1Z Viper, to the S-55 Chickasaw, traveled to England and France, and wrote more papers than I can count. I cannot emphasize this enough - every “good-deal” flight was accompanied by a “good-deal” paper varying in length from two to 200 pages. For the capstone project, every student was assigned a unique aircraft they had never flown before and will likely never fly again, located somewhere in the world. I was assigned the NH-90 NFH Caïman, in Hyères, France. Over the course of six weeks, my three team members and I wrote a compressive test plan, completed approximately six hours of flight test, and individually produced a 150-200 page report.

I was assigned to HSM-35, the newest MH-60R squadron in the Navy at the time. This squadron also had the distinction of being the first manned and unmanned composite squadron in the Navy, which meant I would have the unique opportunity to become qualified in the MQ-8 Fire Scout, in addition to flying the MH-60R. Throughout my tour, I looked for experiences that would position me to apply to TPS. I gained as many qualifications and flew as many flight hours as I could along the way. Applicants to TPS are generally encouraged to have approximately 1,000 flight hours.

Completing TPS is just the beginning of the journey. The real work starts when you join your test squadron: in my case UX-24. As a JO, you are a project officer in the squadron and typically assigned multiple projects simultaneously. You work with several talented project engineers while applying what you learned in TPS, to plan, test, and report on the assigned

I was not accepted to TPS on my first application and had received orders to be a primary flight instructor. Just prior to departing my squadron and after having submitted my second application, I was accepted to USNTPS with follow-on orders to UX-24, the Navy’s first unmanned test squadron.

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Focus - Should I Stay or Should I Go? system. As a project officer, you can drastically impact the warfighting capabilities NAVAIR is delivering to the Fleet.

At UX-24, I have been the project officer for both series of MQ-8 Fire Scout. Unmanned test follows all the same principles of manned test, except for being in the aircraft. I have completed systems testing and reporting on new control station and air vehicle software. Additionally, I have conducted flying qualities and performance tests for the airframe outer mold-line changes, which was required to incorporate radar into the MQ8C. I have also been a project officer MQ-8B and MQ-8C spotted together on the flight deck of LCS 2, USS Independence, while and OIC for two dynamic interface conducting envelope expansion for both variants. The test detachment in June of 2019 shipboard test events with a 30-person marked the first time both series of Fire Scouts were embarked together. test detachment. As the OIC, I had the opportunity to lead a diverse group of Sailors, government civilians, and contractors to develop wind envelops for launch and recovery. My first detachment, onboard USS Independence (LCS 2), was the first ever MQ-8B and MQ-8C dual series detachment in the Navy. The second detachment was aboard Expeditionary Sea Base 4, the USS Hershel “Woody� Williams. This was the first time the Fire Scout had ever been operated from an ESB class ship. Together as a group of engineers, operators, and contractors, we overcame several challenges and hurdles during both detachments and completed the mission, delivering expanded capability to the Fleet.

TPS was arduous and demanding as well as rewarding and fun. You will make friendships that last a lifetime. But, TPS is only the tip of the iceberg. The real pay-out comes during your project officer tour. You will be given immense amounts of trust and responsibility that are not normally given to JOs. You will be a vital voice for the Fleet in the NAVAIR acquisition process, ensuring that the right capabilities are being developed and procured. It is truly an awesome responsibility!

If anyone has questions or is looking to connect, please feel free to send me an e-mail at jamesstranges@gmail.com.

The UX-24 Dynamic Interface Test Team Detachment onboard ESB 4, USS Hershel "Woody" Williams, completed the first ever launch and recovery of an MQ-8C from an ESB class ship, providing increased Fire Scout capability to the Fleet in March 2020.

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A Shore Tour Confessions of a Very Lucky Romeo Guy

By CAPT Andy “BIG TUNA” Berner, USN

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This job involves all the challenges that come with leading any diverse collection of incredible people. Sure, there are a few headaches, some long days, and some interesting problem solving. But what really separates this job from others is that I am also the Co-Chair of the Naval-NRO Coordination Group (the other NNCG Co-Chair is the “Great Tuntini,” a legend in both the helicopter and space communities). Our team trains the Navy to leverage NRO assets, and we work with the NRO to do great things for the Fleet. Exposed to the latest and greatest Space technologies, we also coordinate and collaborate with many different organizations across the Naval and Intelligence Communities.

unior officers always question whether it is worth it to stay in the Navy for a career. Here is an “old” guy's story to help you decide. When I finished up command of HSM73, I felt as though I was on top of the world. I loved every second of my Command tour. The men and women who I was privileged to lead were second to none. We completed an arduous ten-month deployment, the first in HSM-73’s history, with 310 Sailors, and 12 aircraft across five warships.

We earned several awards, but most importantly, we brought everyone back safely. Life was AWESOME. I was elated, but I must admit I was a bit sad, too, since several mentors told me that life in the Navy would never be better. Well, I guess I am one of the lucky ones, because my current O-6 Command is even more rewarding in many other ways. How I got this great opportunity, and what it is all about, is detailed below:

This job has opened my eyes to many things at much higher classification levels as we work hard to ensure that the Fleet is well positioned to leverage these capabilities both now and in the future. This has involved the cultivation of operational relationships in an extremely dynamic and important classified environment (just look at the advent of USSPACECOM and the Space Force). I work with dedicated, motivated, and intelligent professionals, and together we operationalize technology that I previously only dreamed even existed. I have become a member of the Space Cadre and am entirely sold on the importance of space assets during this time of great power competition.

After change of command, I reluctantly left flying and proceeded to the OPNAV Staff at the Pentagon. Fortunately, I managed to screen for Major Command, and was slated for MCMRON-7 in Japan. I was really thrilled to have screened, but Japan did not work well with my family situation. Yes, we had lived there previously and had loved it, but my family just could not make it work this time. I agonized over the decision, but I had to turn it down. I must admit, it was difficult to keep the positive mental attitude that had helped carry me through my career so far. I knew I had more to give, but I had also made a decision that would take me out of the running for many opportunities. Or, so I thought - because then something incredible happened …

From its inception in 1961 to its declassification to the public in 1992, out to the present, the NRO continues to work tirelessly to provide the best reconnaissance support possible to the Intelligence Community and Department of Defense (DoD). Together with other DoD satellites, NRO systems play a crucial role to provide global communications, precision navigation, early warning of missile launches and potential military aggression, signals intelligence, and near real-time imagery to U.S. forces in support of the war on terrorism and other continuing operations. NRO satellites also support civil customers in response to disaster relief and environmental research. It is a privilege to be a part of the NRO workforce as the Commander of the Navy Element. It has allowed me to achieve my career goals and to maintain family stability. Simply put - I personally could not have wished for anything better or more meaningful.

I got a call from a senior mentor who knew about a different type of O-6 Command opportunity. He told me I would be a great fit and that I should apply for the position. I had already heard a little about this job, so I jumped at the chance.

After a very lengthy interview and selection process, I was lucky to be selected for one of the most amazing jobs in the Navy. I became the Commanding Officer of the NAVWAR Space Field Activity (NSFA) at the National Reconnaissance Office (NRO).

This job title is a mouthful - but let me tell you - it is a FANTASTIC job! I command the Navy Element at the NRO with a uniquely qualified set of both unrestricted and restricted line officers and enlisted personnel. The NRO is the U.S. Government agency that designs, builds, launches, and maintains America’s intelligence satellites. The NRO creates the latest innovations in satellite technology, contracts with the most cost-efficient industrial suppliers, conducts rigorous launch schedules, and provides the highest-quality products to its customers - and the Fleet is certainly a substantial customer! In fact, when the United States needs eyes and ears in critical places where no human can reach - be it over the most rugged terrain, across the world’s oceans, or through the most hostile territory - it turns to the NRO.

I truly feel lucky to have had amazing mentors and the opportunity to Command at both the O-5 and O-6 levels in the Navy. I encourage junior officers to stay in and to set their sights for Command - it is worth all the hard work. I do not regret staying in the Navy up through O-5 Command, and now in O-6 Command. In fact, there are still a few more years to go! If you would like to learn more about the Navy’s Space Community and opportunities at NSFA, or just connect, please do not hesitate to reach me at bernerro@nro. mil / (703) 808-6104 W or (571) 490-5696 C. 37

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A Shore Tour My Pump as a Flag Aide

By LCDR Kevin “MOTO” Bell, USN

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et me there...right place, right time, right uniform and prepared.” Sounds easy enough right? Any FRS graduate should certainly be able to accomplish this task.

After all, that sounds just like a low-level prep, or a tactics scenario, right? Admittedly, the stakes are a little higher when it is coming from a three-star admiral, who is also the CEO of LCDR Kevin Bell, wife Laila, son Bowie, VADM and Mrs. Miller.

Naval Aviation. The challenge posed in the opening line is what I have been striving to consistently achieve since May and assist the Flag Writer (a highly qualified and specialized 2019 when I checked in as the Flag Aide for the Navy’s 8th Air YNCS) plan and execute the Air Boss’s schedule. Whether we are home or on the road our tasks are similar, keep Air Boss Boss, VADM Miller. ahead of his next engagement.

I commissioned with a degree in Water Polo with an Being a Flag Aide has been the most rewarding tour of my emphasis in History from USNA’s greatest class...2010. After flight school, I selected HSM out of San Diego and had the career. Yes, there are long hours, coupled with extensive travel unique opportunity to be a Plank Owner at HSM-35 before and occasionally working on the weekends. Those “others” being selected to instruct at HSM-41. As my tour at HSM- are far outweighed by getting to think about and truly further 41 ended, I was faced with the daunting preference sheet for Naval Aviation every day. The steep learning curve or the my Second Sea Tour. I ranked my preferences from 1-14 and harsh realities of making mistakes at the three-star level can listed the locations from 1-7. There were seemingly infinite quickly be offset by a one-on-one meal with a senior leader options on that preference sheet, and I was sure that I would who has 39+ years of experience, where the topics often be sailing away to become a better leader on something with include baseball and how to be a supportive husband. a flat top. Given my timing, I was made aware of a shortAs Air Boss’s Aide, I have had the opportunity to visit almost fused opportunity for the newly advertised CNAF Flag Aide billet for VADM Miller, and I volunteered. After submitting every Naval Air Station, meet the CNO in the Pentagon and my biography and officer photo, I was told that I would attend countless events with industry, government, and Naval be contacted by either PERS or CNAF. Eventually, I was leadership. As an Aide, I have been exposed to, and perhaps contacted to interview with the Chief of Staff (a senior O-6) even influenced, decisions at the highest levels of the Naval and key members of Air Boss’s Front Office Staff. I then Aviation Enterprise (NAE). interviewed with VADM Miller. Within days, Air Boss called The overall goal of this segment is to answer the question, to personally tell me I would be his next Flag Aide.

“Should I go, or should I stay?” To steal Air Boss’s words, I am primarily responsible for logistics and preparations for “I’m not going to tell you what to do, but I will give you all events away from the office. As a three-star, Air Boss has a some things to think about.” I chose to sign up for my robust Front Office Team, and we all have roles to play. Mine: Department Head (DH) Tour because of people. I grew up Right place, right time, right uniform and prepared. I own playing competitive team sports since I was four. The BEST the agenda the moment we walk out the door and often am team I have ever been a part of is the Flag Network. The the only staff member with him on trips. Prior to travel, I CNAF Front Office Team is simply world class. Similarly, build the agenda, book all transportation and lodging, and I know that wherever I go, I can call the local flag aide day/ ensure that our pre-travel checklist is complete. As a senior night/weekend and they will answer and help immediately.

O-3 or junior O-4, I serve as the primary liaison between Air It is an exceedingly small group of people who get selected Boss and any subordinate commanders with whom he will be to be part of an admiral’s personal staff and we all take our meeting. Ultimately, whether we are driving over the bridge position in the team very seriously. You are never alone, and to go to an event on the USS MIDWAY (CV-41) or flying to you always have lifelines. It has been a steep and humbling D.C. for meetings in the Pentagon, my job is to ensure Air Boss learning curve to finally be more comfortable in the CNAF does not have to use bandwidth on the little stuff, but rather Front Office than in the cockpit of a Romeo. I am eager to focus on his engagement. One of my favorite questions from get back to the Fleet, but I know I will be coming back with him when we are on travel is, “Okay MOTO, what’s next?” a heightened awareness and a unique high-level perspective That one question may seem trivial, or even a bit underhanded that will enable me to be a better leader and DH. I have the from an outside perspective. However, what I quickly realized CNAF Family and specifically Air Boss and Mrs. Miller to is the, “what’s next” is rooted in complete trust. Air Boss has thank for a totally unique perspective that has changed me chosen not to worry about the agenda because he knows I both personally and professionally. have it, in turn, allowing Air Boss to stay more engaged during If you have any questions, please do not hesitate to contact his myriad events. While we are at home in the office, I help the Executive Assistant prepare Air Boss for his meetings me at k.b.bell10@gmail.com. I am more than happy to answer anything and everything I can.

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Ryan Hayes (r) & other VMware Military Fellows during a Professional Services All-Hands Meeting

Trading a Cockpit for a Cubicle – Lessons Learned from My Fellowship in Tech

By CDR Ryan Hayes, USN

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successful when you transition into the civilian workforce.

Industry will value your proven leadership, program management skills, and dynamic critical thinking. Do not underestimate the importance of achieving every professional qualification available to you in your current role. You are demonstrating your ability to master complex, technical skills – this will give a future employer confidence that you can learn new skillsets in any future role.

ollowing my command tour at HSC-4, I was selected as a Secretary of the Navy Tour with Industry (SNTWI) Fellow and assigned to VMware, Inc., a software company located in Palo Alto, California. The fellowship has been a transformative and rewarding experience that will enhance professional growth in my future Navy roles while also laying a foundation for my eventual transition to the private sector.

I am currently working in VMware’s Research and Development (R&D) Operations and Central Services (ROCS – Tech loves acronyms as much as the military) and assigned to the Business Operations and Technical Education Teams. I was tasked with designing and delivering a career development program for software engineers to boost business impact and improve retention of engineering leadership. Our team successfully launched a pilot program for 24 senior engineers representing 11 business units and global R&D sites.

2. Talent acquisition, development and retention are challenges for the military and industry alike. Competition for jobs and promotion is fierce. Career development discussions are regular topics at company All Hands Meetings (yes, companies have “All Hands” Events, too!). Mentorship and sponsorship programs are extremely valuable yet remain elusive and difficult to efficiently implement – they require an open organizational culture, the support of leadership and (most importantly) the initiative of the individual seeking mentorship. In the Navy, mentorship and personnel development are All Hands efforts. We are constantly training our replacements, actively participating in professional development and all leaders are invested in retention and promotion of their personnel – these leadership principles will serve you well.

I have spent the past year diving into corporate culture and industry best practices for career development and technical education and training. I was able to tap into VMware’s resources and participate in all corporate events, conferences, leadership development and other training programs. In addition, I was able to interview dozens of executive and technical leaders across R&D, Human Resources and Global People Development, as well as network with leaders from organizations like the Center for Creative Leadership and Watermark, a non-profit group dedicated to advocacy for women in the workplace. This one-year fellowship has been a crash course in technology, innovation, business development and leadership, and I am grateful for everything that I have learned from my fantastic leadership team.

3. Creating opportunities for professional growth. This is one of the best investments that leadership can make in any organization. Lack of growth is a top reason why people leave jobs across many industries, and this concept is not limited to promotion alone. Happy and successful employees are challenged to learn new skills and driven to broaden their responsibility and impacts on their teams. Leadership must empower employees to affect real change and create an environment where professional growth is encouraged and rewarded.

This past week I had the privilege of co-leading a panel on career development at VMware’s internal R&D Innovation Offsite (RADIO), the company’s premier annual R&D Symposium. Here are some of the career development lessons I have learned:

The Navy is not alone in the rigidity of certain career paths and promotion opportunities; civilian employees must also navigate difficult career moves. While you may experience more flexibility in pursuing civilian roles, you will also encounter more risk and uncertainty. Be ready for those challenges and be in the driver’s seat for your career success.

1. Success leads to success. If you have been successful in your Navy career, you should feel confident that you will be 39

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Focus - Should I Stay or Should I Go? A Shore Tour

4. Leading in a time of crisis. This concept was already a hot topic across industry before the unprecedented events of COVID-19, and organizations are in desperate need of leadership that can unite teams during difficult times.

Military leadership at all levels is forged through the rigors and demands of operational deployments. Military leaders demonstrate grit and strength – traits that are sought after in every industry. Your ability to remain professionally focused during times of crisis will make you an invaluable part of any team.

the signing of Executive Order 9981 in 1948 that abolished discrimination “on the basis of race, color, religion or national origin” in the Armed Forces and policies that provide equal pay for equal work, regardless of gender or race. Our workforce is remarkably diverse and able to unite under a common set of values to focus on mission accomplishment.

While we recognize that we must continue to address racism, sexism and other ‘isms in the Navy, our core values can and should be catalysts for change. There are opportunities for all Sailors to lead in this fight.

5. Organizational climate and culture matters. The Navy spends considerable resources evaluating command culture, through DEOCS Surveys, Safety Culture Workshops, and related programs – so does industry. While there are many different models in practice, successful organizations make investments in their organizational health as a business imperative. Just like culture and morale may vary from squadron to squadron, culture will vary between companies.

Never underestimate your individual ability to positively impact the culture of your organization.

The Navy’s industry and academic fellowships are fantastic opportunities for Officers and Enlisted Sailors to challenge themselves, develop new skills and gain outside perspectives that will positively impact their careers in and out of uniform.

Of note, these programs are routinely under-utilized by our Enlisted Sailors and may require leadership engagement to navigate the detailing process.

Whether you are planning on a career in the Navy or in industry, participation in a fellowship can provide an enriching experience that prepares you for any future role.

With numerous programs to participate in (see list below), you can pursue many industries or fields of study to satisfy your professional curiosity. Fellowships also provide a break from the stresses of operational tours, fantastic quality of life for families, and opportunities for personal development and growth. After your fellowship, you will return to the Navy with a broader perspective and new toolset to tackle challenges and create opportunities for the Navy. Investments in your career will be a benefit to the Navy as much as they are for you personally. When you are ready to hang up the uniform, a fellowship will provide marketable work experience to fuel your successful transition into the civilian workforce. I wish you the best of luck as you navigate your career. Go make a positive difference and you will find success!

6. Diversity and Inclusion (D&I) improves team performance.

Many work-place studies highlight the business benefits of a diverse and inclusive workforce, to include higher profitability, innovation, and employee morale and retention. Corporations like VMware make significant investments in D&I Initiatives.

Recent events have highlighted racial injustice that is particularly impacting our Black Communities, and leadership across industry and the military are working to galvanize this movement to sustain fundamental, positive change to support all diversity groups.

In many ways, the Department of Defense has been a leading change agent for racial and gender equality, such as

CDR Ryan “Gassy” Hayes is currently serving as Secretary of the Navy Fellow at VMware, Inc., a software company based in Silicon Valley. He is a former Commanding Officer of Helicopter Sea Combat Squadron FOUR (HSC-4). The opinions expressed in this article are his and do not represent the views of the U.S. Navy or VMware. You can connect with him at ryan.c.hayes@navy.mil or www.linkedin.com/in/ryanchandlerhayes to talk more about his experiences as a SNTWI Fellow.

List of Navy-sponsored Education & Fellowship Programs (check NPC Website for more info): 11.

12.

13.

14.

15.

16.

17.

18.

1. Federal Executive Fellowship 2. Secretary of Defense Executive Fellows 3. Secretary of the Navy Tours with Industry Fellows 4. Hudson Fellowship 5. CNO’s Fellow – Council on Foreign Relations 6. Olmsted Scholarship 7. Mansfield Scholarship 8. Purdue Military Research Initiative 9. Politico-Military Master’s Scholarship 10. Arthur S. Moreau Scholarship

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Strategic Thinkers Program White House Fellowship Office of Legislative Affairs Fellowship In-Residency Graduate Education at NPS and NWC Low-Residency Graduate Education Program Navy Community College Graduate Education Voucher Tuition Assistance

A Shore Tour

My Shore Tour as a SAR Dog

By LT John “Simple Jack” Sturgill, USN

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hile I was selecting orders underway on a Westpac deployment in December of 2017, I knew I wanted to keep flying and SAR looked interesting. Reviewing the list of jobs outside of the traditional routes typical to a helo aviator, I selected orders to NAS Patuxent River (Pax) Search and Rescue. Aside from flying the MH-60S and living in a quiet area of Southern Maryland, I did not really know what to expect. After departing my fleet squadron, I did my 60R to 60S transition syllabus with HSC-3 in San Diego and then headed east to Pax in the spring of 2018. minutes. We executed a visual search for 35 minutes before finding the boater. The rescue swimmer was deployed, and we were able to recover the boater quickly. Chest compressions began immediately. Within 5 minutes of getting him in the aircraft, we were able to transport the boater to one of the local hospitals for further treatment. My crew executed each of their duties to the highest standard on that flight, and I gained a deeper appreciation for the job that our Aircrewmen and SAR Medical Technicians (SMT) do every day.

I showed up at Pax ready to get started. I had figured out the subtle differences between the 60S and the 60R at HSC-3 and now I wanted to learn more about the SAR mission and the base to which I was attached.

I started my training syllabus right away. Training flights consisted of running through various SAR scenarios and conducting practice landings and live hoisting at local hospitals.

The primary regional trauma centers are in Washington D.C. and Baltimore, MD, and require SAR personnel to stay proficient in operating within the Washington Special Flight Rules Area (SFRA) and D.C. Flight Restricted Zone (FRZ) as well as landing on hospital rooftop pads.

In addition to the Search and Rescue portion of the job, Station SAR pilots are given opportunities to be division officers of divisions around the base that take us outside of our helo bubbles. We generally start out as division officers working with ATC, Ground Electronic Maintenance (GEM), Airfield Management or Port Operations. These jobs provide insight on how different parts of the base operate.

Once I wrapped up my check ride, I was able to start standing SAR Duty. As SAR Crew, you are generally standing duty three to five times per week. Duty involves spinning up an aircraft and setting a 15 minute or 1-hour SAR Alert posture (dependent on what is requested by resident platforms). In addition to standing duty for the base, we set an alert and stand duty for contingency operations such as support for the State of the Union Address and Presidential Inauguration, in addition to annual exercises in the Naval District Washington / Washington D.C. area.

My first job at the command was as Division Officer of the Base Port Operations Division Spill Response Team. I was Division Officer for six sailors and oversaw the maintenance and operation of four boats. I participated in a real life oil spill incident as part of the base’s Oil Spill Response Team, after a civilian craft became partially submerged in the Patuxent River. Experiences like those with Port Operations were extremely valuable. They gave me a different kind of opportunity to lead and be a part of a team whose services have real-life impacts on the base and the surrounding area. My time as Port Operations Division Officer was an experience that I found extremely rewarding.

The SAR calls we receive at Pax are diverse.

Military emergencies, fishermen in the bay and offshore, as well as civilian boat traffic in the surrounding area provide unique scenarios. SAR Crew get accustomed to coordinating in a rhythm that helps us to account for all the unique intricacies of different scenarios. From running the basics like the distance/fuel/time problem to choosing a trauma center that best suits the needs of the survivor, we get lots of reps working through real life scenarios with real life impacts.

While on my shore tour, I got to fly a new aircraft as part of a small unit in a quiet area of Southern Maryland. I became exposed to the inner workings of an air station and had an opportunity to impact the community in a positive way.

From responding to an oil spill and numerous SAR missions, my time at Pax River Station SAR made me a stronger leader and aviator. If you have not considered the Station SAR path, I certainly recommend it. Best of luck on choosing your shore tour!

While on duty one afternoon in April of 2019, my crew received a call for assistance in the search for an injured boater who had fallen from his boat. The time late of the incident was unknown, the water temperature was approximately 40ºF, and weather had begun to deteriorate. My crew and I knew that the risk of hypothermia was high and there was a chance that weather was going to become an obstacle. My crew launched within 15 minutes and was on scene within 30

If anyone has questions or is looking to connect, please feel free to send me an e-mail at john.r.sturgill@navy.mil.

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Focus - Should I Stay or Should I Go? A Disassociated Sea Tour

A Strange Turn of Events: My Disassociated Sea Tour

By LCDR Joshua “Bilbo” DuFore, USN

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n late 2016, I was less than a year out from finishing up shore duty as an FRS Instructor. I was negotiating orders for the dreaded disassociated sea tour, and the allure of “getting out” and pursuing a civilian career was strong. I told the detailer I wanted a TACRON out of JEB Little Creek so I could stay local, prep for the LSAT, and apply to law schools.

His answer was a resounding … “No.” He said, “Your options are either Air Department on USS America in San Diego or Safety Officer on USS Bataan in Norfolk.” Talk about options!

Nonetheless, this just strengthened my resolve to cut ties with the Navy.

At this point in my career, frustration and conformity were the key words. I was frustrated with my aging platform (MH53E), frustrated with detailing and the idea of a “golden path,” and felt obligated to conform to the overwhelming sentiment amongst my peers to drop resignation papers. The transition to civilian life seemed the obvious choice. I just needed to finish one more set of orders before I could venture down the civilian path. Little did I know that those orders would send me down an entirely different path.

I ended up choosing USS America because I figured if I were about to endure a boat tour, it might as well be in sunny San Diego. I tried to approach this tour with an open mind but was very upfront with the Captain about my intentions.

I was attending a Kaplan LSAT Prep Course in my free time and even filled the Legal Officer billet for the first half of my tour (would not recommend that!). My sights were firmly set on law school and that promise of change.

The boat comes with its own challenges and frustrations.

Standing duty, rules of the road exams, PBFTs, Pre-PBFTs, PPPBFTs, barge life, and “fast” cruises all contributed to these frustrations. Regardless of this all, something was slowly changing within me. I felt like Scrooge on Christmas Eve. Could there actually be a small glimmer of enjoyment coming from this tour? What was causing this seemingly impossible change of heart? The boat ended up being that promise of change for which I was looking. Even though I perceived the change to be a bad one at first, it turned out to be a good thing. During my two years onboard, I was able to travel to some pretty amazing places, made lifelong friendships and connections, got to experience San Diego for the first time in my career, ate lunch with Jeff Goldblum in the wardroom while he was filming for Disney+, and even met Tom Cruise while on set as an extra for Top Gun: Maverick. The people you meet and experiences you make made all the difference in the world, and the Navy affords you the opportunity for both.

I am certainly not recommending that everyone go pick a boat for their disassociated sea tour because your experience may be completely different than mine, but that is also exactly my point. The Navy structure essentially ensures change, good or Rotor Review #149 Summer '20

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bad every 2-3 years so if you are experiencing a low point in your career, it will not last forever. Your next tour very well could be the high point and might even be that break into Hollywood you have always wanted!

There are some amazing leaders in the Navy that inspire and motivate perhaps without even knowing that they do. I was fortunate enough to work with many during my time on America, but three stood out as the most impactful. CAPT Steve “Pancho” Audelo, CAPT Dan Nowicki, and CAPT Luke Frost were tremendously influential in my decision to stay Navy. Each had a slightly different leadership style and I learned a great deal from each of them. I am grateful to have served with them all.

I knew I wanted to continue being part of an organization that encouraged and promoted great leaders such as these three, and if I could help influence even just one other person like they did with me, then staying in the Navy would be well worth it.

Fast forward to 2020 and I am back in the beautiful land of aviation. While some of the platform specific frustrations are still present and golden path detailing has not really changed, I am still convinced I made the right decision to stick around. Back in 2016, I allowed these relatively minor frustrations to consume me and turned them into a much larger issue than they really were. I was blinded from the greatness happening all around me. With a fresh outlook on the Navy, I can say that I am looking forward to the opportunities, experiences, and new friendships that await.

I would be remiss not to briefly mention the current situation we find ourselves in today. If I take one lesson from this pandemic, it is that nothing in life is guaranteed. I consider myself truly fortunate to have a stable job right now because that is not the case for many people around the country. Do not take this job for granted, have a good attitude, and remain optimistic. The Navy has always been and still is a surprisingly good place to be, especially during these uncertain times.

If anyone has questions or is looking to connect, please feel free to send me an e-mail at joshua.dufore@navy.mil.

A Disassociated Sea Tour Life as a Theodore Roosevelt Shooter

By LT Ruben "Shank" Tapia, USN

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o, you are up for orders after your shore tour. You have been flying the skies in a production tour, chasing after, or running ahead of your Flag, or any number of other staff and flying gigs, and now it is time for your Disassociated Sea Tour. Time to do something related to flying but not necessarily behind the controls. What would I want to know about the options if I am staying in or at least need to finish my winging Minimum Service Requirement (MSR)? I do not have all the answers, but I can shine some light after two years as a Catapult Officer or "Shooter" onboard USS Theodore Roosevelt.

As the Shooter, you are responsible for every aspect of execution and safety in launching tail hook aircraft. An hour before launch time, you receive the order and weights of the aircraft to be launched for the cycle, check your numbers, and give the Bridge the required speed to drive. Time comes for “man all recovery stations” over the radio and 5MC. Fixedwing crews start up their engines and hopefully, helos are already off deck. You pre-flight the Cat-Track, your catapult crew, even the ship’s speed and wind over deck, anything and everything that affects the shot. Your first aircraft comes up to the Cat, a 5-wet F-18 with extra fuel tanks to function as the tanker. This is perfect, a Combat shot, with the afterburners ten feet away from you which is tons of fun. You check the aircraft, check the winds, check the beacons waiting for the “Green” to go. The light turns green and you give the “Hook’em” signal, attach the launch bar to the shuttle which is going to drag 66,000 pounds of jet down a football field in a couple of seconds. Everything checks out and you give the signal to your brother or sister to crank up the power - Mil Power, nope you need more power, now you signal them to go to Combat Power. At Combat Power, their afterburners shake you and your final check of winds, deck, and aircraft are all good. You lunge, touch the deck, and bring it up with your own pizzazz of shooter pose to signal “Fire.” The tanker is dragged down the Cat, the wing goes over your head, and it is so loud that it just shakes your soul as they safely fly off the deck. It is time for the next one already. Everything moves in a ridiculous, but beautifully choreographed motion that was lost on me until I got to know it inside and out.

Quick background of my time in the Navy. After VTs/ HTs, I started my road into Romeos at HSM-41 on NAS North Island, completing my first tour with the HSM-35 “Magicians,” an Expeditionary Squadron. After my first sea tour, I found myself at PERS in Millington getting a very educational peek behind the manpower curtain. As my shore tour was up, it was time to negotiate orders, and the PERS Staff had many former Shooters who told me about their tours, and I asked to follow in their footsteps. This was the best decision I made. Up to this point, I had avoided being anywhere near an aircraft carrier (CVN) and here I was plunging headfirst into CVN operations. After checking into the Theodore Roosevelt, I ended up TAD for my first six months on the Vinson and Stennis to complete my qualifications, now having been onboard 3 of the 4 west coast carriers of the time.

Life in the “Shooter Shack” is about as much fun as you can have on board an aircraft carrier. There has not been a single previous Shooter that I have come across that has not enjoyed their tour. They not only endured but were thoroughly excited about shooting. From launching off the bow and recovering aircraft at the fantail in "The Pit,” to being up in the tower as the Helicopter Control Officer (HCO) landing or launching the helos between cycles, or standing next to the Air Boss / Mini Boss as a qualified Assistant Air Officer, colloquially termed "Micro Boss," running the airspace and flight deck for every player and every plane, anyplace that a Shooter stands - something fast, critical, and surprisingly fun.

No officer tour would be complete without some admin, right? As a Shooter, you will be leading some of the most hardworking Sailors there are in the Fleet. You will be put initially as an Assistant or Branch Officer for a Division Officer. However, it is a bit different on the ship than when some of us were DIVOs in the squadrons. Your average day underway will consist of some administrative duties if you are a DIVO either before or after the flight schedule. Depending on the size of your "Shooter Shack," you could have an entire carrier division running solo. Most Carriers have 5 Divisions to include V-1 Flight Deck, V-2 Catapults and Arresting Gear, 43

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Focus - Should I Stay or Should I Go? A Disassociated Sea Tour V-3 Hangar, V-4 Fuels, and V-5 Admin & Tower. These Divisions can have anywhere from 50 Sailors to over 250, the size of a small squadron. With an Air Boss and Mini Boss as your "Head of Department" or HOD, you still have a pretty big chunk to run on your own.

“keep your head on a swivel, keep your eyes on a Shipmate, and be ready for the fight when the day comes.”

If anyone has questions or is looking to connect, please feel free to send me an e-mail at rubenm.tapia@gmail.com.

While I may be biased, I am at the end of my tour about to transfer and even in reflection this has been an amazing tour working with a fantastic Shack and Crew. It is a tour I would gladly do over again even with all the pitfalls, Coronavirus, Guam, and turmoil. Whatever your choices and experiences, being a Shooter solidified my decision to stay. The leaders I had, the Sailors with whom I worked, and my fellow Shooters with whom I stood watch allowed me to see what the Navy could be. As a great leader always said, 

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From Nuke Machinist Mate to Dusty Dog Operations Officer

By LCDR Brandon “Brawndo” Oswald, USN

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aking the Navy a career was my assumption from when I started up until the slow and irritating decommissioning of HSC-84 in 2015 & 2016. My flag aide tour was unexpectedly effective at renewing my resolve to stay.

I reported to boot camp in 2001 leaving behind trails of high potential opportunities but lacking the motivation and discipline to follow through on them. Slick recruiter ‘halftruths’ about how this would be the fastest route to pilot convinced me to enlist in the nuclear pipeline as a Machinist’s Mate, despite vocalizing an interest in aviation.

As a nuke on the Truman’s 2003 cruise, I would watch flight ops from vulture’s row. I then re-enlisted in a HS-7 SH-60F, which solidified my resolve to stay in the Navy and fly professionally one day. Though I loved nuclear power theory, operating a nuclear reactor was not my bag.

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I was selected for STA-21 in early 2004 and attended Old Dominion University, double majoring in Business Management and Economics. While on HST, I met my wife, Megan - also a nuke but a much better one than I. We were married in 2005 and now have three wonderful daughters.

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Flight school flew by and I reported to the HSC-22 Sea Knights in mid2010, qualified as an H2P as my first daughter was born in early 2011 - three weeks before I departed to join our detachment already onboard the USS Kearsarge. Within a week of being onboard, Operation Odyssey Dawn kicked off, and I was the most junior pilot out there - a trial-by-fire for a green

A Disassociated Sea Tour copilot, which taught me that you may never know the moment you might be asked to use your qualifications in a very dynamic environment.

I thoroughly enjoyed my three years with the Sea Knights and got my first choice of 2nd tour at the HSC-84 Red Wolves. This involved a move backwards in time from the MH60S to the HH-60H so I ‘had’ to go through the CAT V Syllabus at HSC-3 in San Diego. My wife also delivered our second daughter during my time there. From 2014-16, I trained and deployed with the Red Wolves. It was both enriching and challenging - the specialized mission and experiencedcrew construct allowed me and my peers to be confident in our capabilities and scope. The aircraft were antiquated but had many strengths that we heavily exploited to remain combat effective.

Despite a painful decommissioning process which truncated my tour by 8 months, I was and am proud to be a Red Wolf and still reference my time there frequently.

disappoints, and I came at the right time to take advantage of new systems and plenty of ammunition to test them out.

I had a blast with these new systems and got to employ some of my old stick and rudder skills in the TERF environment in Fallon as well. Now, fully qualified and in our sixth month of deployment on IKE, we have gotten to display the variety of mission sets we can do. I am proud to be a part of a team - both inside the helo community and as part of the Carrier Air Wing and Strike Group, that can accomplish large scale kinetics and be a reliable national asset our country needs.

“Should I stay, or should I go?” was never a question for me until the untimely shutdown of HSC-84. That was the first time I questioned my path and doubted the priorities of our leadership. But, many dedicated and enthusiastic leaders encouraged me to stay, which led to the aide job. Working for RDML Gary Mayes (one of the few Helo Flag Officers) simultaneously expanded my perspective on executivelevel decision making and served as a The shutdown of HSC-84 led to many bumper to bring my career track back to detailing conversations to determine the ‘normal.’ The experience was incredibly best route forward to preserve my career positive on my ‘stay Navy’ outlook. path at a time yielding higher retention and thus more competitive selection Now, as the Dusty Dogs Operations boards. I was blessed to be selected Officer onboard the IKE and previously for a Flag Aide job that fit my strange as Safety and Training during timing perfectly - for Commander, workups, I have learned a lot about Navy Region Northwest in Bangor, WA time management, operational staff (just north of Bremerton / Puget Sound dynamics vs. ashore / administrative Naval Shipyard). I grew up about 20 support dynamics, and leading up minutes away, so my close family all and out. I like leading people and lived within 45 minutes of my new duty exemplifying an ethos of honesty, station. After two years and having our integrity, and fortitude. The best part is third daughter there, we were exhausted the challenging flying - instructing dualbut satisfied at the vast amount of ship night strafe in low-light is right up learning and networking I did during there with heavy brownout landings in my aide tour. section or division.

Upon moving back to Norfolk in 2018 to start my Department Head (DH) tour with the HSC-7 Dusty Dogs, I had 17 years in the Navy and was looking forward to a flying tour. I thought I was fully aware of the challenges lying ahead with HSC-7 starting workups for a back-to-back deployment, but it has put a strain on our family. The flying never

Some of my current hindrances to happiness: schedule forecasting for the compressed inter-deployment period approaching us (especially facing COVID and all the unknown burdens it brings); balancing training opportunity locations and timeframes with Non-Combat Expenditure Allocation (NCEA) plans in short, 45

medium, and long term; and dealing with Navy-contracted software and computer systems that are sorely in need of revitalization and innovation.

I see a stifling of creativity daily and a stagnation of productivity as we are forced to conform to these non-valueadded processes, many of which are redundant or rendered inoperable, due to the unreliable internet connection onboard a ship.

Deployments and workups have also created a strain on my family as most deployable service members understand.

My wife, Megan, is extremely supportive, capable, and sacrifices regularly to ensure my stress level is as low as possible. I owe her a debt and look forward to doing the same for her as she did for me.

But, in the end, I like my job and appreciate the path that brought me here. I get to fly helicopters to rescue and move people, provide critical logistics support, and act as one of the last lines of defense against a small boat attack on our deployed assets.

If anyone has questions or is looking to connect, please feel free to send me an e-mail at oswald313@gmail.com.

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Focus - Should I Stay or Should I Go? A Disassociated Sea Tour

A Disassociated Sea Tour Thumbs Up

By LT Ian Thamm, USN

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have been on a disassociated sea tour for nearly ten months aboard USS Makin Island (LHD 8) and have not touched the controls of an MH-60R since September 2019. Previously, I was an Instructor Pilot at HSM-41 and before that I completed two deployments with HSM-49 aboard USS Spruance (DDG 111) and USS Vandegrift (FFG 48). Ten months ago, I had that familiar feeling when you approach the end of one tour and are ready for the next, that anxiety to leave behind the familiar and see what is ahead. I was mentally exhausted with the MH-60R but at the same time hesitant to leave the controls for two years.

Initially, I saw the disassociated sea tour more as an obligation and not as an opportunity. When I left HSM-41 as a Safety Officer, I reasoned that being a Ship’s Safety Officer would not require much more on the job training outside of Aviation Safety School and I could instead direct that time towards earning my OOD qualification and “checking the box.” Not a fantastic motive, I will agree, but spare me the judgmental raised brow - I remember the general feeling amongst fellow LTs was “get it over with so you can get back to flying.” Coming from an Expeditionary background, I had only seen Destroyer and Frigate deployments, the latter was replaced much like the Bravo I learned to fly in, and I was genuinely excited to see something different. I did not want to go full CVN and take on a shooter job, but I was leaning towards a big deck. I was worried I would be “that guy” in HSM-seventy-something that had never seen big deck operations or have anything for comparison. I went with the middle-ground and chose an LHD. Two points here: 1) Safety on a ship turned out to be extremely challenging but it was the right choice and 2) the LHD was also the right choice.

I received a solid turnover from my predecessor, but I realized the more he showed me, the more I did not know and the busier I was bound to be. There were several MISHAP Reports due, a Readiness Evaluation (READ-E Inspection), an Afloat Operational Safety Assessment (code for Inspection), multiple Safety programs up for auditing, an Industrial Hygiene Survey to run at the same time as the READ-E-6 Inspection, 3M quals, tower quals, OOD quals, CDO quals, daily meetings and meetings about meetings, and the icing on the cake - the Zone Inspection Program, which most Sailors would tell you was the bane of their existence aside from midnight watch. After I was done with my pity party and internal combustion, I realized I had an awesome opportunity.

For the first time, I was given the flexibility and freedom to experiment running my department how I wanted to so long as I met requirements / expectations. When I was not preparing for the inspections, I led the charge on restructuring the Zone Inspection Program, until the crew noticed it made improvements to the ship (which coincidently made them hate it less). When I was not in one of the numerous meetings held every week, I caught up on and improved our Mishap reporting procedures so we could get ahead of and reduce injuries and lost equipment. These examples seem small, but

When I first joined Makin Island, the ship had left an extended depot-level planned maintenance availability (DPMA) and was entering the work-up phase. As nice as being moored or in dry-dock sounds, life is better at sea for a ship and her crew. This seems contrary to the “gouge,” but a non-deploying yard period makes getting that qualification difficult unless you get doled out to underway ships. And per my predecessor, the yards are less than satisfying (that is, if you are looking for job satisfaction). Work-ups mean constantly changing underway schedules ranging from a day to several weeks, multiple inspections where everything in every department is a priority … thus nothing is a priority because fellow crew members are too busy working their requirements to help your own - think of it as work gridlock, which can be anxiety producing because you know your work is still due on a specific date. Deployment, for all the crazy preparation that goes into it, is generally a phase that permits a little routine, consistency, and less anxiety. All this is to say, if you have a choice of joining a ship on deployment, maybe give it some thought.

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A Disassociated Sea Tour I had never been given the same flexibility or level of trust by leadership in the past and it reengaged my drive to lead where before I relied more on my skills as a pilot.

I do not aspire to become a ship XO or CO in the future but, before this tour, I was not so sure I wanted to go beyond Department Head. The Navy has allowed me to work for amazing Detachment OICs, SWTIs, Squadron DHs, XOs, and COs. And now I am working alongside SWOs, Intel Officers, Marines, Supply Corps Officers, Medical Staff, Pilots from across different communities, and major command XOs and COs - all of which continue to make me a better person and officer through their leadership and mentorship. I love flying and I am chomping at the bit to return to the cockpit.

However, this opportunity to leave flying might have some merit by forcing you to look at your career path without rosecolored visors and address the hard question: should I stay, or should I go? Before this, I would have answered, “I will do this until it is not fun anymore.” I now think that is the naïve answer that a disassociated sea tour helps refine. Instead, I will stay in the Navy until it is not fulfilling anymore. Not everything about this tour (or past tours) has been fun, but I can look back on what I have accomplished so far and say that it has been personally rewarding and professionally enriching.

For those reasons and more, I am excited to keep going.

If anyone has questions or is looking to connect, please feel free to send me an e-mail at ian.thamm@lhd8.navy.mil.

The 2020 Gulf Coast Fleet Fly-In and NHA Join-Up is Going Virtual!

October 19-23 Registration Opens September 15, 2020 Register at https://www.navalhelicopterassn.org/fleet-fly-in For the latest schedule and information visit the NHA Website www.navalhelicopterassn.org

There is no charge to attend any of the Fly-In events and sessions but you must register to receive the link.

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Focus - Should I Stay or Should I Go? In a Foreign Land

Out from the Cockpit and into the World - A FAO Perspective

By CDR (Sel) Dan Stoica, USN

Deep in the Guyana remote interior

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hen my buddy Mike asked me if I could provide my perspective on switching communities from Naval Aviation to Foreign Area Officer (FAO), I hesitantly accepted.

I say hesitantly not because I did not think I had the experience, but because I think there are other prior “helo bubbas� who have much more experience than me in a field that is as challenging as it is satisfying and rewarding. Then again, perhaps it is precisely because I only laterally transferred to FAO a few years ago that a fresh perspective is needed for those who are interested in pursuing other passions after they walk away from the cockpit for the last time.

I will be skipping over the frequently asked questions about the lateral transfer process and the community in general (e.g. career progression, promotion trends, assignments, etc.), as I encourage those interested to seek the FAO Community Managers or those who have successfully converted, to learn if they are indeed cut out for this job. Beyond the cool places you will go, the remarkable things you will accomplish, or the glamour that sometimes comes with the job, there is a day-in / day-out grind that needs to be tackled with the utmost pride and professionalism, as front line ambassadors of the United States to other countries’ militaries. To this day, I recall the question one of my early FAO mentors asked me during the initial interview: Think about the last place you would want to serve, Dan, and imagine being sent there; would you still want to do this job? Would you?

I use the term passion intentionally, because, just like flying, I think one must be extremely passionate to do this job - and do it well. Almost four years removed from my last flying tour in the Navy, I fondly recall the camaraderie and brotherhood that exists within Naval Aviation. The lessons learned and the habits created during my formative years as an Aviator will undoubtedly stay with me for the rest of my career and life, a permanent part of the tapestry that continues to be woven to this day, and I will reserve ample space later to give thanks to all those who have contributed to my development as a Naval Officer and an Aviator. Transferring out of that fraternity is not an easy decision to take, but I would like to think that I have taken it for the right reasons, not the least of which being very passionate about advancing Navy strategic objectives and enhancing U.S. foreign policy through International Relations.

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While you have probably heard the bit about being a front line ambassador previously (who has not, right before a pending deployment?), I sincerely believe that no other job in the Navy offers you the opportunity to do literally and precisely that. Depending on the Post and the job assigned, you will be working with a team of very talented people whose job is executing the United States foreign policy abroad, starting with the U.S. Ambassador and State Department Officers, but which may include other interagency organizations such as DEA, FBI, USAID, or even Peace Corps. It is important to note that term - team - because in this new capacity, the FAO simply cannot operate by him or herself - this job is part of a well-articulated Integrated Country Strategy (or country plan), which requires the combined efforts of the entire Country Team to implement.

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In addition to working inside the U.S. Mission as a military diplomat and executing the Ambassador’s country plan, a FAO and his military team are also required to implement the Combatant Commander’s (CCMD) Theater Strategy and the Navy Component Commander’s Maritime Security Cooperation Strategy, which deal almost exclusively with national security threats. I will once again defer the questions about the specific duties that you may have as a FAO to the Community Managers and Detailers, as these may differ from one Post to the next. One rule of thumb is that the smaller the Post is, the bigger the job and more responsibilities you may have, especially as a mid-level Officer. In many cases, as the most senior defense official in country, you are expected to be the expert on all military matters, and you are entrusted to provide honest and unbiased reports and analyses to the highest level of the CCMD, the Component Commands, or even the Office of the Secretary of Defense (OSD).

latter, as the costs associated with these moves can amount to many thousands of dollars, sometimes not reimbursable until weeks, or maybe months after the move is completed. A sound and robust financial standing is highly recommended for those willing to embark on the overseas adventure. At the same time, overseas medical screening requirements and household goods shipment arrangements can be very tedious and require a significant amount of time. However, once settled in, the family can enjoy some exclusive experiences and perks, the travel can be exceptional, and the children usually attend some of the best schools available in the country free of cost.

After learning about some of the facets associated with the FAO career, one question I always asked those who have switched was Do you like it? or Do you ever regret switching?

My answer, if you were to ask me now, is unequivocally: I absolutely love it. While I cherish the time spent in the cockpit and will never compare it to any other feats, I think that the FAO career path offers unique, fantastic opportunities for those inclined to serve in this capacity. There is no greater pride than representing the Unites States across the world, at the same time learning how well-respected, studied and admired the U.S. military is across the Globe. As a FAO, your tactical days may be behind you, but every day FAOs deliver operational and strategic effect – and that is incredibly rewarding.

For those with families, the FAO career path can prove to be particularly challenging. Without the normal Fleet and Family Services, MWR, and a military support system in place, the family members could find themselves in a country that leaves a lot to be desired in terms of quality of life, especially if a foreign language is being spoken. While the State Department employees and their families are well familiar with these challenges (housing, schools, shopping, mail, etc.), these might prove to be a culture shock for those serving overseas for the first time. It is up to the FAOs and their families how seamless their integration into the embassy and the expat community will be, as there are several important shared resources available.

There is an undeniable sense of accomplishment when you succeed in sending a Partner Nation’s student to a Service Academy or being the U.S. Embassy’s direct representative at various events in country. Hosting and organizing a U.S.-led Humanitarian and Civic Assistance Exercise from which tens of thousands of local nationals can benefit will fill you with empathy and humility, while recognizing the importance of the work performed and the contributions made to the U.S. Mission. Above all, being part of a team that literally shapes and implements U.S. foreign policy abroad is unquestionably one of the most rewarding and fulfilling achievements for those dedicating their lives in service of their country.

Of note is that one specific challenge is PCS’ing from CONUS to OUTCONUS, or in some cases between the

If anyone has questions or is looking to connect, please feel free to send me an e-mail at mircea.d.stoica.mil@mail.mil.

CDR Stocia with members of the Guyanese and Brazilian military.

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Focus - Should I Stay or Should I Go? In a Foreign Land Personnel Exchange Program (PEP) Perspective

By LT Trevor “Basstat” Dunn, USN / 725 Squadron, RAN

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n 1999, I boarded a flight from Sydney to LAX, returning home from visiting family in Australia. I never could have imagined that 20 years later I would be landing at the same airport to live in Australia and fly helicopters with the Royal Australian Navy (RAN).

My father is a true-blue Aussie, born and raised in Sydney, who came to the United States for graduate school and ended up staying. I still have family in Sydney today. I will never forget the life-changing moment when I got a call from the detailer letting me know that I had picked up the Personnel Exchange Program (PEP) tour in Australia and I realized I would be going back.

Outback flying

I started my career with the MH-60R selecting San Diego out of the HTs, then on to a Fleet tour with the First and Finest at HSM-71, followed by HSM-41 as an FRS Instructor. I am now stationed at 725 Squadron, the RAN FRS Squadron, as an instructor. It is an incredible privilege to be able to live in a foreign country, work with a foreign military, and gain valuable experience operating the same aircraft - but differently.

Moving to another English-speaking nation presents surprising and unexpected language barriers. A running joke before I departed San Diego was whether the Navy would be giving me some language training in Monterey so I could learn to speak "Strayan" - in hindsight, maybe they should have. I quickly learned not to ask someone what team they “root” for, wear a “fanny pack,” or “double-fist” beers at the bar.

Sometimes when talking to ATC, I cannot help but wonder if they hear the American accent and decide to see how quickly they can talk just for fun. My Australian counterparts who trained in Jacksonville tell me they had a similar experience with our controllers.

Once I figure out what ATC is saying and get airborne, the flying here is unparalleled. The coastline and bush here are beautiful. We land the Romeo in spots that we would not think to try back home. My first landing in a tiny clearing on NVDs with one crewman was a sobering experience for me, but to Aussies it is routine training accomplished daily with absolute safety and precision. There is also less rigidity with regards to landing sites out here - while there are pre-approved landing zones that are more commonly used, any spot you can legally safely land at and properly recce is authorized.

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Flying with the RAN has brought unanticipated procedural challenges. Without conducting a rote NATOPS brief one might wonder how I remember to call traffic (be it birds or planes) or whether to aviate, navigate, or communicate first. More seriously, the RAN operates on a different crew concept in which the copilot is replaced with an Aviation Warfare Officer (AvWO), analogous to a U.S. Navy NFO. This was a fascinating change to me that was most conspicuous during FCFs and other evolutions where I would usually prefer to be the non-flying pilot. However, I have come to appreciate the upsides of this different crew concept - AvWOs are very passionate about their role and are able to focus much more of their energy on the tactical employment of the helicopter, making them amazing SMEs for all things tactical.

Experiencing how another nation’s navy operates is eye-opening. There seems to be a bit more focus on work-life balance here. They get more vacation time, have casual Fridays, and there tends to be a little less rank formality and concern about haircuts. Aircrewmen (crewies) will use your first name in the aircraft, which I like as it dissolves rank barriers regarding safe flying.

Of course, the foremost benefit to being attached to any formerly commonwealth Navy is the beards. Yes, a professional and well-run Navy can operate just fine while maintaining the centuries-old naval tradition of growing beards. We can solve all U.S. Navy retention issues today by authorizing beards!

A few other things stood out when I first checked in, other than the magnificent facial hair worn by so many of the men here. Without up-orout promotion and without a pension plan as robust as the U.S. DoD provides, people tend to stick around longer so there is a much wider disparity of ages and backgrounds.

While I have mostly sung the RAN’s well-deserved praises, there are certainly some things that surprised me. These are minor grievances, but worth mentioning. Manning is an ever-present issue here, so there will never be a DEMOT team ready to go on startup and minor maintenance tends to take a bit longer. Some of the procedural In this photo provided by the Australian Department of Defence, a Royal Australian requirements here would result Navy Seahawk Helicopter departs from HMAS Adelaide while at sea off Australia's in a struggle to meet air plan east coast, Sunday, Jan. 5, 2020, during operations to assist in battling wildfire. Photo demands in a CVN construct. by Able Seaman Thomas Sawtell/ADF via AP. Aussies seem to write ASRs even more often than we do. Most importantly, they memorize and expect us to know the helicopter VFR cloud clearances!

Working in Australia has also given me new appreciation for the fact that many common gripes about the U.S. Navy are universal. There is still plenty of online GMT to go around. Bureaucracy, paperwork, and administrative distraction remain significant hurdles here just as they are back home. So-called “real-world� tasking can be hard to come by here too - for example, some pilots were frustrated during bushfire season as they were hoping to be utilized more.

The Royal Australian Navy is an amazing place to work, and every day I consider myself blessed to be here. If you can do a PEP tour, I cannot recommend it highly enough.

I have written at length about the work-related experience.

There are a lot of personal benefits as well. Learning how people in a different country live, even one like ours, is incredible and enriching. I absolutely love the country I moved to and the people here, but I also appreciate home a bit more because of it. I am confident that my experience here will allow me to bring some great ideas back to the U.S. Navy as well as a newfound appreciation for the work we do and the helicopter I fly.

If anyone has questions or is looking to connect, please feel free to send me an e-mail at trevormdunn88@gmail. com.

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www.navalhelicopterassn.org

Focus - Should I Stay or Should I Go? In a Foreign Land

In Pursuit of the Golden Path

By CAPT Matt Ort, USN / Naval Attache Australia

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hat is the “Golden Path?” We have all heard that term, or something along those lines, that describes the tried and true path one should take to be successful in the Navy.

“Everyone who goes to this job gets promoted.”

“If you go there, you will never be selected for command.”

These phrases get thrown around in squadrons all over the country. In some instances, if you are not interested in taking the “hard job" or the “community job,” you might pay for it.

When I was a Junior Officer (JO), I was lucky enough to have a Commanding Officer who told us about other opportunities and to not be afraid of walking a path less trodden. When I was in command of that same squadron, I tried to pass that sentiment on to my JOs. The well-trodden path might not be for everyone. For some folks, the desire to do something different or new is more important and that is OK too. I am here to tell you that with thoughtful deliberation you can venture off the beaten path and still be “successful,” you just need to understand the risks.

My first venture off the beaten path led me to CNE-C6F in Naples, Italy. I received many side-ways glances from some of my peers and mentors. It ended up being one of the better decisions I have made, both from a career and personal perspective. It allowed me to break out in numbers I never could have on a more traditional Disassociated Sea Tour.

My second venture off the beaten path has been everything I hoped it would be and more. If you are looking for something new, different, or a great adventure, try life as an attaché in the Defense Attaché Office (DAO). You do not need to become a Foreign Area Officer (FAO) to do it, although that is an option. You just need to get a release from your detailer and jump through the application and interview hoops.

There are billets all over the world, from some in the most austere, remote locations to some of the most modern. The DAO life is a busy, social life with a lot of events, ceremonies, lunches, and cocktail parties. In my office most days, I wear a suit, but I have been in as many as three different uniforms in one day. There is plenty of in-country travel and maybe even some out of country travel for those who are accredited in more than one country.

The work we do is varied and almost always satisfying. First and foremost, you are the Ambassador’s expert and advisor on the Naval Service, or possibly on all the Military Services if you happen to be the Defense Attaché.

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We plan the visits of the President, Service Secretaries, 4-Star, and Congressional Delegations. We meet with a host of in-country senior military, government officials, politicians, and industry/business leaders. We work with various staffs in both countries to enact policy and promote our values.

This is not a “Groundhog Day” environment. Almost every day is something new. This year Australia had record bushfires, and we are all familiar with COVID-19 and its impacts. In the DAO, you are on the front line for the United States in communicating its policy positions, interpreting your accredited countries policy positions, and supporting our citizens in country.

The experience for your family is second to none. Our kids are traveling, living, and experiencing a part of the world that would probably not be accessible to them under normal circumstances due to time, distance, or cost constraints.

They get to study at the best schools, interact with kids with different perspectives, and play sports not heard of in the United States. Our children are making lifelong friends and memories that we could not have hoped to reproduce back in the States. They get to see exactly how good we have it and yet still understand the perspective other countries may have of the United States and they get to be ambassadors for all of us.

Some of the kids they interact with may never meet another American again in their lives.

The “Golden Path” is a saying for a reason, but that does not mean you cannot get to where you want to go another way. If you have a sense of adventure or you truly joined the Navy to see the world, I cannot think of a better path to take.

Life in the DAO is busy, exciting, different every day, and an adventure you will never forget!

If anyone has questions or is looking to connect, please feel free to send me an e-mail at ortm@state.gov.

Back to School?

A Year Away from the Cockpit, with an Eye on the Future

By LT David “Figjam” Kehoe, USN

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or Naval Aviators, the first time we can choose to "stay in or get out" comes at almost ten years into a career.

After flight school and the initial service commitment, a period where many in the civilian world are building expertise in their subject field, Naval Aviators will have been in a number of billets that may or may not connect to future endeavors. Personally, I was on the fence midway through my first shore tour as an FRS Instructor. I loved my time flying, but the idea of starting a family and moving around never fully appealed to me. I went back and forth for a while but ultimately made the decision to continue in the Navy because I saw opportunities for myself and my family that would allow us to live comfortably, build a future, and be positioned for a second career when twenty years are up.

After that decision was made, the disassociated sea tour loomed large on the horizon. The Navy has done a better job at promoting graduate education programs over the past few years. I never thought online graduate school would give me the learning experience I desired so I looked into a number of in-residence graduate education programs that would fulfill the disassociated sea tour requirement while building skills for future billets within the Navy. The NAVADMINs about graduate education programs that are sent out at varying points in the calendar year can be overwhelming.

The programs all seem to have long names, a list of package requirements, and lengthy timelines that may or may not align with your career timing. If you are interested in these programs, I recommend diving into the NAVADMINs from years past to see if any of these programs would interest you and work for your career timing. I ultimately decided to put in packages for two different programs. The first was the Fleet Scholars Education Program (FSEP). FSEP is a great deal and has become extremely popular over the past few years. Unfortunately for me, I came up short when the board results came out. After some self-pity, I held out hope for the second program I applied to called the Political Military Master’s Program (POLMIL). POLMIL is lesser known and commonly applied to by officers who are post Department Head (DH) and heading to staff tours. For the program, you are required to complete a one-year Master's Program at one of nine pre-selected political science and international affairs programs around the country. I ended up applying to four

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programs and was accepted to three, ultimately choosing to enroll as a Mid-Career Master’s in Public Administration Candidate at the Harvard Kennedy School of Government.

Upon completion of the program, I owe three years of active duty service and a future follow-on tour that will utilize the education I received while in the program. In preparation for the school year, I have worked closely with the Civilian Institutions (CIVINS) Office at Naval Postgraduate School (NPS) to ensure my education plan will allow me to earn a Navy Subspecialty that may be required for future billets. The pre-approved programs on the list of schools you can apply to will range in focus and design, but are all set up to be full time programs that will challenge you both academically and professionally with a focus on future public service, either domestic or international.

Getting accepted into POLMIL and being able to map out the next few years of Naval Service was a huge relief for myself and my family. An even greater opportunity is the ability to take a step back and evaluate some areas that could use improvement, personally and professionally. When applying to the programs, it was extremely helpful to have some mentors in my corner, whether it was providing guidance on an application, writing a letter of recommendation, or working with a detailer on program timing. Seeking out mentorship can be difficult for billets that may be off the traditional path, but I was surprised how many people knew someone who had done FSEP or POLMIL and would be willing to make a connection. Other action items that helped me along the way were getting the GRE knocked out and compiling letters of recommendation early in the application process. The next year will hold challenges like I have not experienced before in my Navy career but am sure will better prepare me for the next phase of service. At the end of the day, we will all have to do something other than flying and I encourage everyone to seek out opportunities to maximize your tours away from the cockpit.

If anyone has questions or is looking to connect, please feel free to send me an e-mail at david.m.kehoe@navy.mil or davidkehoe@hks.harvard.edu.

www.navalhelicopterassn.org

Focus - Should I Stay or Should I Go? Back to School?

Two Thumbs Up for the Fleet Scholars Education Program (FSEP)

By LT Ryan Caskie, USN

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t the time I applied for the Fleet Scholars Education Program (FSEP) Scholarship, I saw myself as an unlikely awardee for one of the limited positions available within Naval Aviation because I never considered that a program like FSEP would fit into my career goals.

This was partly due to a lack of awareness of what the program really entailed and partly due to some misperceptions of what taking these orders would mean for my future in Naval Aviation. It was not until a fellow FRS Instructor, who was selected for FSEP, explained how FSEP worked that I realized what an opportunity this was for pre-disassociated tour Naval Aviators. Once I read the various FSEP instructions and had a few conversations with my chain of command, I had a much better perspective on what taking FSEP orders would mean for my career down the road. The FSEP instruction states that the program is for “high performers” and is a retention tool, so my concerns that this would be seen on my record as largely negative and “off-path” were not accurate.

The benefits of FSEP are many and diverse depending on what you personally are looking to get out of the experience. It is great because unlike some other Navy scholarships, you are given more freedom to choose where and what you are going to study. There are some requirements to what programs and universities are acceptable, but for the most part they are minimal. This freedom to choose universities also can impact your personal and family life as it may allow you to move closer to family members if they do not live near a Naval installation. Also, FSEP does not consume your G.I. Bill benefits and you have minimal out of pocket costs while in school. As most of us know, except for maybe Naval Academy graduates, in college you can choose your class schedule providing scheduling flexibility and consistency if you have children or your spouse works. The benefits that I have personally enjoyed have been the diverse nature of my student peer’s professional backgrounds and the ability to think “outside the box” with fewer restrictions or guidelines when addressing problems. I have also enjoyed the ability to spend more time with my family without interruptions like workups, deployments, etc.

Another huge benefit to the program is that after leaving my production tour, I felt a little “burnt out” and this opportunity has helped put my Naval Aviation career into perspective. I am much more appreciative of the career path I have chosen and although I am truly enjoying my graduate education, I look forward to my upcoming tour as a Department Head (DH). Another benefit, that unfortunately will not be available to me due to COVID-19, is the opportunity to take part in various internships while in school.

After my education on the program was complete and misperceptions dispelled, it was clear that FSEP was my first choice for my disassociated tour. Unfortunately, I was not originally selected for the program, but I was the first alternate for Naval Aviation as a whole. Interestingly, I was one out of two HSM Community applicants. For a program that offered so many potential benefits, I was surprised there were so few applicants. I was even more surprised to find out a few months later that an FSEP spot had become available. Although the timing was not ideal to find a university that accepted full-time Spring applicants, I had to take advantage of the potential opportunity. In the end, it worked out and I was accepted to San Diego State With the good comes the bad, right?

University’s MBA Program for the Spring In my opinion, not really. There are of 2019. not very many downsides to FSEP that I have uncovered. In theory, a threeyear commitment after completion of Rotor Review #149 Summer '20

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the degree program could be considered a negative, but if you plan on taking Department Head orders and/or the Aviation Department Head Retention Bonus (ADHRB), the commitment is served concurrently. For myself, as mentioned above, I wanted to ensure that taking this opportunity would not jeopardize my ability to keep flying down the road or be competitive amongst my peers in future screen boards. Although I cannot see the future beyond the start of my DH tour, I feel that I still have a good opportunity to compete based on my previous performance and graduate education experience with FSEP. When it is all said and done, I am extremely thankful for this opportunity to further my education, work with new people, and recharge my batteries for my upcoming tour as a DH. FSEP is not for everyone, but if you think you may enjoy some of the benefits I see in the program, I think it is well worth considering. It is my hope that the Navy continues to push more opportunities like FSEP as I believe they are extremely value added. In the long run, I believe these types of programs will be one of the keys to retaining the best Naval Aviators.

If anyone has questions or is looking to connect, please feel free to send me an e-mail at ryan.caskie@gmail.com.

Back to School?

BLUF: Do the Fleet Scholars Education Program (FSEP)

By LT Dro “Gnasty G” Gregorian, USN

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fter my 3½-year tour in Japan with the esteemed “Warlords,” the HSM Community selected me to be a flight instructor at HSM-41. FDNF life was the equivalent of red-lining my proverbial engine, so I was looking forward to a healthier work-life balance teaching the newest Romeo pilots.

I heard rumors before arriving that my shore tour is a great opportunity to knock out a master’s degree, so I started asking my peers what types of education they were pursuing. While most of them were knocking out MBAs at civilian schools and NPS, I learned from a fellow Warlord about a lesser-known program called FSEP: Fleet Scholars Education Program. This program allows you to attend a full-time two-year master’s degree program anywhere in the U.S. in lieu of a sea tour with a three-year commitment after graduation... Umm, where do I sign?! Even though it did not fit into my current educational goals, I tucked FSEP into the back of my mind. With time and the GI Bill to spare, my heart was set on an MBA because I could learn something new (having a mechanical engineering background) while broadening my professional network outside the Navy (a.k.a. a solid off-ramp in case hinge life wasn’t for me). The more I researched schools, the more I realized an MBA is meant to be used after graduating. Building my network now was not necessarily ideal if I was not set on leaving the Navy, so I tabled my MBA desires and focused on other interests.

MIT Family

“MIT Boot Camp,” where we learned about the program, general expectations, and MIT history. The events of boot camp culminated into a design project paying homage to an infamous MIT-Harvard football game. I quickly learned how difficult, yet fulfilling, it was to work with people I just met and create something remarkable in such a short amount of time. The flow of ideas and work ethic were both refreshing and humbling, which set the tone for the upcoming academic year. Imposter syndrome aside, I knew this program was right for me and my future goals.

With one year remaining at HSM-41 and the FSEP NAVADMIN released, I submitted a package. I received an acceptance letter shortly after! The golden ticket was only half the battle; I still needed to apply to school, a tremendous task on its own. Being from the Boston area, I focused on schools in the northeast and was admitted into the MIT System and Design Management Program. I will not bore you with the details of applying to school, but I will say it was more involved than I expected. The biggest lesson learned: do not procrastinate. I discovered most schools fill the bulk of their cohorts after Round 1 (there are usually 3 rounds), so your chances go down significantly the longer you wait to apply. Depending on your career timing, I would HIGHLY recommend you apply to schools before you even start applying for FSEP. It may sound counterintuitive, but the effort you put into school applications will fulfill your FSEP package and the Round 1 deadline nicely.

Classes began immediately after boot camp. My schedule is comprised of a blend of systems engineering and business analytics courses, amounting to 40 hours a week of work (closer to 60 if you include all the coding tutorials and math refreshers). Much of my work consisted of teambased assignments analyzing systems and finding ways to improve their purpose. We usually tackled supply chain or operational management issues, taking an analytics-focused approach to finding solutions. So far, I have learned two different programming languages, worked on a semesterlong design project for turbine engine improvement, and I am currently writing my thesis on risk management and safety improvements for the U.S. Army’s Future Attack and Reconnaissance Aircraft (FARA) Program. Academically, MIT filled my plate. Professionally, it is a different story.

I met a lot of interesting people at MIT, all of whom come from different backgrounds and I thought would certainly influence me to leave the Navy and become a consultant at a top firm. Right?! I will surely make a fortune, achieve work-life nirvana, and be Elon Musk’s confidant. The truth is, it depends! The grass can be greener, but it is entirely on you to carve your own path. You are absolutely in control of what you want and simply entering the private sector does not guarantee anything for your future. Your work ethic dictates your success, whether you stay in or get out.

The months leading up to induction day allowed me to contemplate what I really wanted from a 2-year program at MIT, both academically and professionally. My degree of study, System and Design Management, is a unique combination of systems engineering and business management perfectly suited to help me in my naval career and beyond. Akin to a choose-your-own-adventure, the challenging course work allows me to delve into topics of interests while completing degree requirements. I finally got to meet my cohort during 55

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Focus - Should I Stay or Should I Go? Back to School?

Undoubtedly, FSEP is an amazing opportunity to take some time away from Navy life and learn a little bit more about the civilian world all while obtaining a master’s degree. I have enjoyed my time thus far at MIT and am looking forward to another year here. I highly encourage anyone interested in graduate school to explore FSEP, and the other educational programs in the Navy to expand your life portfolio. There are a lot more details I did not cover, so if you have any questions about FSEP, graduate school, your naval career, or life itself, feel free to reach me!

If you are viewing graduate school as an opportunity to pivot, there are a lot more factors to consider (a discussion for another time). At this moment in my life, I still want to continue flying, so I chose Department Head. However, I know that my work here at MIT will prepare me for the moment I exit the Navy. I also want to emphasize that COVID bore little on my decision and rather cemented it after the fact. While the job market is taking a hit now, it is only temporary and the benefits of FSEP may serve you much differently in the future.

If anyone has questions or is looking to connect, please feel free to send me an e-mail at drogregorian@gmail.com. 

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Current Commissioning Programs

n the past, there were over a dozen different paths for Sailors to become commissioned officers, Seaman to Admiral being just one of them. This wide array of programs lacked uniformity in benefits, selection procedures, educational opportunities, and program requirements. This created a very confusing web of program applications, deadlines, and choices for fleet applicants and, quite frankly, is very cumbersome for the Navy to manage and administer. Consequently, there were countless Sailors in the fleet who would make outstanding commissioned officers, but due to program restrictions, educational background, or financial concerns, they did not apply.

For all of these reasons and more, the Navy combined most of these current commissioning paths into one consolidated program that preserves the Seaman to Admiral name made popular by Admiral Boorda: Seaman to Admiral-21 (STA-21).

The STA-21 Commissioning Program is designed to meet the goals of the Navy in the 21st Century, while at the same time creating a fair and equitable system for outstanding active duty Sailors to receive a top-notch college education and become commissioned officers.

Seaman to Admiral (STA-21) The following fleet commissioning programs were combined to create the STA-21 Program: Seaman to Admiral Enlisted Commissioning Program (ECP) Aviation Enlisted Commissioning Program (AECP) Nuclear Enlisted Commissioning Program (NECP) Civil Engineer Corps Enlisted Commissioning Program (CECECP) Fleet Accession to Naval Reserve Officer Training Corps (NROTC) (Includes Nurse Option) What makes the STA-21 Program so different from most of the other commissioning programs is its fairness to the Sailor.

Some of the previous enlisted commissioning programs required Sailors to pay their college tuition by themselves. Others removed the student from active duty status, thus taking away any source of income. The STA-21 Program will keep all participants on active duty at their current enlisted pay grade. This means they will receive all the pay, allowances, benefits, and privileges they currently enjoy and will still be eligible for enlisted advancement while in the program: Time spent in school will not count towards retirement, however, it will count towards pay purposes. Sailors will receive up to $10,000 per year to cover tuition, books, and fees. The Sailor will pay any costs above $10,000 per year. Participants attending inexpensive universities that do not require use of the entire $10,000 for any year will not be able to keep the difference.

Although the applicant's history of fleet performance will receive consideration during the selection process, emphasis will be placed on the identification of those applicants who possess the academic and leadership potential necessary to become outstanding Naval officers. https://www.public.navy.mil/netc/nstc/sta-21/contact.aspx Rotor Review #149 Summer '20

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Naval War College - Time Well Spent

By CDR Sam “Dealer” Wheeler, USN

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s a JO, I received some valuable advice from a few of my mentors regarding education and professional development while on active duty. That advice went something like this: “If the Navy wants or needs you to have a masters or your Joint Professional Military Education (JPME), let them get it for you, and let them get it for you on their time and on their dime. It will be time well spent.” Everyone’s situation is different – family priorities, timing, milestones and goals within or outside the Navy etc. – but having recently completed my Master’s Degree / JPME at the U.S. Naval War College (USNWC) in Newport, RI, I wholeheartedly agree with my mentors’ advice. My time in Newport was indeed well spent.

I got way more out of the course than I anticipated, grew as a thinker, reader, and writer, and savored a solid break from the grind in New England.

I reported to USNWC immediately following my department head tour at HSM-49 and began the Naval Command and Staff Curriculum. While there are various areas of study and electives that can be pursued, the course revolves around three core areas of curriculum: Joint Maritime Operations (JMO), Theatre Security Decision Making (TSDM), and Strategy and War (S&W). I would be lying if I said I enjoyed every minute of the core classes, but each of them had their merits. JMO was rather dry and monotonous at times, but nonetheless has proven valuable (I am using what I learned in my current billet at USAFRICOM). TSDM proved much more thought provoking overall, but some of the required course material was slightly dull here and there. Perhaps the crown jewel of USNWC is S&W, which uses historical case studies to explore the various purposes, objectives, and functions of war. Like most other students, I enjoyed this class despite the mountains of reading and writing that came with it.

Upon completion of the curriculum, a graduate receives a Master’s Degree and is JPME Phase 1 complete, but many graduates, including myself, leave with more than just the requisite boxes checked. At the risk of sounding like a huge nerd, my time at USNWC enabled me to mature as a life-long learner. The seminar format of the courses fosters dialogue and debate and elicits various and differing perspectives given the diverse makeup of the student body. Learning alongside and engaging with students from all branches of the military, numerous U.S. Government civilian agencies, and countless foreign armed services broadens horizons and helps form previously unimagined views.

The dialogue shared with fellow students is built upon and fed by the robust reading and writing requirements of the course. Yes, the rumors are true; some of the reading is 57

admittedly painful. But a lot of it is intriguing and insightful, and reminded me of how much there is to gain from reading a well written piece. Since leaving USNWC, I have made it a priority to carve out time to read, and to ensure that I am occasionally reading outside my range. More demanding than the reading were the writing requirements that, to my benefit, were firmly critiqued and scrutinized. I progressed as a writer, and the professors and on-staff writing instructors contributed greatly to my development. The collaboration with other students, the loads of reading, and the demanding writing requirements have made me a better listener, learner, and leader.

Let us switch gears and talk about the downtime. Yes, there is a ton of reading and writing associated with the course, but we have all mastered time management by now. Achieving a dream-like work / life balance at USNWC came easily, and the time I was able to spend with my family has thus far been unmatched since I have been in the Navy. While in Newport, I coached three sports teams for my kids, traveled extensively throughout the East Coast and New England, and was able to take advantage of everything Newport has to offer.

We are all accustomed to our profession’s demands on our time, and the sacrifices that go hand in hand with those demands. The long hours, the constantly changing schedules, and the numerous work ups and deployments inevitably chip away at our ability to be a present parent, a reliable partner, or an available friend. While some are left with no other option, I cannot imagine adding night classes or distance learning to that already taxing schedule. As an in-resident student at USNWC, I was able – at least for that year – to better focus on my life outside of the Navy before leaving, recharged for my joint tour.

While my time at USNWC was value added for me personally and professionally, it is by no means a perfect fit for everyone, especially if you do not intend to make a career out of the Navy. For those looking to opt out of a career in the Navy, I cannot say that USNWC is your best choice for a graduate degree. But if you are struggling with the “should I stay or should I go” decision, realize that being an in-resident student at a U.S. War College is a huge reason to stay. If your experience is anything like mine, you will obtain required items for your career, grow as a learner and leader, and get some well-deserved quality time in New England.

If anyone has questions or is looking to connect, please feel free to send me an e-mail at sambwheeler@yahoo.com. www.navalhelicopterassn.org

Focus - Should I Stay or Should I Go? Back to School?

Naval Postgraduate School: The Opportunity Cost of Choosing to Step Out of the Cockpit

By LT Ryan Frebowitz, USN

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’m sorry, you did not select for a production tour,” my XO told me in his office. Without the prospect of a competitive production shore tour, I came to the realization that my opportunity for a career within the HSM Community was significantly limited. During my three years at my squadron at NAS North Island, I observed three Super JOs - a term referencing a pilot who returned to a Fleet squadron for their disassociated sea tour - fail to select O-4 due to a misstep in either their first sea tour or shore tour and who subsequently left the Navy for the civilian world. With my future in HSM in question, I searched for an opportunity outside of the normal lifelines, or standard aviation path, to further my potential follow-on aspirations in the Navy and the inevitable civilian life afterwards.

Weighing my available options including a varying number of shore tours, Station SAR, or otherwise, I concluded that orders to Naval Postgraduate School (NPS) in Monterey, CA would benefit my future the most in the long run.

What I did not know as an offtrack aviator unfamiliar with NPS was the unique academic experience and benefits that awaited me upon arrival.

NPS affords the opportunity to study a field of the individual's choosing, under a faculty of top-notch scholars, in a curriculum that can be tailored to match the student’s professional and personal interests. Moreover, attending NPS enabled me to earn the accolades of a full-time Master’s Degree from a

Rotor Review #149 Summer '20

competitively ranked resident program all while earning a full-time paycheck without sacrificing my G.I. Bill for future use.

The academic experience at NPS was both challenging and rewarding in my pursuit of a graduate degree in Homeland Security and Defense. My classes were taught by an impressive cadre of both NPS Staff and Adjunct Professors who were respected, well-established, and notably published within their field. I became immersed in this educational opportunity, studying from an academic syllabus that I found particularly interesting, that highlighted the sociopolitical, cultural, and economic challenges that impact domestic and foreign policy. Over a year and a half, I studied the subjects of domestic and international counterterrorism, law in homeland security, international relations theory, comparative politics, analysis of intelligence policies, critical infrastructure defense, and international economics and trade in policy.

In complement to the curriculum, the classroom environment provided by the professors promoted discussion on relevant current domestic and world issues. I consistently interacted with a diverse and well-rounded student body comprised of all branches of the U.S. Armed Forces, as well as dozens of foreign military officers from countries around the globe. I found my experience deeply meaningful and enlightening to participate in debates about European security issues with a German Army 58

Colonel/Professor, discuss international terrorism with a Pakistani Military Police/Major, examine the rising threat of a reemergent Russia with a Ukrainian Army Major, or discuss controversial international trade agreements with the very same partner nation participants sitting beside me.

As a student at NPS, there were few requirements or rules outside of the classroom. My only responsibilities incurred outside of my coursework were to electronically muster Monday through Friday, wear business casual attire of my choosing four out of five days to class, and attend a weekly Thursday afternoon guest lecture from a Flag Officer or Industry Leader.

Students at NPS attend twelve to sixteen hours a week in the classroom under instruction; however, with proper time management, they should expect to work a full work week on their course assignments and thesis at their own convenience.

When not studying or attending class, Monterey offers an abundance of activities to keep any person engaged during their personal time. Located on the Central Coast in California, Monterey is often regarded as one of the most beautiful locations in the United States. Home to Pebble Beach, Big Sur and only two hours from San Francisco, few locations rival its natural amenities and unique year-round 65-degree weather.

I would offer to any Rotary Wing Naval Aviator that there are significant factors to attending NPS that should be evaluated. Outside of the earlier identified potential negative career connotations that coincide with stepping out of the cockpit, the price of earning your masters at NPS is paid with service time to your active duty commitment. Naval Officers will incur a 2-to-1 payback for the months spent at NPS; however, the time spent is served concurrently with your current obligation. In my case, my eighteenmonth program only added five months on top of my current winging service obligation. For those wishing to remain in their helo communities, I personally know several pilots who selected Department Head after attending NPS for their shore tour. However, the lack of a competitive shore tour is widely considered detrimental to career progression and may be the proverbial nail in the coffin to your flying career in the Navy.

Transparency would dictate that some financial consideration be factored into any discussion when weighing the value of attending NPS, versus completing your graduate education simultaneously with your career or after departing the Navy. A 2018 Best of Schools article published by U.S. News & World Report categorized NPS as the number one National Securities Program, eclipsing Harvard, and other major universities. To attend the Harvard program, the total cost was estimated at $50,000. My specific NPS program is not unique in this accomplishment, and for those wishing to further their education in another field of study, NPS's wide variety of technical and business Masters Programs offer many of the same accolades.

Wherever my career path may take me, the portability of a graduate degree will benefit my future endeavors, within governmental civil service or otherwise.

If anyone has questions or is looking to connect, please feel free to send me an e-mail at ryan.frebowitz@gmail.com.

For me, the rewards offset the career risks as I could not overlook the opportunity to be retained on active duty while pursuing my Masters as a full-time student. My NPS experience bolstered both my academic credentials and my knowledge of the complex challenges of Homeland Security. 

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Paying For School – Programs for Enlisted Sailors From: https://www.navycollege.navy.mil/index.htm

Advanced Education Voucher (AEV)

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he AEV Programenables selected senior enlisted personnel (E-7 to E-9) to obtain a Navy-relevant bachelor’s or master’s degree in designated areas of study through off-duty education at any U.S. Department of Education (DOE) accredited institution. The AEV program provides 100% funding for tuition, books, and related approved fees within the following guidelines and funding limits: Baccalaureate Degree – Funding limits are a maximum of $6,700 per FY, not to exceed $20,000 total program cost. Participants are allotted a maximum of 36 months from the start date of their first course to complete a baccalaureate degree program.

Master’s Degree – Funding limits are a maximum of $20,000 per FY, not to exceed $40,000 total program cost.

Participants are allotted up to 24 months from the start date of their first course using AEV funds to complete a master’s degree program.

For more information regarding the Advanced Education Voucher program, see the AEV Resources page. https://www.navycollege.navy.mil/index.htm 59

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Focus - Should I Stay or Should I Go? Reserves/FTS

Retention: My View Toward Full Time Support (FTS)

By CDR Lena Kaman, USN

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uring my shore tour as an Instructor Pilot (IP) at HT18 from 2006-2009, I was introduced to a community that intrigued me: Full Time Support (FTS). Over the next year, I learned as much as I could about FTS to see if I was interested in applying or if I was going to remain on my active duty HSL career path. I wanted to make an informed choice.

I was in the same shoes many of you are wearing right now.

Overall, I learned the role of FTS is to train and manage the Selected Reserve (SELRES) Force. Wherever there are Reservists, there are FTS Personnel.

In Naval Aviation, there are Operational Reserve Squadrons.

HSM-60, HSC-85, VFA-204, VP-62, and the VR Squadrons are examples. And then, there are active duty squadrons that have Reserve Squadron Augment Units (SAUs) attached to them. The CNATRA Squadrons are perfect examples of this model.

While gathering information by talking to FTS Officers in my squadron and by attending Detailer “Road Show” Briefs, I had a lot of factors to consider. For instance, I considered flight time. The training commands offer an amazing opportunity to get a lot of flight time and to continue to gain unparalleled HAC decision making skills. From my experience, the Fleet is more aircraft and maintenance limited than are training commands. I simply did not think I would fly as much or as regularly if I remained active duty or if I selected an FTS Operational Squadron such as HSM-60. I also remembered my two HSL deployments where we often waited days, or weeks, or months for parts. I remembered how preflights in the Fleet routinely unveiled downing discrepancies. And I remembered hot, frustrating FCFs on the flight line as being a common responsibility for junior pilots. The HTs and VTs do not present these circumstances to the same degree. I could count on flying about 95% of the time I was scheduled, barring the occasional weather, maintenance or ORM cancellation. Another consideration that attracted me to HT FTS was the variety of different stages and types of flights available for instruction. As an IP, I felt I was always being challenged and never got bored.

In addition to considering flight time, I also researched FTS operational tempo. While the Reserve Operational Squadrons deploy in a similar fashion to active squadrons, CNATRA Squadrons do not. Moreover, CNATRA IPs do not have to deal with the frustrations of frequent operational schedule changes. In my exploration of future options, it seemed as though I had stumbled upon a unicorn - a way to have a career of permanent shore duty! Furthermore, I learned that “homesteading” and bouncing back and forth between VT and HT squadrons or bouncing back and forth between Rotor Review #149 Summer '20

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an operational squadron and an airwing could be an option (at a risk of not progressing in rank). Or, if progressing in rank and remaining competitive for command was my goal, I could go to a senior staff tour in Washington, DC, Norfolk, or Millington after my first FTS DH tour. Just like active duty, FTS has a defined career path with important milestones.

To progress in rank and remain competitive for command, JPME and a graduate degree are required. Also, there are slots built into the FTS career path for unique professional development opportunities like In-Residence Education, Tours with Industry, and Fellowships. Finally, I learned that FTS also offers Reserve Management tours, such as at Navy Operational Support Centers (NOSC).

Yet another factor I considered was FTS command opportunity. I learned that for the training commands, only two CO positions existed at that time in 2009: VTJ had VT-9 in Meridian, MS and all FTS HT and VT pilots competed for VT-27 in Corpus Christi, TX. Both squadrons rotated every other CO with an active component CO. Those low odds worried me, and it seemed as though Operational Reserve Squadrons had a higher percentage of command opportunity.

Upon research, however, I learned those squadrons rotate FTS and SELRES in the Front Office. And while there are more Operational Reserve Squadrons than Training Command Squadrons, there are also more FTS and SELRES pilots competing for those billets. So, command opportunity ended up being similar across the board. And, as luck would have it, in 2017, PERS expanded FTS Training Command opportunity by opening an HT Squadron to an every-otherCO-rotation.

Reserves/FTS Currently, in my role as the first FTS CO of HT-8, I am proud to work with, lead, and build the character and competence of all our IPs: Active Duty, FTS, and SELRES. As the only FTS CO in our airwing, I have a passion for mentoring the current FTS IPs in addition to those who, like you, are exploring whether FTS is the right choice for their future. I look forward to answering any questions you have.

With all the information I gathered, I was ultimately attracted by the flexibility that FTS offered. I ended up applying and being selected for FTS HTs and transitioned to the community in 2009. Yes, during our annual Gulf Coast Fleet Fly-In / NHA Fall Join-Up events, I would get a bad case of Fleet helo envy and contemplate my decision to stay in the mighty TH-57 Jet Ranger. I do miss the buzz and excitement of real-world operational flying, and I do miss the capabilities of the Seahawk. But I would not change my decision for the world! My FTS career path has afforded me with more experiences, challenges, and opportunities than I ever could have imagined. Working with Active Duty, FTS, and Reserve Personnel has also opened my eyes to the sacrifices our Reserve “Citizen Sailors” make daily to serve.

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Most importantly, though, whether Active, FTS, or Reserve, we are all on the same team. We are all working toward the same goals of defending our country and preserving freedom.

I cherish this opportunity to lead the next generation of Rotary and Tilt Aviators who will Fly, Fight, Lead, and Win! If anyone has questions or is looking to connect, please feel free to send me an e-mail at lenabitt@gmail.com.

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My Transition from Active Component to Full Time Support Naval Reserve Helicopter Sea Combat Logistics

By LCDR John “Senator” Edwards, USN

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little over a year ago, I decided to change careers and apply to the Naval Reserve as a Full Time Support (FTS) Aviation Officer. The decision to shift careers came with less than a year left in my Helicopter Maritime Strike (HSM) aviation department head tour. I was fortunate that timing for the spring FTS Board aligned with renewed openings for my year group, a shift in my personal priorities, and strong support from my family and mentors. I gathered two letters of recommendation, my command’s endorsement, and applied to five FTS Aviation Communities. To my surprise, my name was on the Spring Selectee List!

I was not sure what HSC Logistics (HSC LOG) was, but I figured I would enjoy learning a new mission given my already “non-standard” career. Having flown counter piracy in the SH-60B, provided port security as a coastal riverine, instructed at the MH-60R FRS in San Diego, served as a HSM Department Head, and led a MH-60R Mobile Training Team to Australia, I was excited to take yet another path less traveled. My assignment to range logistics at HSC-3 provided the secure familiarity of the H-60 cockpit while offering new piloting and leadership challenges.

SCORE detachment recovering a Mk-30 ASW target to San Clemente Island pad 2. Photo by MC1 (SW/AW) Patrick W. Menah Jr. Public Affairs Helicopter Sea Combat Squadron THREE (HSC-3).

HSC Logistics, also known as SCORE Detachment, provides aerial logistics support to the Southern California Test and Training Range (SCTTR). The mission involves target launch and recovery as well as weapons recovery west of San Clemente Island. Additionally, the detachment provides backup aerial firefighting support to the 36,358 acre island and its shore-based range facilities. The majority of SCORE’s missions support one and a half ton Mk-30 subsurface targets, heavy weight exercise torpedoes, and light weight Mk-54 exercise torpedoes. Occasionally, the detachment supports TLAM launches, medevac flights, ammo offloads, firefighting, and target drone recoveries. SCORE annually executes 1,000 hours in range support and reserve readiness. Additionally,

The standard entry point for FTS aviation accessions happens when an aviator is approaching their minimum service requirement (MSR). Selected officers are assigned to a Naval Reserve squadron to complete their department head tour within the reserve component. Within the Naval Reserve, there are a handful of H-60 flying opportunities split between HSM and HSC. New accessions to HSM are sent to HSM-60 in Jacksonville, Florida and new accessions to HSC are sent to either HSC-85 or the HSC-3 Logistics Detachment in San Diego, California.

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Focus - Should I Stay or Should I Go? Reserves/FTS Before joining the Naval Reserve, do your research and reach out to pilots serving in the community you are interested in joining. Becoming a FTS Officer comes with some great flying opportunities and a large dose of reserve management.

In addition to typical squadron jobs and duties, as an FTS Officer you will be responsible for the training, administration, and readiness of SELRES officers and enlisted. One of my first jobs involved managing $400,000 in discretionary reserve training funds in addition to writing orders to bring SELRES on active duty. There is a somewhat steep learning curve to grasp reserve component acronyms and the rules that govern a reservist’s “good year.” After a couple months, you will have a decent understanding of the cornucopia of drills and orders that a reservist can use to achieve their annual minimums of one weekend a month and two weeks a year. The Navy Reserve Unit Manager (NRUM) Course is well worth the four-day trip to Little Creek, Virginia. NRUM helped me gain a better grasp of the Naval Reserve and provided a map to navigate the administrative systems and reserve terminology.

detachment pilots and aircrewmen provide production and functional check flight support to HSC-3.

Aerial range support operations are conducted during daylight and seasonally ramp up in the summer and fall. During peak months, SCORE will provide a two aircraft detachment manned with two crews and two shifts of maintainers on island five days a week with occasional weekend support. A busy day will see both crews supporting simultaneous antisubmarine warfare events with a combination of aircraft and submarines launching light and heavy weight torpedoes. To facilitate complex launch and recovery operations, the crews will frequently shift between multiple recovery devices while supporting 4 to 12 hours of continuous logistics support on both anti-submarine warfare ranges. Between each evolution, the crews re-brief each device launch or recovery, address range coordination, and aircraft deconfliction while squeezing in hot pits and meals. Despite some long days, the mission is rewarding, and the team is tightknit and proficient at what we do.

PERS-46 manages a FTS Redesignation Board page that provides the latest eligibility and application information.

Before applying, I reached out to the FTS Aviation Officer Community Manager to ask about required waivers and community eligibility. Community information, contacts, and a link to the Redesignation Board page can be found at https://www.public.navy.mil/bupers-npc/officer/detailing/ fulltimesupport.

The detachment is comprised of 8 active duty aircrewmen, 56 Full Time Support, and 94 Selective Reservist (SELRES) billets. We continuously operate with 8 FTS pilots and 8 active component aircrewmen. To support operations and increase reserve readiness, the detachment frequently employs its 16 SELRES pilots and aircrewmen on range missions.

A large part of being an FTS Officer is supporting reserve training and readiness. As the only reserve HSC Logistic Unit, SCORE maintains external load skills and training critical to maintain combat logistics and strategic depth within the Naval Reserve Forces.

As I submit this article to the Rotor Review Editor, SCORE Detachment just wrapped up leading a third night of aerial firefighting on the USS Bonhomme Richard (LHD-6). I am grateful to serve as a FTS Aviation Officer and incredibly proud to fly with the reservists of HSC-3 SCORE. If anyone has questions or is looking to connect, please feel free to send me an e-mail at johnhedwards@me.com.

SCORE conducting firefighting on SCI

Rotor Review #149 Summer '20

Aerial firefighting on the USS Bonhomme Richard (LHD-6).

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Reserves/FTS The Retention Tool Already in Our Belt

By AWR1 (NAC/AW) Calder L. Epes, USN

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ith the shift in the focus of the National Security Strategy (NSS) toward Great Power Competition (GPC) over the last number of years, the need to increase the Navy’s return on its investment in Naval Aircrewmen has gained importance. This is especially true in the HSM Community where ASW and EW have made a return to the forefront as the national defense establishment redoubles its focus on addressing the threats from near-peer competitors.

The skills and experience that are needed to field aircrews capable of providing Carrier Strike Groups and surface combatants with reliable organic airborne ASW capabilities cannot be manufactured overnight, and with a two year pipeline costing over a million dollars, it just isn’t logical that the issue can be fixed by increased recruiting and training of initial accessions. With the low retention rates among AWs recently, perhaps it is time to look more creatively at the Navy’s Reserve Component as a tool for retention and increasing the Navy’s return on investment.

fight is invaluable. The issue we have right now is that we don’t have enough billets to be able to recruit all of the highly qualified LVL III AWs that come our way. With enough billets, we could begin to recruit transitioning AWs and direct them to reserve opportunities that materially benefit the rotary wing community’s warfighting capabilities.

Operating under Commander Naval Air Forces Reserve (CNAFR), Maritime Support Wing (MSW) is the hub of the Reserve Component’s Rotary Wing and VP Communities.

It has four full squadrons, HSM-60, HSC-85, VP-62, and VP-69. In addition to its squadrons, MSW provides funding and support to numerous other units such as the VUP-19, TSUs, SAUs, TOC/MTOCs, and many more. MSW and its squadrons and units are well-positioned to assist the active component in tackling the retention issue. They already have the structures through which individual SELRES are funded and utilized. If these units had the billets available and the ability to screen and recruit the best of our departing shipmates, the reserve component would be a far more potent tool in retaining talent. By developing innovative ways for our aircrews to serve, we can also better align with corporate best practices in the civilian sector and better compete for retention by offering a more flexible value proposition.

Chief of Navy Reserve Vice Admiral Luke McCollum has challenged the Navy Reserve to develop new and innovative ways to contribute to the Navy’s warfighting capabilities, and our current retention issue in rotary wing aviation is a perfect example of how this initiative could be applied. I think it would be naïve to think that any single solution will solve the problem, but this one has all of the ingredients for success just waiting to be mixed.

I know our Sierra/AWS brothers and sisters have similar experiences, but I can only speak from experience on the HSM/AWR side of the house. I will illustrate my point with AWR/HSM examples, but the message here could easily be applied to AWS, or pilots from both communities.

Operating out of HSM-41, the CHSMWP Squadron Augment Unit (SAU) provides experienced supplemental manning to the HSM Community. We recruit, train, fund, and manage Selected Reserve Sailors as they continue their service while pursuing civilian careers, going to school, etc.

Despite all the jokes about reservists (I make them too), the AWRs at CHSMWP SAU average over 154 flight hours per year providing flight schedule support for HSM-41, ALFS test support in NY, Foreign Military Sales support in Australia, and supplemental manning for various commands.

We teach classes and simulators, conduct NATOPS Checks and SAR Evals, and participate as much as possible in the AW community. While doing this, our AWRs have become firefighters, law enforcement officers, military contractors, and have attended and graduated from college.

My measure of success in our unit is when I get to say that an Active Component HSM-41 Instructor was able to go have dinner with his family or be there for his child’s bedtime because one of my SELRES AWRs was flying. We offer lots of flexibility in how we serve and operate, but the basis for what we do is always our commitment to supporting the Active Component. Having units such as the SAUs allows our communities to offer options to departing Aviators and AWs that directly increase the Navy’s contribution to GPC by maintaining a reservoir of experience and reducing the need to fast-track initial accession training in order to meet Fleet demand.

I would like to clarify that these AWs weren’t “poached,” and do not represent a cohort that might have otherwise stayed on Active Duty. Having spoken with plenty of AWs in the Reserve Component the picture is very similar: all wanted to pursue goals outside of Active Duty, but still wanted to use their skills to contribute to their rotary wing communities. What we need to consider is how to better leverage the SELRES community to catch more of our firsttour AWRs as they transition off Active Duty. For every one of them that comes to the Reserve, the Navy has yet another well-trained Aircrewman who could be activated in time of national crisis for pennies on the dollar compared to training and recruiting new accessions. The depth of experience and retention of corporate knowledge that this brings to the

What we can do (relatively) quickly and effectively is increase SELRES billets and leverage the Navy Reserve’s existing structure to deliver tools to better address the issue of retention. I firmly believe that, to quote the movie Field of Dreams, “If you build it, they will come.”If anyone has questions or is looking to connect, please feel free to send me an e-mail at Calder.epes@navy.mil 63

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Focus - Should I Stay or Should I Go? Fleet Replacement Squadron An FRS Instructor Perspective from HSC-2

By LT Eli Sinai, USN

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his article is intended for a particular audience - you, the Fleet Helicopter Pilot, who is struggling to determine what to do next in your career. It is true that when you are filling out your NOM preferences, your list has various implications not only on your opportunities for your next tour, but your follow-on disassociated sea tour as well.

However, I think it is incumbent on those of us who have been in your shoes to describe our experiences to dispel a few myths regarding the consequences of your decision. Full disclosure, I love being an FRS Instructor. My peers are some of the best suffering through three more years of excruciating hard work aviators and leaders I know, and I can confidently say we all after long deployments on your operational sea tour is not a enjoy our quality of life and have genuine job satisfaction. reality. We actually like it here.

Myth #1 If I go to the FRS, I might not have an opportunity to get a master’s degree.

Myth #3 Instructing is repetitive and boring.

You may not get your in-residence MBA at Wharton while you are an FRS Instructor, but there are myriad graduate programs you can complete while at the FRS. I am working on my Joint Professional Military Education (JPME) Phase I and Master’s in Defense and Strategic Studies from the Naval War College through the Fleet Seminar Program (FSP). We have numerous Instructors working on in-residence programs without having to use their G.I. Bills, thanks to Tuition Assistance (TA) and NAVADMIN 106/19, the Strategic Education and Academic Plan. And fret not - if you want to use your G.I. Bill on an MBA as an FRS Instructor, you will find that you have plenty of peers doing the same. If you are a high performer who values your continued education, I caution you from looking at a shore tour at the FRS as a hinderance from getting a competitive master’s degree. This simply is not the case.

Myth #2 The only pilots who are willing to take a competitive shore tour at the FRS want to stay in the community and make a career out of the Navy.

As FRS Instructors, we put immense value on the quality of the Naval Aviator product we send to the Fleet. We foster and develop Fleet Replacement Pilots (FRP) who we would want to see make a positive impact on our former operational squadrons. It is highly gratifying to be a part of this process and it certainly does not get old. A mentor of mine likes to mention how on your 100th Fam 5, you have seen the same mistake 100 times, but you need to remember that it is your student’s first Fam 5, and first time making this mistake. I have not lost sight of the fact that I made the same mistakes on Fam 5, and for the Instructors I had at HSC-3 who put up with these mistakes, thank you for your patience and look at me now, I am writing in Rotor Review!

These repetitive mistakes are critical teaching moments, and every opportunity that we are afforded to improve any fundamental facet of an FRPs flying is worth your time - it is an awesome feeling to see the lightbulb go off when your teaching technique finally clicks.

In closing, if you still have any doubt as to whether you want to continue your career in Naval Aviation, do not assume that becoming an FRS Instructor will thrust you onto the “golden path” and you have no choice but to ultimately make major command. I do not mean to dissuade you from making decisions that allow you to remain on the path to command, and there are undoubtedly reasons to make decisions in line with your advancement if that is your ultimate goal. Just know that while you will open doors and remain a competitive professional as an FRS Instructor, the satisfaction of knowing your work here matters is reason enough to make the FRS a fulfilling shore tour, regardless of how it shapes your future.

Yes, FRSs select highly competitive #1 or #2 EP Pilots, but your EP is not reflective of your ultimate decision to remain in the Navy. It is, or should be, indicative of the work you put forth over the course of your Fleet tour and your potential to carry that momentum forward into the vital role of instructing the future of the Naval Aviation Enterprise. It is not a myth that we work hard at the FRS, but the hard work is worth it when you see your contribution to your respective community’s next generation of Fleet Helicopter Pilots. Becoming an FRS Instructor is useful, rewarding, and most importantly, fun. If you come here because this is the clearest path to department If anyone has questions or is looking to connect, please feel head, you are probably not a good hang and I cannot imagine free to send me an e-mail at eli.sinai7@gmail.com. you will make a good Instructor, but hey that is just my https://www.facebook.com/hsc2fleetangels/ opinion. In short, the notion that going to the FRS means videos/190127645170816 Rotor Review #149 Summer '20

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Fleet Replacement Squadron Life as an FRS XO

By CDR Evan “Pooper” Young, USN

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k, unique challenges indeed. "XO of HSC-3? Oh boy, get ready for never ending folders and phone calls," they said. Sure, as a non-screen guy, let us jump right into being the Executive Officer of the largest helicopter squadron in the Navy made up of 900+ people.

What I can tell you is this. It is all a blessing. While there are some truths to the warnings I received, hands down this has been the most rewarding job in my career. And, I am only 5 months into it. Oh yeah, and in the middle of a pandemic that canceled all the fun. What I offer you is that I am following in the shadows of giants who have gone before me.

I learn from the community rock stars who are bonus COs, fine tuning what they learned in their first command tour and reshaping it prior to their next big gig.

I am surrounded by the smartest JOs around, and they get to ask me hard questions about career advice while not being worried about playing the company card. As a terminal O-5, they (hopefully) know I will shoot them straight and offer a unique perspective.

It is the best of both worlds. I have one foot in the leadership door, yet as a terminal O-5, I get to offer unfiltered career advice to some of the smartest JOs around. That sure makes the stack of folders seem smaller to me. It makes me want to work harder to help tee up the community in any small way I can to help make a difference for the future.

What are my growth opportunities you ask? Well, while I may be at the top of my limited “career ladder,” the learning never stops. And that is the most important thing to me.

The day it does, or worse, the day you “think” it does, you might want to find a new job. While I certainly have sharpened my official reporting and legal skills, I also get to learn from the best in the business - at all levels. The motivated replacement pilots who have an eager attitude with the most recent education around, a rare CWO-5 powerhouse, 4 Master Chiefs, a command screened 30year LDO Maintenance Officer, experienced Departments Heads, and Fleet hardened JOs. And, do not forget about the - CAT others - rolling in fresh off “tour whatever” ready to decompress and offer feedback on how we can get better.

The success of the HSC Community hinges on the value we place on the people we are shaping. If you ask me, retention is about two things. Feeling valued and feeling like you are making a difference. Give a platform to those who have a voice. Find a voice for those who need a little help discovering their own. My career in the Navy has always been about two things. Service and people. Service is easy, most of us in this business are built that way. But, it was not until deep into my first tour that I realized how much it was about the people around me - how much teamwork really meant. This business is not about you. Keep that in mind and you will be fine.

Yeah, I would say it is well worth the long days and stack of folders. I am blessed to be here!

There is nothing in it for me, so I might as well pour 1000% into you. That is often what the JOs hear me say.

Given the uncertain times we are living in and the recent community force structure shift, well never mind, that has happened before, and uncertainty is always certain. My career has certainly been unique. From combat missions in an MH53E, a decommissioned squadron and split first tour, a det to Thailand for the first Foreign Military Sale of the MH60S during my FRS Instructor tour, missions with NASA and Delta during my disassociated sea tour, the communities’ deployment on an LCS 2 variant ship with a radar capable Fire Scout, delivery of the first Fleet Mobile Mission Control Station, and most recently, NVD Bambi Buckets to a burning Navy ship in marginal VFR weather. Yes, uncertainty and change will always be prevalent. We will get through it, together.

If anyone has questions or is looking to connect, please feel free to send me an e-mail at evantyoung@gmail.com.

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Focus - Should I Stay or Should I Go? Fleet Replacement Squadron The Clash Said It Best

By LTJG James “JGive” Givens, USN

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hen asked to provide some perspective about retention, and staying or going, I hesitated - I am not a writer, and the idea of me not staying Navy has never really been on the table for us as a family. However, retention - staying or going - is more than just an idea of staying in the Navy for many Aviators and Aircrewmen. For me, it comes down to choosing the path that will ultimately decide the flavor of uniform I spend my last days of service in for a grateful Nation. So, with some thought, encouragement from mentors, and given the rather unique circumstances that surround my current assignment - allow me to do just that. Provide some perspective.

Going through boot camp in the Fall of 2006, and continuing throughout all my initial Naval Aircrew training, as a 29-year old college graduate (#GOIRISH) made for some interesting, albeit repetitive, conversations. Why did I enlist?

Why was I not an Officer? Why was I so old!? Looking back from where we are now, it could not have been a more perfect path.

For many years, my Navy “age” did not quite align with my actual birthdays. I always had it in my heart that I was working towards a more age-appropriate pay grade. A 30-year-old Third-Class Petty Officer? Yikes. A 39-year old Chief? Maybe. A 40-year old Ensign? Here we go again.

Still, it has never been about doing things for the ‘X,’ nor about an actual pay raise - but more about where and to what end does Big Navy really need me to be in that next pay grade? And that is it. Where does the Navy need you to be?

This has nothing to do with being at your appointed place of duty - that is the sustained superior performance piece; but rather, deciding what that next duty is and how to get there the staying or going.

Say it with me, ship’s company. Assigned to USS Carl Vinson, Division Officer, TAO, and seaside gym spin class instructor. For the first time in eleven years, I was not attached to a Navy Helicopter Squadron. Perhaps never to return? To me, the commission, the scope of new responsibilities, and being on that ship were all part of that Big Navy needs piece. Here, it is important not to confuse this with “needs of the Navy.” There is a gapped billet, you are going - needs of the Navy.

Welcome aboard, crush it every day, innovate, lead - Big Navy needs. A carrier gig right out of the gate was not a surprise, and it could not have been a better first tour.

Perspective.

“If I have the expectation to be the first one in, and last one out for the day,” a much younger me told my first OPS Senior Chief, “then worst case, I’ll always leave right on time.” That is what it takes. That is the mentality that gets you through deployments, extensions, failed SAR Evals, homeport shifts, and commissioning ceremonies. In May of 2017, when I commissioned as an Aviation Operations Limited Duty Officer (AVOPS LDO), in front of 100 of the most incredible helo bubbas, family, friends and mentors, I could not stop crying during my speech - man what a baby! Tears of joy, nonetheless, that is where we were. After a decade of following my initial set of orders out of boot camp, “Listen, learn, and do what you’re told,” of upholding a simple and solid work ethic, of taking care of our people there I was, rendering my first salute to the same OPS SCPO, now MCPO, a life-long mentor and friend. As a family, we answered the question. We gone.

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Maximizing the return on investment for Naval Aviators and Aircrew is a Big Navy needs piece as well.

As an AVOPS LDO, especially now, the question of going, of moving on and upward, is paramount. So, when the phone rang, we had to decide again - stay or go?

A door to an unprecedented opportunity creaked open, one with huge, positive implications for my family, and hopefully the AVOPS and rotary-wing communities at large. Instructor duty. DIFOPS at HSM-41, the San Diego based MH-60R Fleet Replacement Squadron. A new billet. First to fill it. Going.

As farfetched as bringing an aviation operations technical subject matter expert to a command executing major aviation operations sounds - it happened, we got lucky. A proof of concept? Perhaps. The potential 66

Fleet Replacement Squadron to demonstrate an enormous value-added component to the command, the Wardroom, and the community? Absolutely.

My hope is that our time at HSM-41 brings a level of continuity and support that grows from desirable to required. Being back in the squadron 100 percent feels like being back at home. So, if I am back home, have we even gone anywhere? How is this a Big Navy needs piece? Time to innovate, teach, and lead in brand new ways. You just might open the cabin door and see a commissioned sensor operator. Going.

Of course, Instructor duty will eventually end - needs of the Navy. And though the “AVOPS Career Path Glideslope” chart can be helpful when managing PCS expectations that is not how we approach “should I stay, or should I go now?” CVW 

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Squadron AVOPS? Crazier things have happened. To be able to translate this part of our journey into a new 3-year sea duty billet would be a dream. So, wherever you find yourself, regardless of pay grade, uniform, or job, understand what staying or going means to you. For me, it is working hard, and doing the leg work now, to cut a new path. Perhaps not even for myself, but for future AVOPS. Maybe, for an ambitious Naval Aircrewman reading this article. Perspective.

And do not forget your Lifetime NHA Membership - get there!

If anyone has questions or is looking to connect, please feel free to send me an e-mail at standingifly@gmail.com. 

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Focus - Should I Stay or Should I Go? Civilian VERTREP Program

By LCDR Kevin Black, USN (Ret.)

An AS-322 Super Puma lifts supplies from the dry cargo and ammunition ship USNS Cesar Chavez (T-AKE 14)to be delivered to the amphibious assault ship USS Bonhomme Richard (LHD 6). U.S. Navy photo by Mass Communication Specialist 2nd Class William Sykes

Why Civil VERTREP? am unsure of the actual genesis of the Civil VERTREP Program but recall some early investigations into it in the mid to late ‘90s. The approaching sundown of the CH-46, ongoing realignment of the helicopter community, and the shifting of much of the Navy oilers and other support ships from Navy operations to MSC (Military Sealift Command) civilian operation ushered in Civil VERTREP.

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Background In the late ‘90s to early 2000/01, there were some early experiments that were performed to see how viable it was.

There were some notable restrictions placed on the program which steered it down its current path. KMAX was tried but rejected. The Bell 214ST was tried and the ships they were operating from at the time (SIRIUS and SATURN) had hangars not long enough to accommodate the aircraft as the front rotor blade had to be removed for the aircraft to fit. Prior military aircraft were not allowed to be used and it had to have a FAA approved blade fold system and be certifiable to FAA Part 135 for passenger transport. So, that eliminated the KV-107 (Kawasaki built CH-46 that was civil certified) and civil versions of the H-3 (S-61). What was left was the SA-330J Eurocopter (Sud

Rotor Review #149 Summer '20

Aerospatiale-SA) Helicopter. Now this goofy looking wrong way rotor turning helicopter was not quite as foreign as you might think. It was actually in part designed by some former Sikorsky engineers who were brought over to build a S-61 like helicopter that would fit in a French C-140 (a sort of twin engine, smaller version of the C-130).

Interestingly, it has some components in common with the H-3 to include tail rotor paddles, some autopilot parts, and a similar layout. I will note I was rather skeptical of both the program and the helicopter but when I retired it was really the best option at the time. So, the SA-330J became the primary Civil VERTREP aircraft of choice from about 2002 until 2019 when it was replaced by the EC-225LP (Airbus H-225). The current aircraft is a competitor to the Sikorsky S-92 in the oil industry and others in the heavy passenger role. Why not an S-92? Frankly, this aircraft was not suited for this work economically.

The Companies The first company to do this was GeoSeis Helicopters out of Colorado. From there, Evergreen Helicopters of Oregon and Presidential Helicopters which morphed into Blackwater followed suit and then turned over to AAR Helicopters. Evergreen was bought out

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by Erickson on or about 2015 and Air Center Helicopters of Texas entered Civil VERTREP in 2019.

The Civilian “Det” (who are these guys anyway?)

The Dets are manned 365 days a year nominally by 16 people per detachment.

8 individuals serve on det onboard ship at a time to include 5 pilots and 3 engineers (FAA A&P Mechanics). We are all treated as officers aboard T-AKE ships upon which we serve. Typically, a shift is 42 days on, 42 days off.

Companies pay for employee travel.

The Pilots Most of us are former military. We have everything from retired 0-6s to civilians. I am a little biased as I wish it were all Navy/Marine pilots, but it is not. We have some Army guys and a few who have always been civilian pilots. When I was winged in 1992, none of my IPs getting out were headed to the civilian helicopter world. They were either going to do something else or possibly headed to the airlines, but I do not recall a one who went into civilian helicopter flying. The main reason was low pay at the time. When I did it, things had changed quite a lot.

At this point, the pay is decent and if you can mesh it into the lifestyle, it

Keep Flying is not a bad job at all. When you are off, you are off except for a week or 2 a year for training and currency. The staterooms aboard a T-AKE are decent size. You live by yourself with your own head and shower. The bed is “full size.”

You even have your own window and a place for your TV with an outlet to tie into the ship’s entertainment system.

I mostly wear shorts, t-shirt, and comfortable shoes most days I am not flying. There is not an age limit. There are some contractual hour minimums you must come into the job with and “offshore” minimums in terms of over water and platform or ship landings.

The hour minimums can be a problem possibly these days for someone getting out after their first commitment. The over water time and landings should not be an issue for anyone who has done a full deployment. I was not sure what I was getting into when I got out here in 2010 but can tell you we are a bunch of professionals with a vast amount of combined experience. I have flown with other pilots and when our flight backgrounds are combined, we end up typically with 70 or more years of flying experience in the cockpit. I used to look with suspicion at the folks doing this when still in the Navy but have come to find they are very capable pilots with skillsets far more diverse then you might imagine as compared to a typical Naval helicopter pilot. Opportunities come up to fly other aircraft and do other things on the side which can be fun and rewarding as well. I have logged time in the Eurocopter Lama (a blast to fly), a Bell 204 (first version of the Huey), the 332L1 Super Puma, the Sikorsky S-92 and now the EC-225. At some point, I probably will get a turn in a Bell 214ST. I have learned to “long line” also known as “vertical reference.” I have done civilian SAR and flown passengers as have my co-workers.

“Those guys are slow” Not really. I have heard that, but I can tell you by tonnage per hour and turns per hour we are right there with a well-practiced HSC Crew. We do not pretend to be H-46s which will do faster turns than either a “60” or a “225.” However, with the EC-225, it is

no contest; we can move almost a third more per turn then the “330J” which already can outlift the “60.” We can lift 4000lbs a turn with 3.5 hours of fuel onboard in pretty much any condition.

We also stick to flying the wind line instead of trying to fly 90 degrees out of the wind line (fine if you are in a “46” but not in a tail rotor helicopter).

Why would you want to do this?

Well, if you still want to fly, like lots of time off to do things, the ability to live anywhere you want – that is right, pretty much anywhere in the world and do not mind doing 4 to 6 week shifts during the year aboard ship, this might be the job for you. Is it for everyone?

No. You need to be able to deal with shipboard life with a lot slower work pace. We do not fly a lot. It is a struggle to get 100 hours a year out here. If you have hobbies you can take with you, it is great. The schedule is flexible. You can horse trade with your opposite pilot, who is on duty when you are not, to be home for most of your important events though you usually alternate year to year for holidays. If you have an understanding family, it is not that bad. While my daughter was in junior high and high school, I was able to adjust to be home for her events and graduations. I had a chance to go to a purely stateside job with more frequent

shifts and my wife prefers this job as she feels I am home more then with an EMS job. Once your kids are out of the house, your spouse can meet you at the end of a shift overseas and go on extended vacations to places. There is good job security. The program is here to stay. There are 401k programs which I would highly encourage you research and utilize. A couple years of this and you look a lot more attractive to other helicopter and flying operations. The first civilian flying job is challenging to get. The commercial helicopter industry is Army centric in a lot of ways and remains a bit skeptical about these Navy pilots or these “RLOs” (Real Live Officers). I have had a few civilian peers tell me they wish they had chosen the Navy and had no idea at all what we did until they had this job and watched the Navy operate. There is a bit of a transition and learning curve in this line of work but once you are established, it is an easy fit for those of us who wore “wings of gold.” Your career will come to an end at some point. This is not a bad choice regarding what to do next.

It is not for everyone but certainly has some good aspects and it keeps you flying.

Questions?

If anyone has questions or is looking to connect, please feel free to send me an e-mail at kblack1967@gmail.com

A civilian mariner assigned to the Lewis and Clark-class dry cargo and ammunition ship USNS Richard E. Byrd (T-AKE 4) attaches supplies to an SA-330J Super Puma helicopter during an underway replenishment U.S. Navy photo by Jeyh Janik.

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Focus - Should I Stay or Should I Go? Keep Flying Fly Coast Guard

By LT Jeff Mistrick, USCG MH-60T Aircraft Commander, USCG Air Station Kodiak, AK

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oast Guard aviation is unique in that pilots, for the most part, stay pilots. Most of us are line pilots broken up into Operations and Aeronautical Engineering tracks (with a Safety side-track off the Operations track), but all of us conduct the same Coast Guard missions. Engineers still stand SAR Duty and go on law enforcement (LE) deployments, and Operations pilots often conduct maintenance test flights.

Our jobs do not wholly determine our units or career progression and it is common to see most pilots conduct two or three operational tours before ever leaving the cockpit, and many return after grad school and a staff tour to fly in precommand and command positions with alternating staff tours after that. Even if you do not aspire to command and just want to fly, there is a large need for duty-standing O-4s (and a number of duty-standing O-5s around too) on their fourth or fifth straight flying tour. It is these people whom the retention bonuses target and making O-4 guarantees you retirement at 20 years anyway. What is not to like about that?

I personally have remained in the Operations track that all pilots start in and have greatly enjoyed it. Other than grad school and a pay-back staff tour, my entire 20-year career can be operational flying and that is the best way I can imagine it.

Flying helicopters for the Coast Guard is a fantastically fun and rewarding job and I would not change it for anything.

I can stop there, no?), but every day I have the chance to see and do something unique, especially here in Alaska, and every day offers the possibility of saving someone’s life. Those who have flown SAR in the Navy or Marine Corps can probably relate to the deep sense of purpose you feel when you locate that injured or lost person who, but for your arrival, would have perished from their situation. That is what keeps me in the Coast Guard. I love waking up to the pager or SAR alarm and launching into the unknown to help someone in need and the Coast Guard’s dedication to keeping pilots in the cockpit allows me to keep doing it.

At the end of the day, there is little for me to say against flying for the Coast Guard. Sure, no one likes collateral duties and deskwork, and any bureaucracy can be demoralizing, but for me the flying (and ability to continue flying) justifies it all. The extraordinary autonomy that the Coast Guard allows its aircrews has forced me to grow extensively as a leader and a pilot – nowhere else are you given 2-5 people and a $30 million helicopter and told, “There’s a mission out there. Here are the basics: go figure it out, plan it, and execute it yourself,” with minimal command or operational oversight / guidance.

Our missions, almost exclusively single ship, often take us hundreds of miles from our home base and force the crew to be self-supporting, decisive, and independent. Decisionmaking, risk management, and crew resource management are integral to our success and it becomes an easy task with an excellent enlisted workforce and pilot corps. The experience we get also translates well to industries like helicopter EMS and sets our pilots up for flying careers after the military. I have never regretted my decision to become a Coast Guard helicopter pilot and am thankful to continue having the opportunity to do amazing things in amazing places. I highly encourage anyone new to helicopter aviation or interested in the Coast Guard to stick with it!

The biggest draw for me is the ability to do the Coast Guard’s missions every day while traveling everywhere to see cool things and do cool stuff operationally. As a new pilot at Air Station Clearwater, FL, I deployed to the Bahamas eight weeks a year to conduct search and rescue (SAR) and law enforcement (LE) missions in cooperation with Bahamian and Turks & Caicos Police. I have participated in pursuits of drug trafficking vessels right out of Bad Boys II, located migrant vessels with hundreds of people onboard, and flown in multiple hurricane responses. As a second-tour pilot now in Kodiak, Alaska, I have flown 300 miles out into the Bering Sea in half-mile visibility, icing, and high winds and seas to MEDEVAC a dying fisherman, rescued a crashed Super Cub on a high mountain glacier, and ferried an aircraft 1600 miles cross-country from Oregon to Kodiak.

I have flown as far south and east as you can go in Puerto Rico and the Virgin Islands for LE and hurricane response, rounded the northernmost point in Utqiagvik, Alaska on an Arctic deployment, and flown much of the Aleutian Chain doing fisheries enforcement and SAR. All these things are part and parcel of our everyday job – and many people have done much more than I. Our mission sets vary greatly by unit, but we are not limited to “communities” beyond our respective airframes, and even then, it is sometimes possible to change during your career. It is not deploying on a carrier and circumnavigating the world for nine months (some might say Rotor Review #149 Summer '20

If anyone has questions or is looking to connect, please feel free to send me an e-mail at jeffrey.m.mistrick@uscg.mil.

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Focus - Should I Stay or Should I Go? Keep Flying Should I Stay, or Should I Go? …

The Commercial EMS Option

By CAPT Jim Hunter, USN (Ret.)

“W

e are all getting out,” a former boss once told me.

True, but timing and what you take with you are important things to consider. If your interest is in commercial aviation, I strongly suggest you stay in uniform until retirement eligibility and then make your jump. You will have more money and more options should you do so. Trust me …

I am an EMS helicopter pilot.

I graduated from USNA and spent 29 years in uniform.

I flew LAMPS helicopters beginning in the SH-2F and winding up in the SH-60B. I enjoyed cockpit tours in Hawaii (twice), San Diego, Mayport, and San Antonio where I got to log some T-6A time with the USAF.

Second, as a retiree, you have access to TRICARE. If you live in an area where TRICARE is widely accepted and / or military health care facilities are available, you will benefit greatly. I did not realize until I retired just how expensive health care is for families outside of the military, even with employer sponsored benefits. This is not something most young folks think about when considering a career change out of uniform. But, you really should.

I started flying Emergency Medical Service (EMS) helicopters as soon as I retired. I have worked for two companies over 8 years flying both the Bell 407 (single engine VFR), and my current aircraft, the Airbus / Eurocopter EC135 (twin engine single pilot IFR). It is a fun gig, and here are the broad strokes. The mission is patient transport from trauma scenes or between medical facilities. Typical crew is pilot plus nurse and paramedic. As PIC, you make all the aviation decisions. It is exactly like being a firefighter in that you remain at your base until assigned a mission. Most pilots work one week on then one week off … as I like to say, “my weekends last 7 days!” Duty shifts are 12 hours, and I pull 4-day shifts then 3-night shifts in my work week. Most companies do something similar. I average around 15 flight hours per month. Between flights there is some light admin, but none of it is, particularly taxing. Pilots are typically paid hourly with entry level folks earning around $70-$80K per year … not especially lucrative but consider that you are working only two weeks per month or “half ” a year.

Third, as a retiree, your education benefits are transferrable to your dependents. In most cases, these benefits cover the bulk of the cost of an undergrad degree. If you have or will have kids, this is quite a good deal. Look into it closely before you pull the trigger.

Finally, speaking of education, as an officer you can earn graduate degrees and get paid while you do it. I collected two in-resident Masters Degrees from my time in uniform (NPS and ICAF), and while I am not using them in my current work, they remain part of my resume. Again, more options for whatever I want my future to be. And, more money if I want it.

Would I recommend EMS helicopters for someone getting out as an O-3? Honestly, no. While the work is fun, it can be repetitive and the opportunity for advancement and salary growth is limited. And based on experience with buddies in the commercial airline world, I would say that path is not lined with rose petals either. Consider the career perturbations currently in play because of the 737 Max debacle and the economic hit of the COVID-19 pandemic. Many of my airline buddies are on furlough as a result, but those with a military retirement are in reasonably good shape. While the EMS industry is a bit more stable, it too can experience nonotice shakeups because of corporate reorganizations or other changes in the economic landscape. These are inevitable accidents of timing you cannot control or even predict. But if you have a military retirement to fall back on, it is easier to weather the valleys that always accompany the peaks.

As a military pilot, you have all the skills needed to qualify for a position in the commercial realm. It is not hard to acquire the licensing mandated by the FAA. In my line of work, any competent naval helicopter pilot should be comfortable landing on small rooftop helipads or in confined spaces along roads, in parking lots, or other unimproved surfaces (at night under NVGs, no less).

But why should you stay until retirement before making a break for commercial aviation? First, retired pay plus whatever you make in your second career is a wonderful thing. I doubt you can beat the military pension as you will not find anything similar on the outside. It gives you second career options you would not otherwise have. Also, if you retire with any service-connected medical issues, you might also get a tax-free stipend from the VA in addition to your retired pay. More money, more options.

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Keep Flying That said, civilian EMS is a great post military retirement job if flying is what you love. For me, it works because I enjoy it, I have ample free time, and the money meets my needs … because I have a military pension.

As a kid, all I wanted was to attend a service academy and become a pilot, so it seems I got to live my dream. I was fortunate in that I flew more than most of my peers while on active duty. I still enjoy flying immensely and I am grateful that I still get to do it (and get paid for it.) But as much as I love flying, I must honestly admit that I enjoyed being a naval officer more. Nothing I have seen on the outside matches the challenge, camaraderie, sense of shared purpose, commitment to excellence, and pure adventure as service in uniform.

Best wishes for your continued success! If anyone has questions or is looking to connect, please feel free to send me an e-mail at jhunter27@satx.rr.com.

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Focus - Should I Stay or Should I Go? Keep Flying A Road to Happiness

By CAPT Ronnie Fleming,USN (Ret.). AirEvac Lifeteams

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or 26 years and one month, I had the best job ever: I served in the greatest Navy the world has ever known in defense of the greatest nation the world has ever known. I thought I was way overpaid for what I did because I enjoyed it so much. Yes, I had THE best job ever. That job ended in September 2009.

I used to assert that I’d be happy digging a ditch as long as I was doing it with people I admired and respected; people like I served with. Turns out I was wrong. I retired in Washington D.C., and took a job in an office working with people I served with. What was missing? For 26 years I did something that gave me great intrinsic reward; in the job, who I worked with and where I worked. My post-retirement job held no intrinsic reward and it was slowly killing me.

In the spring of 2013 my sons came to D.C. to have lunch with me. It was an intervention. Their direct and unified message: “Dad, you’ve got to get out of here. Go back to doing what you loved. You’re falling apart. It’s hard for us to watch. You were the happiest when you were flying. We want our dad back!”

So, I set about returning to what I loved doing and giving my sons their dad back – flying. Flying helicopters, specifically. I took the FAA equivalency test and was given commercial type ratings in multi-engine helicopters sea/land and multi-engine fixed-wing land. I couldn’t believe how easy it was. I thought I’d have to go and get a bunch of hours flying either or both.

I hadn’t flown a helicopter in 15 years and a fixed wing in ten.

I moved back to where I’m from – Oklahoma. I took a job as a substitute teacher so that I’d have something to do. There’s real need for solid, older leadership in our schools and I was well-received. I found teaching to be intrinsically rewarding; incredibly so, at times. However, as a substitute teacher and not certified, I was making about $50 a day. A burrito for lunch, gas to drive between the various schools in the county where I was needed on short notice, and after taxes I was pulling in about $20 a day.

What follows is goose bump inducing for me. It defines the “so what” about flying Helicopter Air Ambulance (HAA).

I hope it resonates with you!

One evening in late spring of 2014, my now-wife and I were sitting out enjoying a glass of wine and the sunset from the patio of our favorite restaurant. We’d just prayed for some job to open for me that’d satisfy my need for intrinsic reward.

We heard a helicopter and turned to watch a 206 land in the pasture area behind us. It shuts down and three gentlemen get out and go in to eat. I walked over to ask them if I could look at their helicopter. I hadn’t been inside a Bell 206 since Rotor Review #149 Summer '20

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flight school. Later, the pilot told me he worked for a company named Air Evac and they had a base 20 miles away.

He said they were hiring and I should come and talk with the day pilot in the morning. I did. Two weeks later I was hired.

Two weeks after that I was going through a 3-week training course in O’Fallon, Mo. I witnessed incredible training with instructors I had immediate respect for. No kneeboard throwers or anyone trying to attrite you. The 206 kicked my butt a few times until I was reminded one night by my instructor who watched my struggles and said, “You know Ronnie, there is collective friction.” No troubles fighting with my air work after that. I also witnessed incredible leadership. From the top down a coaching/mentoring style that I’ve employed my whole life. Happy cows do, in fact, give more milk. And finally, I witnessed an incredible maintenance program. No corners cut. In short, all that I loved about serving in the Navy (leadership, training, and maintenance) was well-represented in Air Evac.

My first hitch (7 days of 12-hour shifts) was over the 4th of July weekend. First day on hitch (a Thursday) we have three flights. Two were interfacility patient transfers. Transfers are fairly benign events transferring a patient from a smaller, outlying hospital into a larger city where there is greater medical care available. The last was a scene flight. I was told in training that scene flights get your blood going – somebody is really bad off after a road accident, farming accident or oil-field accident. In this case, a person was texting while driving, not wearing a seatbelt, went through an intersection and t-boned a car, went through the windshield and was lying in a ditch. Not good. Really bad off. There is a term in air ambulance called “the Golden Hour.” If the flight nurse and flight paramedic (eye-watering professionals who, to

Keep Flying

this day, have my utmost respect and admiration) can get the patient stable and to a major trauma center within one hour, then they stand a very good chance of surviving. This person did survive. I saw them months later and with a slight limp, looked none the worse for their accident. I doubt they text and drive or forget their seatbelt, though.

That night after I got home from my first whirlwind HAA shift with near-constant flying to and from Oklahoma City (2.2 hours roundtrip in a 206), being a part of helping to save lives, the really bad scene flight and getting the patient to the hospital in time for continued life, I had this profound thought, a thought I hadn’t had for many years: I’m so happy!

I’d do this job for free if I didn’t have a son in med school.

Tips and Resources for a Career Transition Plan As you near retirement, start researching options early – two years prior to separating allows time to learn about the civilian helicopter industry and prospective opportunities. The most crucial step in transitioning is to build your industry network.

Here are resources to help you achieve a plan and create your network: • Transition Articles: https://www.linkedin.com/in/stacysheard/detail/recent-activity/posts/ • Join HAI - Helicopter Association International: https://www.rotor.org/ (Discounted for members of the military) • Attend the annual Heli-Expo (Presented by HAI): https://www.rotor.org/Home/HELI-EXPO • Attend the one-day Military to Civilian Transition Workshop and Career Fair held during Heli-Expo ( both events are free) • For women, expand your network as a member of the Whirly-Girls: https://whirlygirls.org and Women in Aviation International: https://wai.org • Set up a LinkedIn Profile and join the Mil2Civ Helicopter Group: https://www.linkedin.com/groups/8500185/ For more information on transition, contact Janie Foster, Aviation Recruitment Manager at Air Evac Lifeteam: janie.foster@gmr.net 

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Notice to All NHA Members

NHA is asking members with expired memberships to renew NOW! The Coronavirus Pandemic has impacted many strong organizations globally and NHA is no different. Every expired member can help move the needle. Simply put, we are all in this together and need your help during this challenging time.

Membership is the life blood to remain viable and relevant. Having to cancel the 2020 National Symposium had a significant impact on our annual operating revenue – 90% of which comes from this one event. Renewing NOW has become a strategic goal to keep NHA solvent.

Our goal is to reactivate 35% of 1,774 expired accounts by the end of this year which would equate to 620 member renewals. We are reaching out to all expired members for your help. NHA remains a member supported non-profit organization. Renewing for an Annual ($40.00), 3-Year ($110.00), or 5-Year ($175.00) Membership and encouraging your many shipmates within the rotary wing and tiltrotor communities to do the same will help us reach our goal.

We are dependent upon individual membership as a powerful revenue stream that keeps us strong and operating in support of our active duty, reserve, retired, and civilian members.

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We are optimistic about NHA’s future. With your financial support, we will make it through the worst of the pandemic and return to member-based events in the new year. We are adapting to, and are overcoming, enormous challenges and look forward to your continued support as an NHA Member. Thank you!

Every member counts as we are stronger together!

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Focus - Should I Stay or Should I Go? Swallowing Anchor Perspectives on a Post-Naval Career - How I Learned to Love Coffee and Networking

By CAPT Steve Jordon, USN (Ret.)

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could not have scripted a better 30+ year naval career NAS Brunswick UH-1N SAR Pilot, two time HSL-37 Easy Rider flying both the SH-2F and SH-60B, Exchange Pilot with the Brits flying the SH-3 off of HMS Ark Royal, Command of the HSL-43 BattleCats, Air Boss on USS Peleliu at the onset of Operation Enduring Freedom and then wrapping it up with diplomatic assignments at NATO HQ in Brussels and as the Naval Attaché in Ottawa, Canada. Blessed?

Lucky? Good timing? Yes, to all of that but I was also “respectfully persuasive” with my detailers and always got my top choice amongst a variety of options.

But, as I wrapped up my final posting in Ottawa having had over three years to think about “what next?” … I did not have a top choice in my pocket and even more confusingly, I did not have a detailer to arm wrestle with anymore (Oh, how I miss this!). So, I decided to do what most Air Force Pilots do when bad weather rolls in - just hang out. My family wanted to move back to the D.C. area where we had a house from my two years of “Penance in the Pentagon.” Easy choice, nice home in a great area, good schools, old military friends, ability to network and answer the “what next question?” I took a year off - which was fantastic for my family and I worked on our small family non-profit foundation raising funds and awareness for pediatric cancer research that we established in memory of our daughter.

That year went by quickly and about all I figured out was what I did not want to do - which at least was a starting point. For me, the “below safe single engine no go areas” were - government service or defense contractor as a return to the Pentagon was less than appealing and my flying days were behind me - though these areas were where most of my military network existed. So, that left me with the realization that I was going to enter a completely new work environment.

The more I worked with our family foundation, the more I realized that I enjoyed the challenge of developing a new and different skill set - marketing, outreach, communications, development (raising money) and defining the mission. As an Air Force brat growing up, I had totaled over 50 years of attachment to the military in some form and I wanted to continue my service to our nation by working in the Veteran non-profit space. I had full confidence that I could absolutely excel in this area after a successful Navy career of leading people and managing programs. I had one false launch as I jumped out there marketing myself as a “Non-Profit (NP) Executive” with little to no experience or formal education in this lane. After a good dose of learning what a bad interview feels like, I fashioned an NP growth and education pathway.

I enrolled in the local community college and earned a Certificate in Non-Profit Management. I joined two local NP Rotor Review #149 Summer '20

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boards for experience - JB Andrews Fisher House and Parents and Children Fighting Cancer out of Walter Reed NMMC. However, the most important and valuable effort that I embarked on - was to drink coffee. In what I used as a presentation to Veteran and military spouse job seekers, my strategy was “100 cups of coffee” or otherwise known in the biz as informational interviews. I realized that I needed to learn the ins and outs of the Veteran Service Organization (VSO) space - big, small, local, national, partner organizations, and connections to local and national government. So, for the better part of a year (many thanks to my former BattleCat squadron mate Bruno for teeing up the first one), I had at least one coffee meeting per week where I hosted someone “in the know” on the career space I wanted to enter. It is important to note that during these meetings I never pressed for a job opportunity. I ALWAYS walked away more educated, more focused, and better connected every coffee ended with at least two recommendations for who I should meet with next as well as a promised warm introduction - no one ever said, “no.” LinkedIn was my best friend and I constantly thanked my expanding network.

Though my planned year off turned into almost three years of not working, my approach culminated in a professional certificate to fill a hole in my resume, real world board experience and a NP network that was actively looking for opportunities on my behalf. One of my coffee mentors steered me to a non-advertised Veteran NP job focused on bringing more Veterans into the technology career sector. I was able to tell my “value story” and talk in detail about the Veteran NP space in the interviews and now had a tailored resume and connections to back it up. From there, my Navy

Swallowing Anchor ethos of “making stuff happen” took over and I grew the program significantly - as I grew my experience and exploded my VSO network.

Where are the challenges / where to start?

Be proactive in seeking out opportunities to learn about the space - two Venti Coffees cost about $4.80 at Starbucks and you can deduct it off your taxes as a job seeking expense.

After four years of leading the Veterans Employment Initiative, my network made me aware of another opportunity for an Executive Directorship position at a D.C. based National VSO called The Veterans Consortium which educates and connects pro bono attorneys to Veterans needing legal assistance in their cases before the U.S. Court of Appeals for Veteran Claims. My “foot stomp” here is that I continued to be proactive with my network - in assisting others but also continuing to let my network know that I was interested in growth opportunities that fit my background.

Tough to grow a background in this area on active duty, but joining local boards and getting a NP Certificate is a start.

Be prepared to start at a lower position and salary level than you think equates to your skill set. Don't worry you will find that your comprehensive program management and leadership talents will be quickly recognized and rewarded.

Transitioning from the military is extraordinarily challenging but is also an opportunity to re-imagine your future workplace. The positive attributes of the non-profit world are that the causes and mission are countless, and this sector is always in need of talented leaders.

Why is the NP space a viable opportunity for military officers and senior NCOs? It is still all about leading people and managing programs.

We all did a lot of that during our military careers and have metrics to impress.

About the Author CAPT Steve “Jordo” Jordon, USN (Ret.) is a purveyor of vintage aloha shirts, Suzuki Jeeps, and roadside diners.

At the smaller VSO-level, it is very much like running a small business and Veterans are well suited to the entrepreneurial lane.

He is the Executive Director of The Veterans Consortium (vetsprobono.org) and Co-Founder of the Emma Jordon Kidz Fighting Cancer Foundation.

You are constantly pushing your brand and mission. Who better than a group that loves telling sea stories.

You can connect via LinkedIn or if anyone has questions, please feel free to send me an e-mail at stephen.w.jordon@ gmail.com.

Most VSOs are flat organizations that are thinly staffed with multiple collateral duties - sound familiar? Multi-talented and high energy professionals are a great fit. 

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VSO Information

From WORKWorld http://help.workworldapp.com/wwwebhelp veterans_service_organizations_overview.htm The Office of the Secretary of Veterans Affairs publishes There are many Veterans Service Organizations (VSOs) at the National, State, and local levels. Aside from their fraternal an online Directory of Veterans Service Organizations as aspects, many offer assistance to veterans with disabilities an informational service. This up-to-date, database driven and their families who are attempting to receive benefits or website allows you to view VSO information in a variety of become employed. Some VSOs are "chartered", which means ways. You may also search through the VSO database to find they are federally chartered and/or recognized or approved by information that suits your needs. See the database online at: http://www.va.gov/vso/ the VA Secretary for purposes of preparation, presentation, and prosecution of claims under laws administered by the Department of Veterans Affairs. The WORKWorld websiteite Congressionally-Chartered Veterans Service Organizations A list of Veterans Service Organizations ordered by date has separate topics for the Veterans Service Organizations of Congressional Charter, with links to their websites, is listed below. maintained by the House Committee on Veterans' Affairs. It · AMVETS is available online at: · Blinded Veterans Association (BVA) http://veterans.house.gov/vetlink/ · Disabled American Veterans (DAV) · Military Order of the Purple Heart (MOPH) · Paralyzed Veterans Of America (PVA) A PDF of the directory is available for download at · The American Legion https://www.va.gov/vso/VSO-Directory.pdf · U.S. VETS · Veterans of Foreign Wars (VFW) · Vietnam Veterans of America (VVA) 77

www.navalhelicopterassn.org

Focus - Should I Stay or Should I Go? Swallowing Anchor My Navy Transition and Experience Working in Aerospace & Defense Industry

By CAPT Jon F. Berg-Johnsen, USN (Ret.) ost who serve in the military typically give some thought on what they might want to do before making the decision to transition. Transition will happen, so the better prepared you are for what comes after your military service, the better you will feel about it. The two biggest questions most have to answer when leaving the service are “What do you want to do? and Where do you want to live?”

One or both of these may take considerable thought.

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Thinking about transition in advance doesn’t make you less dedicated to your job in the military. In fact, it can help you understand the benefits military service provides.

Perhaps more importantly, especially if you are in any level of leadership, you can counsel others on what should be considered if they are thinking about transition. I started considering transition less that 6 months before I officially left the Navy. This created a lot more anxiety than needed if I had started thinking about it and planning sooner. My recommendation is start as soon as you can!

Honestly, I never envisioned I would be working in the Aerospace & Defense (A&D) Industry. It was not something I seriously considered. As I progressed through multiple ideas of what type of vocation I wanted, I eventually landed on the idea of tying it to something I enjoyed most in my Navy career - aviation. That is a big area of focus and I needed to refine what type of work I wanted to do. I knew I did not want to be an airline pilot. I knew I wouldn’t be designing aircraft. I learned that airport management was not going to be the right fit. This process took at least three months of solid research and multiple resumes submitted that never got answered or were rejected. All that helps, but one of the realities of finding a job is it takes networking. You need to find people you know who can help you open a door to a job that would otherwise appear closed. After speaking to some friends who had made the transition months or a few years ahead of me, most of those working in a job at least related to the A&D Industry, I somewhat reluctantly chose to submit resumes to a few select A&D Industry companies. I landed a few offers and eventually came to a decision. That decision wasn’t completely based on my passion for aviation, although I knew I would be working in a place where aircraft were being delivered to Navy Helicopter Crews. It wasn’t about location since I chose to work in a place I never thought about before.

It was primarily based on a positive feeling about the work I would be doing, in a solid company, and confidence in the person I interviewed with who was going to be my immediate boss.

Over 14 years later, I count myself fortunate to be still with this same company. While some friends I know have worked for at least two different companies, mostly by their own choice, there are several reasons I have stayed. One Rotor Review #149 Summer '20

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primarily is because the company overall has remained as solid as it was when I started. Other reasons include opportunities to move within the company, to another location, and a different job. I began in International Business Development and literally traveled the world for the first 30 months of my time with the company. A majority of my job has always been about relationships.

The best part for me is I get to work with the same professionals with whom I served while in uniform. The biggest challenge is sustaining these relationships as the same professionals turn over and move on. I have been asked to get out of my comfort zone and been acknowledged for my efforts. I have been given the freedom and trust to try new approaches to work in my job. Some have worked well, some have not. In general, the leadership has been supportive. I was given the ability to set my goals and the latitude to try to accomplish them which has kept me from looking outside the company at any serious offers that might have enticed me to consider leaving my job. There have been challenges and disappointment with some limited opportunities to move up, but my choices of job and location drove some of that. I don’t believe I compromised my professional aspirations by limiting my focus of work. In fact, I believe I have one of the best jobs of any of the people I know who have transitioned.

Most of that comes from what you make of your time in the job. Some of it is the company providing the opportunities and ability to move to another place. It is also from working with a company that ethically manages its responsibilities to the warfighter and public trust to provide a technology or product that can give our military an edge when needed. I know I can have an impact and a true opportunity to help and influence how the future force fights.

The A&D Industry is not for everyone that comes out of the military. It will open your eyes to a bigger issue of what we are required to do to deliver capability. That in itself can frustrate many to avoid it or leave it. Like other professions, you need to stay up to date and maintain relevance. That can slip away quickly so you must remain vigilant.

Those who served share a “perspective” and understanding of the military culture that those in industry who have not served will appreciate. This insight is important and very helpful for the A&D Industry companies to be successful.

My career is just one example of the many types of jobs in the A&D Industry.

Industry and technology Aussie Company Ryan Aerospace Wins International Small Business of the Year Award Press Release from Ryan Aerospace

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yan Aerospace (Australia) has won the coveted Small Business of the Year Award in the International Military Training and Simulation (MS&T) Awards, a global awards program aimed to showcase the people, products, processes and organizations that deliver the sustained innovation and quality products and services of the military simulation training industry and community.

Managing Director of Ryan Aerospace, Chris Ryan said he was “delighted to take out this prestigious award” giving credit to his small but growing team. “It’s recognition of many years of hard work, persistence and a yearning desire to continue innovating and disrupting traditional training markets”, he added.

Ryan Aerospace specializes in the design, manufacture and through-life support of helicopter simulation training systems and has had significant recent success with the US Army, US Navy, US Air Force and US Marine Corp. Markets have also increased in Europe and Asia and Australia; especially with new products which leverage the power of virtual reality and mixed reality technologies.

Mr Ryan said “the face of simulation and training is changing dramatically, and our products are part of an innovative move to train helicopter and jet fighter pilots more safely and at a much lower cost. We have been working with friends, partners and colleagues all around the world to expand our network and I make special mention of Precision Flight Controls and Vertex Solutions based in the US who have helped work in these markets.”

He made special comment to long-time friends and colleagues who were also finalists in the Small Business of the Year category, Cobra Simulation (https://www.cobrasimulation. com/en/) as well as SIMETRI, Inc (https://simetri.us/) Ryan Aerospace was also a finalist in the Augmented Reality / Mixed Reality / Virtual Reality Application category of the awards, which was won by partners and colleagues, Bohemia Interactive.

The award was scheduled to be presented in person at I/ ITSEC, the world’s largest military simulation and training event in Orlando, Florida later this year but Mr Ryan said it was likely that an alternative ceremony will need to take place.

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The Virtual Reality (VR) head-mounted display puts you directly in the pilot's seat of virtually any aircraft* (left OR right seat). There is a full sense of immersion brought about by the 3D, stereoscopic nature of the VR goggles.

The pilot has the ability to “look around” the aircraft and more importantly, can lean out the side and look directly underneath the helicopter (such as looking down at your slung load). This is perfect for teaching the basics of vertical reference.

This is the link to the awards feature in the digital version of MS&T 3 with the awards feature on page 6: https://bluetoad. com/publication/?i=669419&ver=html5&p=6 Media contact: Chris Ryan, MANAGING DIRECTOR. +61 429 300 228 ENDS. Higher res pics available on request to chris.ryan@ ryanaerospace.com.au: 4/19 Lawrence Drive NERANG QLD 4211 Tel: +617 5539 1462. Mob/Cell: +61 429 300 228 Email chris.ryan@ryanaerospace.com.au Web: www.ryanaerospace.com.au ABN: 36 053 433

www.navalhelicopterassn.org

Features Navy Welcomes First CMV-22B Osprey to Naval Air Station North Island

By Jeannie Groeneveld Originally published in the Coronado Times June 22, 2020 www.coronadotimes.com

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he Navy’s first operational CMV-22B Osprey, the replacement for the C-2 Greyhound carrier onboard delivery aircraft, arrived at Naval Air Station North Island June 22. The aircraft is the first of 18 aircraft to be assigned to Fleet Logistics Multi-Mission Squadron THREE ZERO (VRM-30), the Navy’s first CMV-22B squadron established in December, 2018. The Sailors of VRM30 have been anxiously awaiting the arrival of their first aircraft after having worked tirelessly for 18 months, building their squadron from the ground up. In a socially distanced welcoming party VRM-30 along with members of the VRM Wing and other Naval Aviation Leadership cheered as the Osprey rolled to a stop on the flightline of its new home.

The Leadership Team from both VRM-30 and the VRM Wing welcome the pilots that brought the first Osprey to NASNI. “The arrival of this extremely capable aircraft is exciting, especially for the Sailors of VRM-30 who have been working so hard for so long; this arrival takes it from a notional airplane to the real thing,” said CAPT Dewon Chaney, Rotor Review #149 Summer '20

Commodore of Fleet Logistics MultiMission Wing (COMVRMWING).

“They will have pride in ownership and know that their mission is to keep this aircraft airborne to support the fleet, so this is a great day for Naval Aviation.”

The establishment of any new, first in class aircraft brings with it many challenges in development of training, operational and safety procedures and integration. The Navy has taken a very measured approach to ensure this aircraft is safely integrated into the fleet. Commander Trevor Hermann, Commanding Officer of VRM-30 has spent the last 18 months leading his team through those challenges.

“We have brought folks from three different communities [the helicopter community, the COD community and the Marine Corps] along with their varied experience and expertise, together to form the VRM community.

Our biggest challenge is to coalesce a team that has been spread across three bases and eight squadrons during this stand up. To be prepared and ready for operations we have leveraged the 20 years of Marine Corps experience with this aircraft and had our Sailors training with them, deploying with them and bringing their new knowledge 80

back to the fleet. We have a group of very ordinary people accomplishing extraordinary things and I couldn’t be more proud.”

During the VRM-30 establishment ceremony, Vice Adm. DeWolfe Miller, Commander Naval Air Forces said, “Where no instructions existed, no patch existed, no ‘here’s how we are going to perform our duties everyday’ existed, this team will define that. And it’s exciting because we can establish right off the bat those best practices.

This platform is our future and when you look at the nature of the future fight, we need that versatility, that flexibility.”

The Osprey will bring enhanced capability to the Navy’s Carrier Air Wing team, providing logistics support by means of cargo and personnel transport from shore bases to aircraft carriers at sea. In what has been described as an acquisition success in terms of delivering capability to the fleet with speed, this milestone arrival comes after just over four years of procurement, design, production and testing.

“It has been impressive to see industry, despite the challenges that COVID 19 introduced, continue to push forward,

go to work with new procedures and get the job done,” said Deputy Commodore Sam Bryant about the team at Bell Boeing who built the Osprey. “There is a reason they are considered critical infrastructure and essential workers, they come to work with the same kind of patriotism we share within the Navy.

They got it done and are delivering the aircraft on time and that is an incredible feat.”

While the aircraft arrival marks the beginning of a new era in Naval Aviation, there are still many requirements to be met prior to its first deployment.

VRM-30 has a plan in place to achieve the aircraft interim “safe for flight” in September, with work ups and the first deployment coming within the next year. The Osprey will deploy with the Navy’s newest jet, as it is the only aircraft in the fleet capable of internally transporting the F-35C Lightning II engine power module.

At the Wing establishment ceremony in October 2019, Miller said, “The aircraft carrier remains the centerpiece of naval power, and carrier strike groups bring unparalleled power to the fight.

No other weapons system has the responsiveness, endurance, battlespace awareness, and command and control capabilities of a nuclear-powered aircraft carrier, its embarked air wing and accompanying ships.” Miller went on to say that as our adversaries evolve, so must our ships, aircraft training and tactics; the COD mission has played a pivotal role for carriers since the first TBM Avenger in World War II, and the C-2 Greyhound has filled that role admirably since 1965. “The CMV-22 Osprey is not only part of our future,” emphasized Miller. “It’s part of our ‘now’ that’s going to be provided in every subsequent squadron that transitions.”

VRM-30 will have a total of 18 CMV22B Ospreys when fully equipped and are expected to accept delivery of one per month over the next 10 months. When

asked if the Osprey is louder than the COD, the leadership team shared that it sounds very different from a COD, it is not as loud inflight or taxiing, or when performing maintenance, however it is louder when transitioning to a hover, but that is only for a short period of time. The C-2A aircraft will be phased out over the next few years as the Osprey detachments replace them within the airwing.

“The Osprey brings unmatched capability to the carrier strike group,” said Chaney, ” and the Navy’s Osprey is on the leading edge of capability with the most advanced modifications included upon delivery.” The CMV-22B is capable of transporting up to 6,000 pounds of cargo and/or personnel over a 1,150 nautical mile range. The CMV22B variant also has a beyond line-ofsight high frequency radio, a public address system for passengers, and an improved lighting system for cargo loading.

Maintainers assist the first CMV-22B Osprey assigned to Fleet Logistics Multi-Mission Squadron (VRM) 30 in landing at Naval Air Station North Island. U.S. Navy photo by Mass Communication Specialist 2nd Class Chelsea D. Meiller, USN. 81

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Welcome Aboard CMV-22!

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Features The Argument Against Manned-Unmanned Teaming

By LT Daniel Whitsett, USN

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nmanned aviation is the future of Naval Aviation, commercial aviation, and warfare. As the world’s strongest Navy, we must be the best at employing unmanned assets, operating in blue water or supporting units overland. The predominant construct for the utilization of unmanned aircraft in Naval Aviation is the concept of manned-unmanned teaming (MUMT), which requires the same wings/ squadrons to fly both manned and unmanned aircraft. We must evolve from this to truly excel at Naval Unmanned Aviation. Naval Aviation will never become excellent at Unmanned Aircraft Systems (UAS) if the same units are being tasked to fly both manned and unmanned airframes.

With my manned aircraft qualifications in the MH-60S Knighthawk and as a multi-UAS operator qualified in the MQ-8B/C Fire Scout and the MQ-4C Triton, I am uniquely positioned to recognize these challenges. Composite wings and squadrons detract from readiness in two main areas: the operator’s ability to excel at manned and unmanned aviation and the squadron’s ability to effectively focus on training and proficiency for two different types of aircraft. The current mission and use of UAS will always require manned and unmanned aircraft working together, but each aircraft should be supported by their own unit.

The composite unit concept allows Naval Aviation to significantly reduce the manning footprint on deployed ships, which is especially critical for operations on US Navy CRUDES and LCS class ships. Composite units were designed to increase efficiency by leveraging the ability for Navy operators and maintainers to be dual qualified while supporting mission tasking across the manned and unmanned spectrum.

For the UAS operators, this concept relies on the skillsets and experience of trained Naval Aviators and Aircrewmen Rotor Review #149 Summer '20

and allows for the UAS training pipeline to be significantly reduced compared to a direct ascension UAS training pipeline.

The negative effects that have become apparent from the utilization of composite units across Naval Aviation overshadow the benefits and efficiencies gained. The amount of time, flight hours, and knowledge required to learn an aircraft and its tactical operating procedures well enough to be lethal is challenging for any aircraft. In order to reach that level of skill operators must fly regularly, dedicated to training in that aircraft. As a fleet dual-qualified Naval Aviator (MQ-8B and MH-60S), I can say from firsthand experience that doubling the time, flight hours, and knowledge requirements makes achieving them nearly impossible. Training to operate two very different aircraft requires a constant oscillation of focus. Reaching the pinnacle of proficiency in your aircraft is already challenging enough, let alone reaching the pinnacle of both.

In my experience, an Aviator can truly focus on only one aircraft or the other.

Knowing how to operationally employ any two radically different aircraft at one time is not a realistic task or expectation for any operator. Our best operators will

"Knowing how to operationally employ any two radically different aircraft at one time is not a realistic task or expectation for any operator." either be exceptional at one aircraft and maintain basic competency with the other, or they will operate at a mediocre level in both. In terms of mission effectiveness and gaining the requisite level of mission expertise, the choice is clear: composite squadrons and wings will sub-optimize one Type aircraft, and separating the two will optimize both Type aircraft and increase Naval Aviation’s ability to provide a lethal UAS capability.

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Squadron maintenance departments will be forced to have a similar split focus in a dual Type aircraft squadron. For every qualification a maintainer earns, that work is now doubled as a dual Type maintainer is required to complete a second Personnel Qualification Standard (PQS). One Type will be the secondary focus, maintaining that Type will be significantly harder. Our maintainers endure the same challenges as they learn procedures for different Type aircraft.

In the same way that it is dangerous to split a pilot’s focus, splitting the focus of our maintainers is dangerous. This shift of focus must be removed from Naval Aviation departments and personnel.

The challenges of utilizing composite squadrons are best demonstrated by reviewing the events from my most challenging day embarked onboard LCS during deployment when I was required to fly both aircraft on the same day; fortunately, this requirement happened on only one day. I briefed at 0700 and launched at 1000 to fly the MH-60S for 3 hours. Upon landing, I walked into my MQ-8B flight brief and prepared for a totally different mentality of operations The mental shift between radically different aircraft proved to be extremely challenging. This day on deployment showed me, this is dangerous to do in the same day, week, or month. Requiring a squadron and its operators to train, fly, and operate a second Type aircraft will result in less competent aircrew for one Type aircraft/mission set, especially after focusing on the other for an extended period. As an example, Helicopter Maritime Strike (HSM) and Helicopter Sea Combat (HSC) squadrons regularly work together in Helicopter-Visit Board Search Seizure training missions.

However, this does not mean that the same pilots should fly the MH-60R overwatch mission one day and fly the

MH-60S assault force insertion the following day. Operators need to have clarity of mind to know their platform intimately enough to employ it with lethal capability.

In the same way that operators will be challenged to achieve excellence, asking a squadron to maintain currency and proficiency in an additional platform will only hamper readiness. Two single Type aircraft squadrons working together will provide a significantly larger capability than one, or two, dual Type aircraft squadron. Speaking from experience onboard an LCS/MQ-8 deployment, these challenges impact capability of a manned/unmanned team. The author recognizes that at the time of writing the current state of the LCS program makes the idea of two functional and operational LCS deployed at the same time and place unfeasible. The following idea assumes, and the author believes, that there will be a functional and reliable LCS program in the Navy’s future. From a maintenance and operations standpoint, deploying the manned and unmanned team

on two LCS will significantly increase detachment capability while eliminating some of the challenges that LCS has.

The dedicated MH-60S LCS will focus on providing ready aircraft and pilots while the dedicated MQ-8 LCS will focus on providing ready air vehicles and operators. One LCS does not have space for two aviation detachments, but two LCS do, and by deploying, and remaining, together the manned/ unmanned team will be intact. My detachment ran into problems operating under a “one to make one” (a maintenance detachment that has a single aircraft to fly and maintain as opposed to multiple aircraft to allow parts to be cannibalized between them) construct for the MH60S. When the MH-60S was down for a maintenance issue, in some cases, we did not have the parts necessary to maintain our manned flight capacity. The two LCS construct allows space for two detachments and increases capability with twice the aircraft. Currently, MQ4C and MQ-25A would not experience the same shipboard space limitations, but removing the split focus that composite wings and squadrons impose on Naval Aviation is crucial. Operational squadrons must have clarity of mission to provide a lethal capability.

Radar testing. Photo taken by the author

As a model to an alternative approach, the Air Force Remotely Piloted Aircraft (RPA) program has been executed differently than Naval Aviation’s UAS implementation. Most of the differences between the two result from differences in operating environment where Air Force bases do not have the space limitations that Naval ships do. However, that does not mean that the Navy is unable to learn from the Air Force’s much more 85

mature and successful concept of UAS employment. For example, the Navy has taken lessons from the Air Force RPA program and applied them to the MQ-25 program; the Navy intends to utilize direct ascension pilots to operate MQ-25 and separate Maintenance into two distinct departments. While this is a huge step towards making the Navy’s UAS programs more capable in the years to come, the Navy’s MQ-25 CONOPS still places both airframes within the same unit and under the same Commanding Officer. While this design does not require dual qualification of any UAS operators or maintainers it does require unmanned aviation to operate within a manned construct. The result will be a reduction in operational efficiency for both the E-2 and MQ-25. This must be corrected to allow the MQ-25 and E-2 communities to maximize mission effectiveness and their lethal capabilities.

Separating the MQ-25 and E-2 into their own squadrons would immediately resolve this issue. Naval Aviation must operate its manned and unmanned aircraft at their maximum potential, which requires separating composite squadrons into distinct manned and unmanned squadrons.

The USAF Scientific Advisory Board (SAB) studies into UAS operators clearly show the equal capabilities of Direct Ascension UAS operators when compared to manned conversions completing the same training pipeline1.

In some cases, the direct ascension UAS operators outperform their counterparts.

Direct Ascensions UAS operators do not bring with them the unrequired skills and unnecessary expectations of manned conversions. In the end, a direct ascension UAS operator is most likely to perform significantly better than a manned conversion ever could, simply due to human nature. Additionally, for USAF training pipelines, direct ascensions cost approximately 90% less to train per hour of instruction1,2. www.navalhelicopterassn.org

Features

MQ8 Ground Turns

Direct Ascensions do require more training time than manned conversions, due to not having prior aviation experience. From USAF experience, direct ascensions require approximately 2.2% additional flight hours than manned conversions1,2, leaving the total training cost still significantly reduced when compared to a manned conversion. US Naval Aviators train anywhere from 18 to 24 months before becoming operational in the fleet. In some cases, this time does not include completion of the Fleet Replacement Squadron (FRS). A middle ground can easily be found to resolve some of the issues that the Air Force program has encountered (Instructors complain of direct ascensions lacking air sense2) and significantly reduce the cost of training for UAS operators. This middle ground would have Naval UAS operators complete with all training within nine months and produce UAS operators of equivalent or better capability than current Naval Aviator manned conversions.

Now that “stick and rudder” skills are removed from the UAS pipeline, the significant reduction in training time can be very quickly found. This nine-month training pipeline provides the time to teach air sense, critical flight rules and regulations, the capability to think critically, and learn how to tactically employ and command aircraft. Instead of focusing their time on the mechanics of flying, our aviators will be able to focus on the tactics of aircraft employment to maximize lethality.

Naval Aviation has manned aviation experts. Without a shift to dedicated unmanned aviation experts, we will never reach our full unmanned potential. Based on the operator’s ability to excel and the squadron’s ability to focus, MUMT employing composite units will reduce overall mission effectiveness. Naval Aviation has exclusive manned constructs.

Naval Aviation needs exclusively unmanned constructs. One possible construct is a UAS or RPA Wing with UAS squadrons.

Each squadron would operate a single Type aircraft. One UAS wing per coast with a third wing to provide forwarddeployed or expeditionary UAS squadrons to meet specific worldwide demands. Initially, Airborne Early Warning (VAW) conversions should fill the Stingray (MQ-25) squadron spots, rotary (HSC and HSM) conversions should fill the Fire Scout (MQ-8) squadron spots, Maritime Patrol and Reconnaissance Aircraft (MPRA) conversions should fill the Triton (MQ-4C) squadron spots, and Strike Fighter (VFA) conversions should fill the spots for the future VFA UAS. As Naval Aviation develops the ability to teach community-specific and required skills, each UAS community (Carrier-Based Aerial-Refueling System (CBARS), Air Capable, and Maritime Intelligence, Surveillance, Reconnaissance) will have their own training track. The UAS squadrons will be filled with UAS vehicle Rotor Review #149 Summer '20

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and payload operators, graduates of these training pipelines, without a manned flight background, eliminating the unnecessary expectations and unrequired skills that manned conversions bring with them. Once an individual has been trained as a UAS Operator, there should be no barrier (or requirement) to moving from MQ-4C to MQ-25 to MQ-8 from Junior Officer (JO) to Department Head (DH) to Command tour. During an operational tour, aviators should only employ one airframe, but this limitation should stop with each set of UAS flight orders. The differences between UAS airframes are significantly reduced for the operator than the differences between an H-60, P-8, or E-2. The transition between manned aviation communities requires completing an advanced flight training syllabus. Transition will be much simpler as a UAS operator, especially once the Common Control System (CCS) comes online. Launching, flying, and then landing a rotary-wing UAS and a carrier-launched fixed-wing UAS are both accomplished via a similar computer setup with computers doing the “stick work” that takes years to perfect. Autonomy aboard UAS allows the operator to maximize the tactical application of aircraft and not the mechanics of launch, fly, and land. By freeing up this mental capacity, the primary task at the FRS will be learning mission skills. An FRS DH student will leave the FRS as an Air Combat Training Continuum (ACTC) Level 4, fully tactically qualified mission lead, regardless of the UAS flown in previous tours. Some mission skills will transition from one aircraft to the next, especially for payload and sensor operators. The tactical application of the airframe will be the exclusive focus of operators once they arrive at their squadron. Completion of the requisite FRS will be enough for any former UAS operator to learn mission essential skills and how to operate a new UAS. This path for Naval Aviation is the only one that will guarantee unmanned excellence and combat lethality.

To grow as warfighters and excel in the unmanned world, we must accept physically removing ourselves from the aircraft as fast as possible. Unmanned Aviation will be a large part of the future of Naval Aviation; we must go all in. It is not detrimental to start creating billets for pilots exclusive to UASs or recruiting pilots to serve solely as unmanned aviators. Naval Aviation can write the future of aviation but failing to fully embrace the future will only cement us in an obsolete past.

Citations USAF Scientific Advisory Board. (2011). Operating Next-Generation Remotely Piloted Aircraft for Irregular Warfare (p. 13, Rep. No SAB-TR-10-03). Retrieved April 13, 2020, from https://info.publicintelligence.net/USAFRemoteIrregularWarfare.pdf.

USAF Scientific Advisory Board. (2011). Operating Next-Generation Remotely Piloted Aircraft for Irregular Warfare (p. 36, Rep. No SAB-TR-10-03). Retrieved April 13, 2020, from https://info.publicintelligence.net/USAFRemoteIrregularWarfare.pdf.

Find My iPhone

By AWS2 Joseph Snyder, USN Instructor Aircrewman, HSC-2

T

FOA: an acronym that everyone in Naval Aviation understands, and that no one in Naval Aviation wants to hear. It stands for "Things Falling Out of Aircraft." It’s a consistent issue with all things that fly, and lately TFOA has been taking a lot of the spotlight in Naval Aviation.

Two factors, both of which must be anticipated and mitigated

by Utility Aircrewmen across our community, contributed to this TFOA incident. The first factor was complacency. After reflecting deeply on this event, I realized that my complacency came from a place of overconfidence. Having instructed this particular event countless times, it was too easy for me to adopt the attitude that “a TFOA could never happen to me” since it had never happened before. I allowed myself to simply go through the motions and let my guard down, instead of constantly asking myself “what can go wrong during this phase of flight, and how can I prevent it from happening?”

Terminal velocity is defined as “the constant speed that a freely falling object eventually reaches when the resistance of the medium through which it is falling prevents its further acceleration.” This object not only carries with it significant kinetic energy, but also the serious potential for catastrophe at ground level. The force of an object falling from an aircraft, and subsequently striking an individual or their property can surely result in damage to possessions, injury to people, or even death. By sheer happenstance, our crew was not flying over a populated area when this happened to our crew. For that, I am extremely fortunate.

My complacency led to a crucial oversight. As the Utility Aircrewman on the training event, cabin management was my responsibility. Maintaining proper cabin management means ensuring that all gear, not just a cell phone, is properly secured during all phases of flight. Utility Aircrewmen are not just responsible for our own equipment, but for that of all other crewmembers. Initially, FRACs exhibit a tendency for “battle rattle,” or bringing too many items to the aircraft and thus experiencing difficulty accounting for it all. Awareness of this tendency and education against it is a critical foundation of cabin management. This means that we must take the time to go through student’s “Go Bags” - as well as ourown - to ensure the items coming into the aircraft are only those that are essential for the accomplishment of the mission. We are also responsible to ensure that those items are always secured during the flight, especially when changing cabin configuration or phases of flight, and account for everything at the end of the mission. On this occasion, I let complacency sink in which ultimately allowed the failure to verify the security of my own gear.

One evening in April, I was responsible for one of these events when my cell phone departed our MH-60S Helicopter on a training mission in the vicinity of Cape Charles, Virginia.

During this specific training sortie, Fleet Replacement Aircrew (FRACs) are required to utilize the Digital Map Kneeboard (DMK) and coordinate with pilots to practice executing a “target talk-on.” One of the FRACs in our cabin required extra instruction to reach a comprehensive grasp on the skill. To assist the student, I changed my position from the left gunner seat to the area next to the right cabin door.

The cold weather that evening required us to keep both of the aircraft’s cabin doors closed. I moved around the cabin, instructing and assisting the FRAC over a period of ten to fifteen minutes while the aircraft performed a variety of maneuvers. Throughout this phase of maneuvering between 500 and 1,000 feet AGL, my focus shifted between airspace de-confliction, simulated threat avoidance, and my students’ involvement in both. After completing the maneuvers and returning to my seat, I recognized that my phone was missing. I notified the pilots immediately. We returned to base to search the aircraft more extensively, and to allow our maintenance personnel to perform the required Foreign Object Damage (FOD) Inspection. Then, the flood of paperwork and explanations commenced.

The second factor that contributed to this incident was a flawed cabin management plan. When formulating a plan for cabin security, Utility Aircrewmen must remember that closing the cabin doors does not automatically prevent a TFOA from occurring. I learned this lesson the hard way. The application of frequent gear security checks throughout the flight greatly increases the probability of recognizing a loose item before it’s too late. I challenge all Utility Aircrewmen to formulate a specific plan, as I certainly will from now on, to eliminate the risk of any objects moving freely in the cabin. I also encourage crews to discuss cabin setup, management, and security during the NATOPS Brief, with specific emphasis on the TFOA risks associated with the conduct of the day’s mission.

Using the “Find My Phone” App, I was able to verify that my device fell out of the aircraft in a wooded and nonpopulated area just North of Cape Charles. I was relieved that no one was injured and confident that no property was damaged. I was unbelievably fortunate for two reasons: First, the phone did not fall into a populated area, but secondly it had survived the fall enough to return a signal. The next day, as I drove through the woods of Virginia’s Eastern Shore to retrieve a phone that I’d dropped out of a helicopter, I couldn’t help but feel humbled.

The events of the flight on that evening in April were completely preventable. I encourage all those reading to share my story. My hope is that our community can build upon my mistakes as a Utility Aircrewman, using this incident as an educational tool against the dangerous potential of Things Falling Out of Aircraft.

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Features

A naval aircrewman and Coast Guard precision marksman in the cabin of an MH-60 Seahawk helicopter from Helicopter Sea Combat Squadron 21 while training off the coast of San Diego. The combination of enduring long hours in cramped positions and vibrations unique to helicopters has made chronic back pain far more prevalent in naval helicopter aircrewmen.U.S. NAVY (PATRICK W. MENAH)

Helicopter Aircrewmen and Chronic Back Pain

By Chief Petty Officer Shamus McManaman, USN Originally published in June 2020 Proceedings Vol. 146/6/1,408, used with permission

W

hile helicopters are not new to naval service, the overall health of helicopter naval aircrewmen has worsened in the past two decades. The helicopter will remain a cornerstone of the fleet, however. In 2012, Sikorsky Aircraft signed a contract with the U.S. military for roughly $11 billion to ensure the Navy will continue to receive support for its fleet of MH-60 helicopters, which are responsible for a myriad of missions, including strike coordination, reconnaissance, antisubmarine warfare, mine warfare, and search and rescue.

In the era of the MH-60, there has been a much higher rate of aircrewmen reporting back and neck pain.1 Evidence suggests a strong correlation between this increasing problem and the effect of long-duration exposure to the wholebody vibrations helicopter aircrew routinely experience. Fortunately, there is enough research on helicopter back pain to make meaningful changes in the Rotor Review #149 Summer '20

short term, allowing the Navy to provide a safer and healthier work environment for this community right away. The Navy recently took an important step in this direction when it began installing more ergonomically friendly gunner seats in the MH-60S Seahawk. But much more needs to be done.

Clinically, back pain falls into three categories. Acute back pain impacts performance for less than four weeks; subacute back pain between four weeks and three months; and chronic back pain beyond three months.2 Acute in this context has nothing to do with the amount of pain felt. Aircrew often feel intense pain—a burning sensation down the spine and into the leg, for example—for months when performing routine duties. Nevertheless, when faced with the prospect of being medically sidelined from flight duty, many understate or decline to report the problem until it becomes unbearable.

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A high prevalence of back pain among naval helicopter aircrewmen was identified many years ago. In 1996, the Naval Health Research Center published a study on pilots and aircrewmen. It found back pain experienced by aircrew was more than three times the amount experienced by pilots, increasing dramatically with age.3 Of all the vibrational frequencies researched, the human body is the least tolerant of those a helicopter produces, specifically vertical axis vibrations.4 Over time, microtraumas develop in the spine.

Whole-body vibrations (WBVs) are the reason behind microtraumas.

They also are known to cause thoracic fractures and herniated disks.5 A 1990 study of 163 helicopter pilots suggested that more serious subacute back pain develops when the length of the vibration dose is increased.6 The same study also noted a rise of diagnosed chronic back pain the more flight time

is accumulated over an aviator’s career.

Several other studies investigated possible causal factors for rotary-wing (RW) back pain. Height, weight, tobacco use, physical fitness level, and total flight time were found to have little association with subacute back pain in the RW community.7 However, there was a noted predictive factor for chronic back pain. Once subacute back pain is experienced, there is an increased likelihood of the situation repeating itself. And the more subacute back pain experienced, the more likely it is a sailor will develop chronic back pain.

Chronic back pain leads to fewer aircrew available to fly, and it costs the government more money in retirement disability claims. The issue is also felt immediately at the deckplate level.

The aircrew community has been undermanned for more than a decade and the problem is exacerbated by this medical issue. While aircrewmen are more likely to delay reporting initial back pain to remain in a flying status, once they reach the chronic pain level, aircrew leave the service as they realize the benefits do not outweigh the cost.

Impact of Lengthier Flights The Navy is currently addressing workspace ergonomics by making stand-up desks more widely available, recognizing the issues associated with being in a cramped seated position for prolonged periods. But stand-up desks do little to help helicopter aircrewmen.

The helicopter is even more cramped than most shipboard working spaces and includes unnatural vibrations.

Some research suggests aircrewmen experiencing WBVs for an extended period in a position that contorts the spinal column more than sitting at a desk likely will experience even greater long-term damage.

CMU-33. This is an improvement, but there is an even better vest in service.

The PRU-70 was designed by naval aviation’s Aircrew Systems program office (PMA-202) in 2008 and sent to the fleet the following year.

In reviewing aviator flight logbooks over the past several years, a colleague and I determined that the number of four- and five-hour flights has increased significantly, even though total flight hours are decreasing because of monthly flight-hour limits and maintenance issues. If the 1990 study is correct, this longer continuous exposure to WBVs will result in greater stress on the disks in the lower spine, leading to more fractures and herniated disks. The longer the body feels the stress in a single dose, the faster the fracture develops. If the vibrations are interrupted (for any reason), the stress also is interrupted, giving the body time to heal. Thus, limiting training flights to no more than three hours should reduce the length of time WBVs have to inflict damage on the spine. Not only will this improve aircrew health and availability, it also could increase retention rates.

The PRU-70 weighs only 20 lbs—slim compared with other flight vests. It fits better, is smaller, and allows aircrewmen to move freely in and out of the aircraft.

However, the current guidance is to issue only the CMU-37/38 and recall all PRU-70s. This is a mistake. The PRU70 should be the primary vest. It weighs 10 lbs less, is already in the system, and still carries the body armor required for all missions.

Lighter Flight Equipment Needed An investigation into flight equipment found that 69 percent of aviators reported an increase in back pain when any weight was added to their flight equipment.8 Adding extra weight and bulk to a human frame adds more strain on the lower back and neck. At 30 lbs, the CMU-37/38 aircrew endurance vest is beginning to replace the heavier

The Navy also should approve the OPS-Core® helmet for aircrewmen, as it has already been tested by a fleet replacement squadron and a searchand-rescue command performing highrisk missions in mountainous terrain.

These helmets are more comfortable, could save the Navy from $710,000 to $1,730,000 based on my calculations, and are built to reduce neck and back issues that result from extensive use of night-vision devices.

These are simple changes that can reduce the impact of WBVs to improve aircrew neck and back health and, by extension, Navy helicopter community readiness—and hopefully retention.

Doing anything less would fail to keep faith with sailors.

References

1. Rob Perry, “NAVAIR Delivers MH-60S Gunner Seat Replacement to the Fleet,” Naval Aviation News, 25 November 2019, navalaviationnews.navylive.dodlive.mil/2019/11/25/navair-delivers-mh-60s-gunner-seat-replacement-to-the-fleet/.

2. Amir Qaseem, Timothy J. Wilt, Robert M. McLean, and Mary Ann Forciea, “Noninvasive Treatments for Acute, Subacute, and Chronic Low Back Pain: A Clinical Practice Guideline from the American College of Physicians,” Annals of Internal Medicine, 4 April 2017, annals.org/aim/fullarticle/2603228/noninvasive-treatments-acute-subacute-chronic-low-back-pain-clinical-practice.

3. C. M. Simon-Arndt, H. Yuan, and L. L. Hourani, “Aircraft Type and Diagnosed Back Disorders in U.S. Navy Pilots,” Naval Health Research Center, 26 December 1996, apps.dtic.mil/dtic/tr/fulltext/u2/a319230.pdf.

4. R. P. Delahaye, R. Auffret, P. J. Metges, J. L. Poirier, B. Vetes, and H. Viellefond, Physiopathology and Pathology of Spinal Injuries in Aerospace Medicine (2nd Ed.), NATO Advisory Group for Aerospace Research and Development, AGARD-AG-250, (English) 1982, 48–53, 226–60, 276–80, 293–96.

5. Delahaye et al., 293–96.

6. P. M. Bongers, C. T. J. Hulshof, L. Dykstra, and H. C. Boshuizen, “Back Pain and Exposure to Whole Body Vibration in Helicopter Pilots,” Ergonomics 33 (1990): 1007–26.

7. For example, see: R. S. Bridger, M. R. Groom, H. Jones, R. J. Pethybridge, and N. Pullinger, “Task and Postural Factors Are Related to Back Pain in Helicopter Pilots,” Aviation Space Environmental Medicine 73 (2002): 805–11.

8. R . L. Nevin and G. E. Means, “Pain and Discomfort in Deployed Helicopter Aviators Wearing Body Armor,” Aviation Space Environmental Medicine 80 (2009): 807–10.

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Awfully Slow Warfare Bishop's Laws ASW is tough. It is tougher if you are stupid.

It is IMPOSSIBLE if you are stupid and don’t know it.

By LCDR Tom Phillips, USN (Ret.)

P

ete Bishop once advanced some Laws

#1. #2. #3. #4. #5.

The Sonar Equation is a Sea Story There Are No Cookie-Cutter Detection Ranges A Fool and his FOM Are Soon Parted You Can’t Repeal the Laws of Physics You Can’t Deal With Uncertainty By Ignoring It.

Pete, old buddy, I prefer to discuss your Laws in a different order: #1. The Sonar Equation is a Sea Story #3. A Fool and his FOM Are Soon Parted #2. There Are No Cookie-Cutter Detection Ranges #5. You Can’t Deal With Uncertainty By Ignoring It #4. You Can’t Repeal the Laws of Physics

What we want, we call SIGNAL and what we don’t want we call NOISE.

But I will respect your numbering, Pete, as they are yours.

Pete Bishop, BTW, was a LAMPS Mk-I pilot who decided to convert over to the 1800 community (Oceanographer/ Meteorologist) and went on to become a rock star among them, because of his skill in that area but also because of his personality. He could make you believe you understood tactical oceano, not a trivial con job. Greatly to the benefit of ASW in general and helicopter ASW types in particular.

The signal decreases in strength as it radiates out through the sea from the source, spreading, scattering, and attenuating.

It also reflects – bounces - off the boundaries of the sea, the top and the bottom, experiencing absorption and scattering, and refracts (bends) as it propagates merrily along because of the varying density of the sea caused by its temperature and salinity changes and by the increase in water pressure with depth. Phew.

Law 1. The Sonar Equation is a Sea Story

Sometimes we can use certain sensor devices which are designed to better gather the sounds, within what the immutable Laws of Physics (see Pete’s Law 4 above) may allow (this usually also reduces the amount of NOISE and better lets us see the SIGNAL, and we then use our crunching machines to sum up the SIGNAL while averaging out the NOISE until “the guy in the back” is able to recognize it. A see story all very simple as you sea.

One man’s signal is another man’s noise, and that can be applied to THEM versus US, but also to the different US submarine hunting tribes and our different types of sensor and processors.

Cute.

There is sound in the sea coming from the submarine we want to detect. Unfortunately, the sea has a lot of unwanted sounds which compete with the sound we want (some of which even comes from that submarine, as we are listening for a specific kind of sound and any other sound is unwanted).

How do we convert this long – even though simple summary to a shorthand, practical, mnemonic we can remember, envision, reference, and manipulate easily (you hope), and help us somehow? Ah, the old sonar equation: SE = Ls - Ln - Nw – Nrd + Ndi What? This is the form of the equation often used by the Bubbleheads, and can contribute to confusion when talking ASW with them. You can communicate with Bubbleheads by using the NAMES of the terms of the sonar equation we both know, staying away from THEIR shorthand above.

Signal excess is equal to source level minus ambient noise minus propagation loss, minus recognition differential plus directivity index. They can usually follow OUR, far more universal, shorthand:

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SE = SL – AN – PL - RD + DI

SE = ZERO = SL –AN –PL - RD + DI

Basically, the rest of our world uses it. But they refuse to meet the rest of the world half way because nobody can tell them anything about ASW.

We want to know how much PL, propagation loss, the signal can sustain and still have SE = 0, a 50-50 chance of making a detection. So manipulate the equation to put PL on the side with the zero:

Now what we USE this shorthand for is to figure out how far away from a signal we can hear it with a 50-50 chance of hearing it.

ZER0 + PL = SL – AN - RD + DI. For our passive sonobuoys, DI equals zero (except VLAD, if you ever see one of those again. And if you do, remember you have to use different proploss curves to account for DI than the ones you use for “normal” propagation, which doesn’t worry about DI: they account for VLAD’s DI because the normal human can not manually account for DI without the computer. You’re welcome.), so:

Why 50-50?

I don’t remember, but that is the way it has worked since Alexander the Great descended in a glass ball to look around the ocean to see if there was a submarine down there. There was not, because submarines were not made to work until about 2000 years later. The great man, like Da Vinci (who envisioned helicopters as the arch enemy of submarines), was ahead of his time. Well, he WOULD have envisioned his Helix as the enemy of the submarine if there had been submarines in need of an enemy. Still another 300 years before a functional submarine war machine: Bushnell’s Turtle.

PL = SL - AN - RD That amount of propagation loss (which results in signal equaling noise, is named, by some ancient long-haired or bald-headed scientist, the Figure of Merit, FOM. Actually, we have not been able to come up with a short, more friendly, more immediately comprehensible descriptive, so we are stuck with FOM. Any fresh ideas here?

FOM = SL – AN – RD There…. That wasn’t so hard, was it?

Law 3. A Fool and his FOM Are Soon Parted

Now armed with the FOMs (one for each frequency you expect the threat to offer), you apply FOM to “proploss curves;” one for each Frequency of Interest (FOI), for every tactically relevant combination of source depths and sensor depths, for each FOI (the proploss curves are provided by the Fleet Numerical Oceanography Command or their laptop program) for the water you are in, AND the waters you may find yourself in during your mission), and you come up with a rather large family (matrix) of Cookie-Cutter Detection Ranges… Brother, that’s a mouth full ...if you can not do this, you are the Fool referred to in Bishop’s Law 3.

Signal excess (SE) is how much signal (S) there is compared to the noise (N). When the amount of signal we see is EQUAL to the amount of noise we see, if we take a sample, we have a 50-50 chance of getting something we want and can use, i.e. signal.

Law 2. There Are No Cookie-Cutter Detection Ranges

Next, we have to switch to the magical world of decibels, the way WE HAVE TO measure the strength of things in this strange underwater world. Believe me, there is no way to more easily get around this decibel thing. As you know, a decibel is a measure of the strength of mechanical energy, as opposed to joules per second which is a measure of electromagnetic power. Watt.... What?

Cookie-Cutter Detection Ranges….. are a simplistic - as good as any, in a vibrating, shuddering shit-house on a dark night - way to CONCEPTUALLY envision the battle space in THREE DIMENSIONS – the secret to effective ASW against real submarines. But do not forget that ranges are NOT cookie-cutter. Detection probability is a Bell-shaped curve, but that curve also has steep sides at the 50% point, so we often simplistically visualize detection as a cookie-cutter - 100% detection within a certain range and zero percent detection beyond that (hence Cookie-Cutter).

That’s right! Watt. ……Sorry.

If S = N, then the ratio of S – signal to N – noise is 1. OK then. In decibels (a decibel being 10log of something) 10log of ONE = 0. So making SE = 0 in our shorthand: 91

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We do that to keep from going insane with all this complexity and confusion.

This BTW is why we use that 50% probability when computing FOM….. You are welcome. Hey, I DO remember.

But be prepared to be surprised and frustrated by reality.

You can be pleasantly surprised by a detection beyond the predicted range, but you must never COUNT ON THAT. Also understand you can miss detection within the predicted range too. Oh well. Don’t take counsel of your fears but understand reality. Probability is reality.

Law 5. You Can’t Deal With Uncertainty

By Ignoring It.

Is this sounding rather vague? A matrix of numbers of fuzzy precision? Some uncertainty there? Well that’s just the beginning, as all that intel and oceano are muddied by navigation and plot synchronization and stabilization uncertainties. And finally, we do not know what the adversary submarine knows, thinks, is planning, or doing, and he is out of sight. And, sadly, you are looking at a computer screen which is a sinister illusion of accuracy, when it is quite likely that the ONLY thing on that screen you can be sure is precise and correct is the time showing on your display. Experience in the real world eventually solidifies your understanding of all these variables, and instills in you the fingerspitzengefühl you so very much need to develop if you are going to be any good at ASW.

Law 4. You Can’t Repeal the Laws of Physics

NO AMOUNT OF COMPUTER PROCESSING CAN “UNREFRACT” refraction during sound propagation. The

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immutable Laws of Physics are at work and they can not and MUST NOT be ignored. It’s a 3-D problem and we stare at a 2-D picture of false PRECISION by our computer. A precise image of probability and imprecision.

You had better be smarter than the computer and your Mk-1 Mod-0 computer between your ears had better be able to visualize the problem in three dimensions, and deal with the uncertainties. Or you will probably lose in the real world.

Your adversary down there, naturally and easily, is playing the game in three dimensions, and if you can not, you are at a significant disadvantage. We haven’t been able to make a 3-D display so you have to provide the 3-D SA yourself. Not easy to see on the all-too-seductive and misleading 2-D picture.

How are you prioritizing YOUR time?

NATOPS? We learn NATOPS because we can’t afford to lose the aircraft.

GMT? Endless topics of non-tactical value or interest? We learn them because we want to enrich our people with skills and experience THEY need… because WE need them to stay in to support us.

Running a shop or division or department or squadron?

Admin BS? We suffer admin because the maw of the US Navy Incorporated must be served.

You are Paid for what boils down to ONE THING, and ONE THING only: to WIN in combat. EVERYTHING else is secondary, and while necessary, can not be allowed to interfere with the only thing that really matters.

NGASAEB

Radio Check Fall Rotor Review's Radio Check Question Across the Rotor Review readership and staff, most of us can undoubtedly trace our professional success, competence, or good habits back to the influence of one or more excellent instructors along the way. In preparation for our Fall Issue (Training: It Doesn’t End with Flight School), we want to hear about the instructors who have made an impact on our readers’ careers.

What does it mean to be a great instructor? Which types of instructors have had a positive and lasting effect on your career in Rotary Aviation?

Personalized shout outs are welcome and encouraged!

You can reply to rotorrrev@navalhelicopterassn.org or michaelshort91@gmail.com.

This issue’s Radio Check question is:

“In times of crisis around the world, is it the job of the military to protect its members, or its citizens? Is it possible to protect both?"

You don't need inputs, it is pretty simple. Military fights all enemies, foreign or domestic!

R Barr What a silly question. It's our military's job to protect all American Citizens, regardless of their affiliations with any professional organizations.

Don Thomas To protect our country's military and citizens at the same time is a nice, cozy thought. But that's not what the mission really is, is it?

The military's job is to kill people and break things in defense of its citizens. Period. If you think any differently, you are probably in the wrong business, "Ours not to reason why, ours but to do and die." -Tennyson Larry Carillo The “job” of each military member is found in the oath we all take. The oath covers peace, war and all crises. The military doesn’t have citizens. We are all citizens, unless we are illegal or residing with visa or green card. Crisis doesn’t change the oath. The President defines insurrection and emergency. He will instruct SECDEF and the JCS accordingly.

CDR Tom Hinderleider, USN (ret) I believe that yes you can do both. However military members are citizens at the end of the day also but just with different obligations and commitments. I Think about it like this, in the fire service before you go protect life or rescue life, you need to make sure that you and your partner are safe First and then you can treat the patient or rescue the victim.

Adrian Jarrin

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True Story Depression Generation Stood up When the World Was on Fire We Can Learn from Them

By CAPT Tim Kinsella, USN

Originally published in Pensacola Journal June 6, 2020

I

was a young 24-year-old midshipman on summer leave from the Naval Academy, and I was on the adventure of a lifetime. My rack was a folding green army cot, and my stateroom was a floodable paint locker in aft steerage. Just outside the watertight door of my enclosed steel compartment, the small reciprocating steam engine that moved the massive rudder chug-chugged away through the night. I remember also the calming sound of water slushing along the V-shaped stern of the old ship that helped to drown out the noise of the engine when I crawled into my sleeping bag. I was a crewmember of the SS Jeremiah O’Brien, a WWII Liberty Ship and survivor of the D-Day landings that had been repaired and refurbished by WWII veterans and volunteers in order to sail her from San Francisco, through the Panama Canal, and across the Atlantic to Normandy in time for the fiftieth anniversary of D-Day.

infested waters of the North Atlantic on the “Murmask run” delivering supplies to the Soviet Union, and later at Normandy, making ten separate trips to the beaches on D-Day. On one such run to Murmansk he told me of a moment when he looked astern of the Matson to check the station of the ship behind him. He turn his head forward, then heard a massive explosion. By the time he looked back the ship was already bow down in the water, sinking fast, struck by a torpedo from a lurking U-Boat. Men were scurrying about the deck and frantically trying to launch their lifeboats to avoid certain death in the frigid Arctic waters. He also told me of another memorable experience during the D-Day landings, when he found that several of his young merchant sailors had jumped a ride on a landing craft to scour the beach for souvenirs. The fighting had moved inland just beyond the beach so they figured they were safe enough. When the 16 and 17 year-olds returned, they reported that they had hid in a British trench and watched the battle raging in the fields beyond. They all spent a night in the brig for their troubles.

The O’Brien is a living, breathing, floating museum that stepped right out of 1944, and in 1994 she was mostly crewed

by WWII veterans - some Navy veterans, a few Army, but mostly Merchant Marine sailors - who had steamed Liberty ships back and forth across the Atlantic and Pacific ferrying supplies and troops to the front lines and back. The opportunity to sail her with the men who operated the radios, stoked the boilers, and oiled the bearings of the massive cranks on her triple expansion reciprocating steam engines, was literally like stepping back in time. The engine room scenes in the movie “Titanic” were filmed on the O’Brien, so that’ll give you an idea of their size. Those 60 and 70-year old engineers would don their coveralls and a twinkle in their eye would appear as they seemed to magically lose 40 years and dance about the engine room with purpose and perfection. You could eat off that engine room floor, it was so clean, and the brass gleamed like the sun. I watched Dick Bannon, the Chief Engineer and WWII vet, measure the oil temperature of the massive crank bearings with the skill of a surgeon - he would dart his hand in and out of the bearing with the speed of a cat to feel the heat of the oil. He would then rub the oil between his thumb and forefinger, and ruminate for a few moments on whether the big engines were running a little hot. You don’t learn a skill like that in a classroom, I can tell you. These sailors were as salty as King Neptune, born on the crest of a wave and rocked in the cradle of the deep.

Captain Jahn was a gentleman and a master mariner, and his crew revered him. I only heard him raise his voice twice, both times in Southampton and within minutes of each other.

The first was when two US Coast Guard Officers came aboard and questioned the seaworthiness of the ship and how could she have possibly made it across the Atlantic without a Coast Guard escort. The old Captain replied, “I sailed a ship just like this to Murmansk full of ammunition and supplies for the Russians. The German Luftwaffe tried to sink us, and so did their U-Boats. I didn’t need the Coast Guard then, and I sure don’t need you now.” The two officers left soon thereafter.

The other time was when I presented myself to him as a new crewmember. When he heard I was a Navy midshipman, he looked to his first mate and said, “Navy? NAVY!? We don’t need any darn Navy on here!!!” I, however, managed to remain

George Jahn, the 78-year old captain of the O’Brien was another such veteran. He was torpedoed off the coast of Hawaii two days after the Pearl Harbor attack, and spent nine days drifting in a lifeboat with 11 men before being rescued.

He was eventually given command of his own Liberty ship, the SS William Matson, which he safely led through the U-Boat Rotor Review #149 Summer '20

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positions. He told them he’d come back and check on them when things quieted down. Bill went back to their foxhole as promised, but instead of the two recruits he found only a smoking crater. They had received a direct hit from a German shell and the two boys were obliterated.

on the ship a little while longer. How I managed to secure a berth on that magnificent ship is a story for another time.

On June 5th we anchored at Spithead, just outside the ancient Royal Navy base of Portsmouth, where, fifty years before, part of the D-Day armada had rendezvoused on their way to the Normandy beaches. Early that morning I awoke to a loud banging on the watertight door of my tiny “stateroom”.

I opened the hatch to find a suited and sunglass-wearing gentleman with a submachine gun, who politely told me to get up on deck poste haste. As I quickly found out, we were not being boarded by sartorial pirates, but instead by President and Mrs. Clinton who were visiting the O’Brien, the first time a sitting President had boarded a US flagged Merchant Marine ship. Or at least that’s what I was told.

Later, at the Battle of the Bulge, his company commander was killed by a sniper right in front of him as they walked down a country lane. He was given a field commission and a platoon of his own soon after. He said he was in combat almost continuously from 1944 until May 1945. He remained in the Army and served during the Korea and Vietnam wars before retiring as a Lieutenant Colonel.

I asked him why, as an Army veteran, he had volunteered to crew the O’Brien. Especially since he had no useful skills as a mariner. He lifted his head and looked me in the eye, and he said, “I had to come back to visit those two boys.” He then asked me if I would visit their graves with him at the Coleville sur Mer cemetery above Omaha beach. Of course I would, I said.

We were anchored in company with dozens of other ships of all shapes, sizes, and nationalities, to include the USS George Washington (CVN-73), the HMS Illustrious, and the Cruise Ship Queen Elizabeth 2, as the Royal Yacht Britannia reviewed the commemorative fleet with the Queen, President Clinton, and French President Mitterrand embarked. I’ll never forget the sight; the deep blue sea was flecked white from the wakes of a thousand small boats and yachts darting in and out between the big warships with their colorful pennants hoisted fore to aft, and as the Britannia passed each vessel we could hear the throaty roar of thousands of Sailors give three cheers. Coleman Schneider, an original WWII crewmember of the O’Brien, was overcome with emotion. “We’ll never see anything like this again”, he said. He was right. That was the last time the Britannia, the last Royal Yacht, would make a naval review before she was decommissioned.

A visit to Coleville sur Mere American Cemetery is a beautiful, yet profoundly moving experience. Like all US military cemeteries in France, the land of Coleville sur Mer was given by the people of France to the people of the United States in perpetuity, as a lasting tribute to the men and women who gave their “last full measure of devotion”. The cemetery sits on a high bluff directly above Omaha Beach, only yards away from where so many of them died. We visited Coleville sur Mer on a bright sunny day, with pale blue skies and a cool breeze. We walked amongst the rows of alabaster white crosses, searching for the two boys he came to visit. We found them, and the old soldier knelt down beside them and cried. I think it was probably the first time he had cried in fifty years, and I think it wasn’t only for those two boys that he cried, but for the countless other comrades he had lost.

At 0600 the following morning we found ourselves in exactly the same place at exactly the same time that the Jeremiah O’Brien had been fifty years before. All the vets remarked on how similar the weather was to 1944. It was a dull, dirty morning with grey skies and driving rain. We were anchored just off of Point du Hoc in Normandy, where the Second Ranger Battalion famously scaled the 100-ft cliffs under withering fire to capture the emplaced German artillery pieces, and so prevent them from firing on the Allied troops on Omaha and Utah beaches. While standing near the fantail, admiring the cliffs and marveling at the bravery of those men fifty years before, another crew member was sweeping the deck and came over to lean on the railing beside me. Twentysix years on, I’ll never forget Bill’s face that morning, and I’ll never forget the story he told me. He was one of the few US Army vets on the ship, and he had gone ashore after D-Day. He began the war in Europe as a platoon sergeant. After two months of heavy fighting in the Battle of Normandy, over half his platoon had been wiped out and he had been promoted to company sergeant-major because he was one of the few sergeants left unhurt. He told me about one particular morning when two new replacement soldiers reported to him for duty. He pointed to a foxhole and told them to jump in because they were expecting the Germans to shell their

I spent that summer amongst giants, who taught me more about service in three months than I had learned in the previous two years at the Naval Academy. That voyage was the last hurrah for many of them, and they knew it. Most of those old salts are gone now, but I still learn from them. Their anecdotes, wisecracks, and pithy comments come back to me often and help ground me in times of difficulty. I count my time on board the SS Jeremiah O’Brien amongst my most treasured memories.

Last month was the 75th anniversary of the Victory in Europe. Massive commemorations were planned from Washington DC to London, Paris, and Moscow but had to be cancelled because of COVID-19. Sadly those veterans still living didn’t get to witness their last hurrah. Nor did we get to publicly acknowledge their sacrifice and the loss of so many of their comrades in the cause of freedom. This weekend will be the 76th anniversary of D-day and the 78th anniversary of the Battle of Midway. If you know a WWII veteran, give them 95

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True Story a call and thank them. As bad as times may seem to you today, those men and women of the depression generation pulled on their boots and stood up to be counted when the world was truly on fire. We can learn a lot from them.

Authors Note The Commandant of Midshipmen at the time was CAPT Randy Bogle (ret), former CO of HC-5, HC-3 and NAS Pensacola. I had requested to use my leave time plus an extra two weeks of summer training to make the trip.

The request was denied all the way up the chain, but CAPT Bogle disagreed.

In green ink, he approved it with the comment “sounds like a wonderful opportunity. Take the entire summer off for it!” Instead of 4 weeks, I spent 89 days with the O’Brien.

Normandy American Cemetery and Memorial in Colleville-sur-Mer, France.

Photo: Master Sgt. Cecilio Ricardo/U.S. Air Force

Photo by Jim Hafft November 17, 2017. Leaving Mare Island for San Francisco.

The O'Brien is approved by the American Bureau of Shipping, certified by the U.S. Coast Guard, and fully seaworthy -- the only active Liberty Ship in original configuration. Operated as the National Liberty Ship Memorial, she is moored at Pier 45, Fisherman's Wharf and open to the public most days. Virtually the entire ship from engine room to flying bridge can be seen by visitors. Boilers are "lit off," and the 2500-horsepower, triple-expansion reciprocating steam main engine is operated on Steaming Weekends (normally the third Saturday and Sunday of each month) so visitors can see the engine plant in action. Several San Francisco Bay cruises are scheduled each year. Be sure to check our calendar for Steaming Weekends and cruise schedules. The ship relies on the work of her hundreds of volunteer crew members, funding from individual and corporate donations, and revenue from the thousands of visitors she hosts each year. Ship's hours, cruise schedules, and other information are available on this website. One other Liberty ship is known to be active — the S.S. John W. Brown in Baltimore: Modified into troopship configuration during WW II, she underwent further modifications during many years as a school ship in New York before beginning her current life as a museum vessel.

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True Story WAGTD v ROE, or Knowing Who Your Friends Are

By LCDR Tom Pillips, USN (Ret.)

This is the fourth installment in the “We Are Going To Die" series.

A wry but accurate account of a side of combat nobody ever tells you about.

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s if combat wasn’t dangerous enough, Vietnam offered myriad ways to get killed without the enemy laying a glove on you. Some ways involved friendlies, like "friendly" Vietnamese, some involved your own friends, even your own det mates and squadron mates, and some involved other Americans whose names you never learned.

Rules of Engagement “Rules? There’s no Rules in a knife fight.” – Butch Cassidy A two-plane fire team of HA(L)-3 Seawolves, Detachment 9, was ordered to fly below treetop level along a riverbank to look under the trees for signs of an ambush set against a convoy we were escorting, and we were not allowed to return fire if fired upon……

In the photo, a Seawolf Det 9 UH-1B is staged at the long strip at Chau Duc, which is near the Cambodian border. From the long strip, we could fully fuel and still take off (with a sliding sleigh ride on the skids), whereas we could hardly take half a load flying from our normal base, the YRBM-21, also near the border. This photo was taken as we prepared to take off on a convoy escort mission up the Mekong to Neak Loung (the Ferry Landing).

Spring of 1971 and the Seawolves were escorting ocean-going merchant vessels from the RVN-Cambodia border, up the Mekong River, as far as our fuel would allow us, in their journey to Phnom Penh, capital and largest city of Cambodia. “As far as our fuel would allow” meant about halfway to Phnom Penh. Above an airfield at Neak Leoung which had POL (also known in the press back in the Land of the Big PX and Round-eyed Wimmin, as the Ferry Landing, newly famous from the recent US incursion into Cambodia), we were at the limit of our fuel, and had to turn around and return to South Vietnam, either being relieved onstation or, as often, leaving the convoy without air support. ……because we were not allowed to SET FOOT in Cambodia, even to hot pump.

torn by civil war between royalists and communists, was unable to oust them.

North Vietnam was not only attacking South Vietnam, but had invaded neighboring Laos and Cambodia too, but that was not so much the narrative back in the LOTBPXAREW.

Why? North Vietnamese and VC forces had been using Cambodian territory as a sanctuary from RVN and American forces operating in South Vietnam, and the weak Cambodian government,

In the spring of 1970, in order to improve conditions for the RVN and give the Republic a better chance of survival, before Americans went Di Di (VN for run away), “we” decided to clean out this sanctuary. A major RVN-

In the background is one of the Three Sisters, the only hills anywhere in the entire Mekong Delta, which is otherwise flat as a billiard table. The silhouette far left, with the pistol handle also silhouetted is yours truly (before I traded my revolver for a .45). Sticking "out of my back" is the six barrels of a door-mounted gatling gun. On the port side of the helo is an M-60, attached to a stick mount for convenience: our gunners free-gunned, but it was handy to have a place to rest a cold gun when not ready to shoot or a hot one when done shooting and out of the fight. That is Buz Landy (RIP)giving the peace sign.

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American incursion into Cambodia to do that provoked unrest and rioting back in the LOTBPXAREW, where the incursion was portrayed by opponents of the war as an invasion (invited by the legitimate government of Cambodia beside the point). In reaction to the civil unrest, not the tactical situation in SEA, Congress spoke, passing what is known as the Cooper-Church Amendment which forbade American ground forces from setting foot in Cambodia – it said ground, not air, so we Seawolves could

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FLY over Cambodia, but could not LAND in Cambodia.

While the news of the day proclaimed the see-saw status of embattled Cambodian Highway 1, the land supply route from the port of Sihounoukville to Phnom Penh, convoys of oceangoing ships were quietly transiting the Mekong, unreported by the press. One of those large bottoms could bring in more supplies in one trip than all the supplies Highway 1 could pass if it was operated unfettered for an entire month.

That’s sea power, boys and girls.

So much for the big picture. In the small picture, Det 9 was being briefed by a NILO commander on specifics of our convoy escort assignment and the ROE. As part of our escorting, we were to fly at low level and look under the overhanging trees along the riverbank for signs of an ambush, as the merchants had been attacked occasionally by those who opposed motherhood, apple pie, freedom of the sea, and the American Way, or by those who understood their sea power (or both), or who simply wanted the valuable cargo (can you say pirates?).

OK. We knew how to escort boats and ships and did that frequently. No big deal. Then the NILO described the ROE and suddenly it became a Big Deal. We were not allowed to return fire if fired upon without first

getting permission from “Jehovah” the airborne Command and Control post orbiting somewhere in the stratosphere above (well above) Southeast Asia. Yes, Jehovah. Who forgets a callsign like Jehovah?

One of our young gunners, Tony Guptaitis, an EXPERIENCED young gunner, reacted to that statement with: “BULL-shit!” (or was it Bull-SHIT?) which drowned out more low-volume indignant mutterings, and drew the glare of the commander NILO. (I LOVE you Gup – rest in peace.)

Our FTL (fire team leader), a jaygee, calmly explained to the officer that the survival of a gunship helicopter at low level depended completely on its ability to instantly suppress hostile fire, rearranging the priorities of the shooters by smothering them with machinegun fire. After all, low, slow, and close is not a way to go through life in a helicopter experiencing hostile fire, and if called on to go there, instant suppression was our ONLY real defense. At least four voices backed up the explanation with impassioned, but very polite (that’s my view and I’m sticking with it), agreement.

The NILO would not be swayed, reiterated the ROE and asked us if we understood them.

Silence.

Then the FTL turned to us and said slowly: “OK, try not to be firing when I am on the radio to Jehovah asking permission to return fire.”

For some reason, THAT really pissed off the NILO, who declared he would report us to our commanding officer.

“His name is Captain Marty Twite,” said the AHAC, “He’s in Binh Thuy.

Want his phone number?” That last part was a bluff as we did not know his phone number.

“Would you like to ride along with us?” asked Gup, sweetly. “I’m SURE we can fit you in with us.” (see why I loved Gup?) The NILO allowed as how he had important meetings and appointment he had to be attending, and left us.

We did as requested and found no signs of an ambush and took no fire.

Would we have instantly returned fire? You bet your ass we would…and then called Jehovah for permission as directed, innocent as a bunch of altar boys.

Postscript: One of the merchant ships was attacked and grounded by the damage. (not on our watch) It was looted post haste by party or parties unknown.

Turns out it was a Red Chinese merchant ship. Huh? And its cargo was neither munitions nor military supplies, but was high-end electronic equipment, jewelry, Rolex watches (or knockoffs?), liquors, and other for-profit luxury items.

So the United States Navy was escorting a Communist ship, full of luxuries to be sold for PROFIT to Red Chinese coffers (and the Royal government of Cambodia?), which was attacked by a not-for-profit Communist force, either NVN or Khmer Rouge.

So I guess you could say American Forces were correctly defending CAPITALISM - Communist Capitalism from communist Communists. In a neutral country. Wasn’t just the ROE which was “messed up.”

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True Story COVID 19 or How I Became a Naval Aircrewman

By AFCM (AW/NAC) Bill "Red Dogg" Moss, USN (Ret.) Part 1

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arch 1, 2020 Melbourne, Florida…..Quarantine and Shelter in Place!!! The COVID 19 virus was taking the Nation by storm and nobody really knew what to expect so the knee jerk mentality was everyone self quarantine for 14 days, shut down all bars and restaurants, close all gyms and generally shut down the economy for a period of time. How long? Remains to be seen. General advice? Wash your hands, wear a mask, avoid crowds and stay home.

That last part was the catch phrase and suddenly every one was on my retired schedule except for the gym part!!!

So stay at home works for me and it gave me a time to catch up on my reading. There were several books I had wanted to read and after an email or two I was delivered the start of a wonderful series of books by Marc Liebman. The Josh Haman series, “Cherubs 2”, “Big Mother 40” and the list goes on. There are 7 in the series and I read them all except for the last one that will be published this year. Then I read “Unbroken” by Laura Hillenbrand.

Fantastic book and inspiring, shows Man’s inhumanity to Man and how it can be overcome. The last book on my To Read list was the George Galdorisi/ Tom Phillips book, “Leave No Man Behind”.

I would like to thank George and Tom and Marc for their advice and counsel on putting this story together.

Special thanks to Tom Philips as he mentored me thru the rough parts of this saga As I read through the first 16 or so chapters about the PBY Squadrons many memories of my Dad and the stories he told flooded back to me. My Dad was an AL1 (Aviation Radioman/ Electronicsman) assigned to VP14B at Kaneohe Bay, Hawaii on December 7th, 1941. Yes he was a Pearl Harbor Survivor and on that “Day of Infamy” his entire squadron was demolished.

Dad’s Squadron was known as the Blue Cats and 2 weeks later after the loss of their entire aircraft inventory the Navy ferried 10 brand new PBY5A’s to the squadron. After 10 days of workups they departed KBay for Darwin and were assigned to PATWING 10. From there he flew all over the South Pacific and as he said often, “Cleaned up all the major battles of the South Pacific”.

He was expendable with the PT boats in New Guinea for several months and during that time no one knew where the squadron was. I’m sure someone knew but not my Mom!!!

Dad was not a smoker when he joined the Navy but during that time frame he learned to smoke because they had no bombs or depth charges so they would fly night harassment missions over the Japanese held islands putting lit cigarettes in empty beer and soda bottles and tossing them out the rear bubbles.

This was harassment bombing in the cheapest sense. During the descent of the open bottles they would whistle and the glow from the cigarettes was supposed to make the Japanese think they were being bombed.

They flew Search and Rescue for all the major attacks and rescued many a down aviator. He had high esteem for the Australian Coast Watchers and often commented on their courage and as he was prone to say, “Those guys had big b**ls”.

He also commented on the way the Aussies flew the PBY’s and copied their method of Take Off from the early days of the war. Seems when Dad’s Flight Engineer first witnessed an Aussie PBY taking off he noticed that they started bringing the floats up as soon as the airplane was on the step thus reducing drag on take off and the chance of “dipping” a float. It pretty much ended up being SOP for the American PBY flight operations.

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Dad’s favorite expression when he spoke of the PBY was, “90 knots in a climb and 90 knots in cruise”.

Now if any of you Auld Salts reading this think that you may know the name Earl V. Moss it could be because he was the lead instructor at the 35N course at Fort Gordon, Ga. during the mid 60’s.

His crew of instructors taught all the Operation Gamewarden guys going to Viet Nam the Avionics on the H1, H34, H47 type helo’s. 65-68 he trained a lot of Sailors headed in country.

We lost Dad in 1992 but I still have his Combat Aircrew Wings and some of his flight logs. My Dad was the driving force behind my becoming an Naval Aircrewman and I thank him for that and the rest is history.

I spent the summer (1963) after I graduated high school working at the Bush Field Airport in Augusta, Ga. The Air Force and Army had a joint operation going called Swift Strike 3 and the airport had the fueling contract.

I found out about the airport hiring and immediately put in my application.

They were paying $1.75 an hour! I was hired immediately and whether I knew it or not began what was to become a 50 year career in Aviation!!! I was the consummate Ramp Rat. I taxied Airplanes of every sort, drove fuel trucks, towed airplanes and washed airplanes.

We also had the MAC contract to load baggage onto the C121’s that were chartered to take soldiers from Fort Gordon to Vietnam. I loved being around airplanes and helicopters and could service just about any airplane the Air Force and Army had and even fueled the Delta, Eastern and Piedmont airplanes as required.

As contracts tend to do, mine expired 1 Oct 1963 and I was looking square at the draft. I enrolled in a Jr. College for about three weeks of night school.

Figured out really quick that the “Rigors www.navalhelicopterassn.org

de Academes” were not for me and on 30 Oct 1963 I went to the Navy Recruiter. Via guidance from my Dad and not being interested in Electronics or Administration I enlisted with a guaranteed school billet for ADR (A) School.

The night of 31 October 1963 I flew a Delta DC6B from Columbia, South Carolina to Chicago, Illinois. It was a beautiful ride the sounds of the engines and blue flames from the stacks and the clouds….I knew I had done the right thing and flying was instantly in my blood.

Boot Camp was a blur and on 5 Feb 1964 they loaded a bunch of us “Airedales” on a train in Chicago for the overnight trip to Memphis. In Memphis there was a Cattle Car waiting at the train station to retrieve us and the 2nd Class Sea Bee that was driving was not too happy about having the duty driver on a Saturday! We had a rough ride to Millington.

Checking in at Millington was fairly quick and we were settled in the Mech Fund Barracks. (Mechanical Fundamentals was a 4 week school that taught basic tool usage and nomenclature. It was originally in Norman, Oklahoma until the Navy moved all aviation schools commands to Memphis, Tenn.) There you waited for your school assignment or you were assigned a support billet until a school slot opened up. Being that is was a Saturday we would not get our assignments until Monday morning so we had a weekend off.

Most of us just hung out at the barracks Saturday and Sunday. Went to chow and maybe Mass or Church on Sunday but Sunday night we were lined up to get a seat in the Recreation Room. This was the night Ed Sullivan would say, “Ladies and Gentlemen, The Beatles.” I had just heard of them on the train down from Chicago and was excited to see the “Long Hairs from Liverpool”, I was not disappointed!!

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I was assigned a support billet at the “new Mech barracks” which was across the street from the old wooden Mech Fund barracks. These barracks were 2 story brick with 4 man cubes separated by personal gear lockers which, to us Bootcamps, were like the Hilton. And they were air conditioned!!

My support assignment was the laundry room and consisted of cleaning the lint out of the dryers, dusting and buffing the deck. If you didn’t hurry too much it took about an hour. Once you were done and inspected you could go to the office and coke and smoke until noon chow. After chow you buffed again and hung around the office until secure. I learned a lot of “Navy” in there from those salty Boatswain Mates on the MAA squad.

"The Master At Arms were stationed all over the base just to catch civilian clothes offenders. I think the penalty was loss of civilian clothes privileges for 2 weeks."

After 3 weeks I began ADR (A) school and moved from the old Mech Fund barracks across the street to the new Mech barracks. I already knew all the MAA’s so there was no drama for me. Some of the troops sweated liberty cards and civilian clothes and that kind of thing. You could only wear civilian clothes from your cube to the main gate; you were not allowed any where else on base in Civvies. If you went to the NEX you better be in undress blues or whites!

The Master At Arms were stationed all over the base just to catch civilian clothes offenders. I think the penalty was loss of civilian clothes privileges for 2 weeks.

that almost doubled your power output was almost like magic to a 18 year old who had learned most of his mechanical skills overhauling a 1948 Nash Business Coupe!!!

During the final week we went to the turn line and were graded on how well we turned up the engine on an AD5Q. They had 20 on the turn line.

R3350’s, Throttle set, eight blades, Magneto on, Intermittent prime, Idle mixture to full rich, engine lights off, off Prime and adjust RPM with throttle once oil pressure begins to rise above 35PSI. Piece of cake!!! But just try and remember all that with the Instructor (The same instructor that had told us the quietest quiet in the world was an R4Q (C119)on one engine) sitting in the seat next to you and the smoke swirling around the cockpit and the noise and the vibrations! I loved it. I was an ADRAA! After the graduation ceremony they posted our orders on the bulletin board in the barracks. Okinawa!!! I was going to NAF Naha Okinawa! Of 36 mechs in my class I was the only one who wasn’t going to a squadron in Pensacola or Corpus Christi. I could not believe it because on my dream sheet that we had to fill out about midway through school I actually asked for Okinawa.

The Senior Chief Mech who was our class mentor came and got me out of class just to give me the brief on how lucky I was and some “interesting” perspectives on the liberty that was available to a young Sailor. I couldn’t wait!!!

After two weeks leave and saying good by’s to my parents and friends my Dad took me to the airport. I was headed from Augusta to San Francisco to Travis for a MAC flight to Kadena.

Every morning we did PT and then NHA LTM#30 BillMos01@outlook.com marched to school. ADR school was no really big deal to me as far as nuts and bolts were concerned but the Reciprocating Engine theory was very interesting and the fact that you could have as many as 36 Cylinders with 4 magnetos and power recovery turbines 100

Off Duty "Wings" Reviewed by LCDR Chip Lancaster, USN (Ret.)

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here I was sheltering at home during COVID, channel surfing when I came upon the movie "Wings". Wings is a silent movie but with a bit of a reputation. It came out at the end of the silent movie era in 1927 which means that its special effects were state of the art for movies of that generation.

In addition to having the full support of the military, it was the first movie to receive an Academy Award for best picture, and the only silent movie to do so. We should be aware of our aviation roots especially for our combat air arm and the role of the aviation warfighter. In a time only 14 years after the first truly successful powered heavier than air flight, airborne vehicles were used as machines of war. This movie embodies a part of that story.

Two young men from different walks of life are friends and in love with the same young society socialite Sylvia. For the rich David she’s his fiancé and for the less well to do Jack, a love he desires but can’t have. Jack is mechanically inclined and more of a dare devil nature who has built his own hot rod. His childhood friend, Mary, named it Shooting Star and paints its logo on the side. He is loved from afar by the more down to earth Mary, but doesn’t have a clue as to how she feels. Their private lives seem to be set up when the hammer falls with the U.S. entry into World War I. Our boys enlist in the Army for flight training. Of particular interest are the scenes of enlistment and basic training, much of which may seem the same to you today. They’re off to basic flight training where they meet new tent mate Charlie White played by Gary Cooper in his first major film role.

Of particular interest in their ground school is the Spatial D training in a very rudimentary simulator. I wish they had spent more time here, but movie audiences wanted action with their romance.

So it was off to the front at an airfield behind the lines in France. They are soon taking off on their first dawn patrol mission where they meet the leader of the Flying Circus, Von Kellerman. Both sides lock in an epic dogfight with Jack crashing in no man’s land between the lines. He’s rescued by the British and brought back to his airfield. Over the weeks, our boys build up considerable experience becoming seasoned veterans. Meanwhile, Mary has also enlisted as an ambulance driver and is now driving in France and making a name for herself as an expert driver.

With increased experience comes more hazardous missions.

This time to shoot down the huge fighter escorted Gotha bomber coming to bomb the village supply depot. The boys don’t get to the bomber in time and it does a number on the village. They reach it on its way back to base and an ensuing dogfight begins. The boys take out one of the fighters and the

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bomber with the whole affair witnessed by the village people.

One of the people is Mary who survives the bombing and witnesses the dogfight when she learns that one of the American pilots has the call sign Shooting Star.

Back at the airfield, our young pilots receive medals for their valor. They are also rewarded with a week of leave in Paris.

Meanwhile the generals are planning a major battle push and cancel all leaves. Our boys and Mary, unbeknownst to them, are all in Paris and making the most of it. Simultaneously the MPs are rounding up everyone they can find, returning them to the front. Our boys have gone to the Follies Berger and so has Mary to try and get to them before the MPs do.

The bit in the Follies was what I could have done without because of its ridiculous portrayal of drunkenness. However, if you put it into the context of the times, that is what young men were likely supposed to do to exhibit their manliness.

You can fast forward through this part. Our drunken boys are found by Mary who attempts to get them out of there.

They shove her away so she changes into Follies evening wear and goes back. She’s able to get Jack to a hotel room to sober him up but ends up busted in the room by the MPs. The MPs take Jack back but also initiate steps to have Mary sent back to the States (the Army excuse is that she’s resigning from the Women’s Motor Transport Corps).

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You will have to watch the movie to see how everything resolves. Know though, that it does so with considerable ground and air action including air to air dogfighting as well as air to ground close air support and even the first use of tanks on the battlefield. While all of the actors, with the possible exception of Gary Cooper (For Whom the Bell Tolls, High Noon) and Clara Bow (The It Girl), are probably unknown to current generations, Google is still on hand for research. You should do so for both Cooper and Bow who have fascinating stories in their own right. In addition to the Army Air Corps support lending authenticity to the movie, the director, the screen writer and both leading men had military or aviation experience. The director, Willian Wellman, flew with the famed Lafayette Escadrille (see RR 144 pp 64 & 66) and was the only Hollywood director with WWI flying experience, the screen writer John Saunders was an Army Air Service flight instructor, Richard Arlen playing David flew with the Canadian Royal Flying Corps and Charles Rogers playing Jack was a pilot who later trained naval aviators to fly during WWII. The film was shot in Texas with a phenomenal budget of $2 Million ($28M today) with a cast of 3500 extras, 300 pilots and dozens of Army planes and tanks, including Army combat troops and aviators. Technologically and sociologically the movie was ahead of its time. In-flight scenes were filmed with aircraft mounted cameras and the actual actors in the cockpits.

Arlen flew his own scenes as did Rogers who was taking flying lessons at the time. There was no rear screen projection which was the common method in other films of this genre.

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The flying and battle scenes were so realistic that the movie also received the Academy Award for Engineering Effects, the equivalent of Special Effects today. In addition to the cinematography, the film made use of colorization for gun and aircraft fire as well as audio effects for engines, explosions and blending with the musical sound tract. Sociologically, Wings was the first major motion picture with both male and female nudity, including a provocative scene with Clara Bow and the first to show two men kissing generations before LGBTQ issues, although not in that context. Additionally, it shows the misogyny of the times in the sending of Mary back to the States for being in a hotel room in her civvies with a pilot in spite of her exemplary service as a driver.

"Wings" was considered a lost film for many years when there was thought to be no copies in existence until a copy was found in 1992. The highly volatile nitrate film was copied to safety film then finally digitally restored in 2012

by Paramount Pictures with the help of Skywalker Sound and Lucasfilms. The movie is a bit lengthy at about 2 hours and 15 minutes. However, with the exception of the Paris liberty sequence, it doesn’t drag. If you consider the film culturally, socially and technologically in the perspective of its time, it is both a great cinema achievement and aviation movie.

When viewed in the context of the 1920’s, and even by today’s standards, Wings offers unique insight into a critical phase of aviation. I’m giving it two thumbs up. Settle back with your popcorn and check it out, I don’t think you will be disappointed.

The U. S. Invasion of Grenada by Philip Kukielski Reviewed by LCDR Chip Lancaster, USN (Ret.)

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he Caribbean island of Grenada is a pearl of the Lesser Antilles located 100 nm north of Venezuela. The 134 square mile gum drop shaped mountainous volcanic island is known as The Spice Isle for its copious centuries-old spice production. The capitol of St. George’s at the southern end of the island is also the home of St. George’s University and the university’s School of Medicine. It was a British territory until being granted independence as a sovereign state in 1974 while retaining Commonwealth ties to England. In 1979 the government was overthrown by a Marxist-Leninist movement establishing strong ties to Cuba. In 1983 the Grenadian head of state was overthrown and executed in a military coup d’état. That is a brief overview bringing the reader up to the book’s time frame of 37 years ago.

Philip Kukielski’s incredibly detailed book is an in depth blow by blow of Operation Urgent Fury. From October 25 to 29 in 1983 the United States was involved in a hot war in the Caribbean. An operation that was literally planned overnight and involved all branches of the U.S. Armed Forces.

The book strips the operation down to its nuts and bolts from the major and minor planners and players to the operators in all of the military branches involved.

The book is subtitled a Legasy of a Flawed Victory for good reason. In graphic and personalized detail, the author walks the reader through the good, the bad and the ugly of this operation. And, there was a lot of bad and ugly to go around in addition to success and some incredible heroics.

The operation’s premise was to rescue American medical students at St. George’s School of Medicine. The bottom line is that Urgent Fury does in fact do this but not without going headlong through the proverbial bramble bush. Thorns a plenty arose to counter the assault which U.S. forces were woefully unprepared to face. From inadequate reconnaissance to charts and maps to communications all wrapped around poor planning, the book will leave you wondering why the operation succeeded at all. The bull-headed determination and tenacity of the U.S. soldier, sailor and aviator is the reason for success.

In our Naval Aviation training we stress CRM, Crew Resources Management. The key to effective CRM is communication. Urgent Fury may have been the genesis for CRM development. Kukielski pulls no punches to show how lack of communication was the mill stone around the neck of the operation. It was planned as a Special Ops action from

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SEALs to CTF-160 to paradrops and an amphibious assault all built around a too-tight time table. Fury is the first use of the UH-60A Black Hawk, the 160th Army special ops and the largest paradrop since WWII. The action taking the reader through it all is fast and furious from the bad of a ZSU-23 shredding a 60 and the loss of recon SEALs, to the ugly of bureaucrats running the battle from a thousand miles away to the good of SH-3H and CH-46D rescue ops. Through it all, Invasion of Grenada is both incredibly descriptive and meticulous in the in-depth account of Urgent Fury. It is an encyclopedic page turner complete with hundreds of chapter notes, bibliography references and a thorough index. Check out The U.S. Invasion of Grenada, you won’t be disappointed Published by McFarland at McFarlandBooks.com.

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When you shop at smile.amazon.com, you’ll find the exact same low prices, vast selection and convenient shopping experience as Amazon.com, with the added bonus that Amazon will donate a portion of the purchase price to the Naval Helicopter Historical Society.

Sign-up today! It does not cost you anything and a percentage of your purchase price is donated to NHAHS! www.navalhelicopterassn.org

Change of Command COMHSCWINGPAC

HSM-41 Seahawks

CDR Kenneth Colman, USN Relieved CAPT Brian Holmes, USN July 30, 2020

CAPT Sean Rocheleau, USN Relieved CAPT Ryan Carron, USN June 12, 2020

HSMWSP Honey Badgers

CDR Steven L. Dobesh, USN Relieved CDR Mark Miller, USN April 2, 2020

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HSC-23 Blackjacks

CDR Jeffrey R. Schwab, USN Relieved CDR Loren Jacobi, USN June 18, 2020

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RDML Robert D. Westendorff, USN Relieved RADM Daniel W. Dwyer, USN June 5, 2020

HSC-28 Dragon Whales

HSM-60 Jaguars

CDR Susan M. Pinckney, USN Relieved CDR Trevor J. Prouty, USN July 16, 2020

CDR Dan “DJ” Jones, USN Relieved CDR Mark “Rizzo” Risser, USN June 5, 2020

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Change of Command Wolf Pack Change Command Aboard USS Theodore Roosevelt

By LS3 Ashley Kaniecki, USN

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oronado, California Helicopter Maritime Strike Squadron (HSM) 75 held a non-traditional change of command while embarked aboard USS Theodore Roosevelt (CVN 71) during its Western Pacific deployment, on May 18 2020.

CDR Eli C. Owre relieved CDR Dan W. Brown to become the 28th Commanding Officer of the HSM-75 “Wolf Pack.”

The deployed carrier made national headlines when faced with challenges attributed to the COVID-19 pandemic.

Unable to attend the change of command together, CDR Brown stood with a group of HSM-75 Sailors and called in to the ceremony via cellular phone.

“When I took command in December 2018, we were a minimally manned squadron with aircraft in PMI. Since that time, we produced 11 fully-mission-capable aircraft and successfully completed a rigorous work-up cycle," said CDR Brown. “I would like to acknowledge each and every member of the Wolfpack. You always execute the mission with the utmost professionalism. I could not be more proud of each and every one of you.”

Onboard Theodore Roosevelt, CAPT Steven Jaureguizar, Commander, Carrier Air Wing (CVW) 11, officiated the socially-distanced ceremony. CDR Owre, who previously served as executive officer of HSM-75, relieved CDR Brown as commanding officer of the Wolf Pack. In his remarks, which were recorded and played for Sailors at a later time,

CDR Owre reads his orders.

Photo by LT Alix Membreno, USN

CDR Owre thanked his family for their support of his career and recognized the hard work of the entire HSM-75 team.

“When we started the work up cycle last April, the Wolf Pack was extremely busy, starting with HARP, Northern Edge and a compressed work up cycle,” said CDR Owre. “The hard work, strengthened team effort, and long days have kept the Wolf Pack flexible to adapt to its mission.”

At the time of the change of command, the Wolf Pack had detachments deployed aboard USS Pinckney (DDG 91) and USS Kidd (DDG 100) in the U.S. 4th Fleet supporting counter narcotics operations and aboard USS Bunker Hill (CG 52) in the U.S. 7th Fleet supporting maritime security operations.

CDR Owre, a 2002 United States Naval Academy graduate, served his previous tour as Special Technical Operations planner on the Joint Chiefs of Staff, J-7 Joint Exercise Division, and has logged approximately 2,400 flight hours.

HSM-75 is based out of Naval Base Coronado, San Diego, California and currently employs the MH-60R Seahawk Helicopter. The command’s primary mission is to conduct all-weather sea control operations in open ocean and littoral environments as an integral part of Carrier Air Wing 11 in support of the Theodore Roosevelt Carrier Strike Group.

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HSM-41 Welcomes CDR Kenneth Colman

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n Thursday, July 30, 2020, HSM-41 conducted a change of command ceremony. Helicopter Maritime Strike Squadron Four One (HSM-41) is the West Coast’s MH60R Fleet Replacement Squadron.

Thursday marked the departure of CAPT Brian L. Holmes from the squadron for his follow on tour as the executive officer onboard the USS Bonhomme Richard (LHD 6). CAPT Holmes is a native of Winchester, Massachusetts, and was raised in San Diego, California. A multiple time Ironman, he holds a Bachelor of Arts from Azusa Pacific University, a Master of Science from the University of San Diego and a Master of Arts from the United States Naval War College.

Previous sea duty assignments include HSL-45 deploying on USS Ingraham (FFG 61), USS Oldendorf (DD 972) and USS Rentz (FFG 46); Expeditionary Strike Group Three/Five/Commander Task Force 51/58/59/151/158, where he served as Aide to the Commander while forward deployed to NAVCENT; HSM-71 where he served as the squadron’s Maintenance Officer deploying on USS John C. Stennis (CVN 74). He returned to HSM-71 in May of 2015 as the Executive Officer and became HSM-71’s eighth Commanding Officer in May of 2016 deploying again on USS John C. Stennis (CVN 74). During this tour HSM-71 was awarded the Commander, Naval Air Forces Battle “E”, Admiral Jimmy Thach Award for excellence in Naval Aviation, HSM Wing Pacific Golden Wrench, and the Retention Excellence award.

Ashore and staff assignments include HSM-41 where he served as the SH-60B NATOPS Evaluator for Commander, Naval Air Forces U.S. Pacific Fleet; HSM Weapons School.

His full biography maybe viewed here.

Images and video of the change of command ceremony by LT Joseph Cusick, USN may be viewed at https://vimeo.com/443380827

CAPT Holmes was succeeded

by CDR Kenneth R. Colman who graduated from Washington State University earning a commission through Officer Candidate School in July 2000 and was designated a Naval Aviator in December 2001. Following initial flight training he reported to HSL-41 for SH-60B Fleet Replacement Training.

CDR Colman’s operational assignments include tours with HSL47, CVW-11 / HS-6 and HSM-75.

He deployed with the SABERHAWKS, Carrier Air Wing TWO (CVW-2) and the USS ABRAHAM LINCOLN (CVN 72) Strike Group during the first-ever Bravo to Sea deployment supporting and Humanitarian Assistance Disaster Relief Operations in Sumatra, Indonesia following the tsunami in 2004. Serving as the Anti-Submarine and Anti-Surface Warfare Officer (ASW / ASUW) for Carrier Air Wing ELEVEN deploying with the USS NIMITZ Carrier Strike Group flying the SH-60F and HH-60H with The Screamin’ Indians of HS-6 and deployed in support of Operation Enduring Freedom. In January 2010 he reported to HSM-75 as the Quality Assurance, Training, and Operations Officer. During his tenure, The Wolf Pack transitioned from the SH-60B to the MH-60R, from an Expeditionary to a CVW squadron and deployed for the first time with Carrier Air Wing 107

11 embarked USS Nimitz (CVN 68).

The Wolf Pack earned the Battle ‘E’, Jay Isabelle Trophy, and the SECDEF Maintenance Award for 2013.

Commander Colman was recognized as the 2013 Officer of the Year. From October 2017 to March 2020 serving as Executive Officer and the ninth Commanding Officer of the Spartans of HSM-70.

CDR Colman earned a Master’s Degree in Business Leadership from the University of San Diego and is a graduate of the USAF Air Command and Staff College for Joint Professional Military Education. He has flown over 4100 flight hours, 3200 in the H-60 accumulating 664 small deck landings.

He holds an Airline Transport Pilot Certificate and Flight and Instrument Instructor Certificates for fixed and rotary-wing aircraft. His full biography may be viewed here: HSM-41 is glad to welcome CDR Colman!

You can watch a video of the ceremony here. https://www.facebook.com/ HSM41/videos/420656398834858

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Engaging Rotors

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Engaging Rotors Congratulations to HSC-3 Fleet Replacement Aircrew Class Graduates May 19, 2020

June 2, 2020

July 25, 2020 Class 351 and 401

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Congratulations to HSM-41 Fleet Replacement Aircrew Class 1910 and 1912 Graduates May 15 2020

June 26, 2020

July 14, 2020

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Signal Charlie CAPT Dick Catone, USN (Ret.) following a memorial service for a fellow helicopter pilot, is credited with the following statement: “I guess we are all in starboard delta waiting for Signal Charlie.” Starboard Delta is the holding pattern for the airborne Search and Rescue helicopters on the starboard (right) side of the aircraft carrier. They fly at a low altitude so as not to interfere with the fixed-wing aircraft recovery pattern, and only land when the last fixed-wing aircraft is safe on board. When tower calls the helicopter to pass “Charlie” to a landing spot, the crew knows the fixed-wing recovery is complete, all is well, and it is time to come back. Hence, the statement appears appropriate that someday we will receive our own “Signal Charlie” and will be called home for a final landing.

Signal Charlie has been created to inform our membership and honor the passing of fellow unrestricted aviators. It is only as good as the information we receive. If you have an obituary or other information that you would like to provide concerning the passing of a shipmate, co-worker, or friend of the community please contact the NHA national office at signalcharlie@navalhelicopterassn.org and we will get the word out.

Mr Joseph A. Peluso GS-14 Department of the Navy, Retired

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APT Bill Personius, USN (Ret.), President of NHAHS called and advised with much sadness and regret, Mr. Joe Peluso, NHA 2020 Mark Starr Pioneer Awardee, passed away quietly at home in San Diego with his family at his side on July 20, 2020.

Mr. Joseph A. Peluso enlisted in the U.S. Navy and entered recruit training at NTC Great Lakes in October 1958. He entered Fleet Sonar School, Key West, FL in January 1959.

Completing the courses of instruction for both Surface and Submarine Sonar Systems he graduated Fleet Sonar School in June 1959 and entered Basic Enlisted Submarine School at New London, CT. graduating in August 1959.

His first submarine assignment was the USS Bang (SS 385), a Guppy II Class Diesel Submarine. He earned his Dolphins and was designated “Qualified in Submarines” in March 1960. In May 1962, he returned to Fleet Sonar School in Key West, FL for a 52 week accelerated Electrical Engineering Course graduating in May 1963.

He then reported to Submarine Development Squadron Two at New London, CT for duty aboard the USS Tullibee (SSN 597), the first submarine to have the AN/BQQ-1 Integrated Sonar System installed comprising long range active/ passive sonar systems fully integrated with the ships fire control system. He was assigned to the Fleet Test Team conducting Operational Testing (OT), Fleet Introduction and Initial Operating Capability (IOC) of the new AN/BQQ-1 Sonar System.

He was designated as “Qualified in Nuclear Submarines” in September 1963.

Selected for E-7 in 1967 he chose to leave active duty and joined a Government/Industry Team. He spent the next 4.5 years under contract to Naval Underwater Sound Lab in New London developing improvements to the AN/BQQ-1 and follow-on experimental integrated Submarine Sonar Systems. During this time he also participated as a Government Representative in the majority of Initial Test Depth Sea Trials conducting AN/BQQ-1 Sonar System acceptance testing for new SSNs delivering to the Navy.

In February 1971 he changed communities and accepted a position with Kaman Aerospace of Bloomfield, CT on the new SH-2D LAMPS MK I Program as a System Engineer. He learned to fly the H-2 while working at experimental flight test at Kaman. He worked with VX-1 during the OT Phase and made the initial LAMPS MK I work up cruise on the Guided Missile Cruiser USS Wainwright and then deployed with HC-4 LAMPS Det 1 on USS Belknap CG-26 in December 1971 for the Fleet Introduction and IOC of the LAMPS MK I system in the Mediterranean.

Departing Belknap at the completion of their very successful IOC Cruise in May 1972, he moved to Naples, Italy where he reported to the Staff of Commander Fleet Air Mediterranean (COMFAIRMED) and established the LAMPS MK I “O” and “I” Level Support Site at NAF Naples.

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He departed Naples in July 1975 for San Diego, CA where he provided training and system engineering support to the emerging SH-2F LAMPS MK I Squadrons in the Pacific Fleet.

He left Kaman in August 1976 and joined Naval Aviation Engineering Service Unit (NAESU) Det North Island as a Navy System Engineer. He was selected as the Helicopter Avionics/Electrical Systems Supervisor in Feb 1977 and, as the COMASWWINGPAC Fleet Representative, participated in the Navy selection process for the next generation of Naval Multi Mission Helicopters, the SH-60B. In January 1980, he was competitively selected by Commander Naval Air Forces Pacific Fleet (CNAP) as the System Engineer for establishing the LAMPS MK III Fleet Introduction Team and concurrently established the H60 Class Desk at CNAP. He was the CNAP H-60 Class Desk Officer for all phases of the Fleet Introduction, IOC and Fleet Operations of the SH-60B, SH-60F and HH-60H aircraft.

In June 1998 he was competitively selected for his position as the Deputy Officer in Charge of the MH-60R, MH-60S and MQ-8B Fleet Introduction Team.

His many awards include two Good Conduct medals, a Unit Citation and Letters of Commendation for service on Tullibee, numerous Letters of Commendation from Kaman Aerospace, NAVAIR and Naval Commands he has supported, and is also a recipient of the Navy Meritorious Civilian Service Award presented by the Commander Naval Air Forces and Navy Superior Service Award presented by Commander U.S. Pacific Fleet. The Meritorious Service Award was for initiating a program providing long term Depot Level workload at operational sites which subsequently led to the current PMI Depot Level Program.

CAPT Bill Personius, USN (Ret.), on behalf of the NHA Historical Society, presents Joe with the Mark Starr Award for 2020.

The Superior Service Award was for his work involving the introduction and integration of the MH-60S, MH-60R and MQ-8B into the Fleet. He was the 2009 Naval Helicopter Association (NHA) Life Long Service award recipient.

He is survived by his wife, the former Barbara Kohutka of Bristol, CT. and their two children, Paul and Patty, three granddaughters, one grandson and two step-grandsons.

The Peluso Family has asked that donations in lieu of flowers be made to the NHA Historical Society (NHAHS) to establish a scholarship in Joe’s name. Checks can be mailed to: Naval Helicopter Association Historical Society (NHAHS) PO Box 180578, Coronado, CA 92178-0578.

PayPal donations can be made via a credit card. – Click Here Your donation is tax deductible as NHAHS is a California 501 C 3 nonprofit organization. Please consult your tax advisor for details. You may email the ceo@nhahistoricalsociety.org if you desire a receipt for your donation.

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Signal Charlie LT Thomas McKittrick Jones, USNR

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im "The Beef" Jones passed away suddenly on 9 April 2020 in Palm Beach, FL. "The Beef" was 61 years old. He grew up in the St Louis, MO area and he had a home in Ladue, MO (a St. Louis suburb). He recently spent winters in Palm Beach, FL. Born as Thomas McKittrick Jones, he was known as ‘Tim’ although that changed when he reported to his first sea going squadron, HS-11 Dragonslayers.

Although his call sign became "The Beef", close friends just called him "Beef" as he was larger than life. He entered the Navy as an Aviation Officer Candidate in 1981 after graduation from the University of Richmond, VA (Go "Spiders!") having earned his bachelor’s degree in Speech Communications. His Primary Flight Training took him to VT-27 in Corpus Christi, TX and subsequent helicopter pipeline through HT-8 and HT-18 at Whiting Field in Milton, FL. He earned his wings as a Naval Aviator on 3 December 1982. His rotary wing designation number was #16934. He then reported as a student to the RAG (HS 1) in Jacksonville, FL before assignment to HS 11 Dragonslayers with CV Wing One aboard USS America (CV 66).

Beef held a number of division officer duties including Line Division, Aircrew Division and Schedules Writer while with HS 11. He was a “favorite” in Carrier Strike Ops due to his easy going and magnetic personality. “He was always a ray of sunshine and everyone’s favorite in Strike Ops” said the former CAG-1 ASW Ops Officer, just recently. Besides being every JOs best friend, he was not fazed by the “distance” of more senior officers. In fact, he became pretty “chummy” with America’s Ops Officer to the point of asking the OPS O if he were actually going to use his "VIP parking spot" on the hangar deck for the cruise (note: actual deployment, not a home port change!) “Sure, Beef, you can have my spot in Hangar Bay One. I am not going to take my car on this cruise” replied the OPS O who was in on the “set up." The JOs had to run out to the parking lot at the last minute in Jax to stop him from actually driving from Jax to Naval Station Norfolk to “on load" his new sporty Nissan Z. He did pull out his golf clubs for the cruise, of course, but the car remained in Jax. Anybody who knew Tim, knew he was never far from his clubs.

After HS 11, "Beef" was assigned to the RAG (HS-1) as an instructor pilot in 1987. He loved flying and the Maintenance folks and Enlisted Aircrew loved to go with him on Post Maintenance Check Flights. He was respected as a solid aviator and the Enlisted Maintenance folks and Enlisted Aircrew enjoyed his outgoing and friendly personality. In addition to golfing and fast cars, it should be remembered that Tim was a founding member of the St John’s River (Jacksonville, FL) “Fast Boat Club” adding his ski boat, “$ink Hole," powered with twin Mercury outboards to the fleet.

After the Navy in 1989, Tim settled down in the St Louis area. Happily married to Lynn Hastings Jones for just days short of 32 years and the proud father of two grown sons, Robert Fitz-Gerald (Bobby) Jones and Edward Moffat (Teddy) Jones, "Beef" enjoyed a successful 25 year career as an executive in the financial services industry where he continued his service to his clients. He was active in his community serving not only as a board member with US Vets, an organization providing housing and counseling for homeless veterans and families, but also as a volunteer coach with The First Tee St. Louis Junior Golf Program. He was also on the board for “H.E.L.P.," the Helicopter Emergency Lifeline Project. Golfing and Flying… that was “The Beef ”.

Services: A Memorial Service will be held at a later date. In lieu of flowers, memorials appreciated to Evans Scholars Foundation, 2501 Patriot Blvd., Glenview, IL 60026, Missouri Veterans Endeavor, 8410 Engler Park Court, St. Louis, MO 63114 or to Choate School, 333 Christian Street, Wallingford, CT 06492.

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CAPT Raymond M. Wikstrom, USN (Ret.)

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aptain Raymond M Wikstrom, USN (Ret.) was born on October 23, 1944 to Colonel Floyd and Cecelia Wikstrom, USAF in Reno, Nevada. Ray, and his twin brother Rob, graduated from the University of Nevada (Reno). Ray then pursued his lifelong passion of flying by joining the United States Navy in April 1969. He took tremendous pride, purpose, and dedication in honoring the traditions of the Navy, completing the mission, and bringing the men and women under his command home safely. The friendships and good times made in the Navy, uniquely within the aviation community, were a source of fond memories and great joy until the end. He is survived by Gerry, his wife of 46 years; two children, Meredith of Atlanta, Georgia, and Erik (April) of Cary, North Carolina; and two grandchildren, Connor and Emma. He passed away on May 20, 2020.

Ensign R.M. Wikstrom, USNR became a Naval Aviator on August 21, 1969 at HT8, NAS Ellyson Field, Pensacola, Florida. He was Navy Helicopter Designator Number R-10691.

As a young LTJG, Ray’s first assignment was with the “Seawolves” in the Republic of Vietnam where he flew the UH-1B (HUEY) gunships on over 650 missions and earned the Distinguished Flying Cross and two Single Action and 25 Strike/Flight Air Medals. Upon returning to the United States, Ray (a.k.a. Wik / Wiki) was assigned to the anti-submarine squadron HS-11 “Dragonslayers” where they deployed on the USS Intrepid completing Mediterranean and North Atlantic Cruises. Ray was next assigned to the anti-submarine training squadron HS-1 ”Seahorses” in Jacksonville, FL after which he transitioned to the HSL Community and the HSL-36 “Lamplighters” After an OP-508 tour, Ray proudly served as the Executive and then Commanding Officer of HSL-36 before completing his assignment as the Executive Officer of the Amphibious Assault Ship USS Tripoli (LPH-10). Ray then served as the Commanding Officer of the HSL-40 “Airwolves” before commanding Helicopter Sea Control Wing THREE which was responsible for the readiness and training of all Atlantic Fleet LAMPS MK III squadrons. While commanding HSL-40, Ray was the 1989 Atlantic Fleet winner of the VADM James Bond Stockdale Inspirational Leadership Award and was awarded the Navy Merit Medal First Class by the Spanish Government for assisting the Spanish Navy’s transition to the SH-60B Seahawk Helicopter.

In January 1991, Ray assumed command of the Amphibious Assault Ship Okinawa (LPH-3) on the eve of Desert Storm and led the crew on a historic ten-month deployment. Later, he commanded the Amphibious Assault Ship Tarawa (LHA-1), the “Eagle of the Sea”. During his career, Ray was awarded three Legions of Merit and four Meritorious Services Medals.

Ray retired from the Navy in 1998 from PERS-44 after 30 rewarding years of service. Ray continued to support the military veterans community by serving as Acting Director of the Academic Credit for Military Special Programs at Florida State College at Jacksonville and later as the Director of the Military and Veterans’ Resource Center at the University of North Florida. Both positions gave Ray the opportunity to continue to help the men and women serving our country by providing resources and pathways for veterans to complete academic programs and college degrees upon their discharge from the military.

Funeral services were held on July 1, 2020 at Holy Spirit Catholic Chruch in Jacksonville, Fl 32225. Services honoring Ray were also conducted with military honors at Jacksonville National Cemetery on July 1, 2020 In lieu of flowers, please make a donation to the UNF Military Veterans Resource Center, mvrc@unf.edu, in Ray's name.

We wish you Fair Winds and Following Seas, Skipper.

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Signal Charlie CDR George James Tarrico, USN (Ret.) DR George James Tarrico, USN (Ret.), the former Commanding Officer of HT-8 from June 1972 till June 1973, NAS Ellyson Field, Pensacola, Florida passed away on June 6, 2020. He died peacefully at home of cancer surrounded by family. He is survived by his loving wife Marina, beloved daughters Laura Hansgen and Catherine Datz, and grandchildren Brittany Rowles-Ortiz, Tara Datz, Niky Datz and Jack Hansgen. George was born December 21, 1935 in San Francisco, CA.

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A graduate of Stanford University and Naval ROTC in the late 1950s, he joined the US Navy and began an exciting and proud career as a helicopter pilot. His assignments included two tours of duty in Vietnam performing search and rescue, attending the Spanish Naval War College in Madrid, Spain, detachment with the Inter-American Defense Board and College in Washington, DC, and deployment on two UNITAS Missions that saw him travel throughout Latin America. His final assignment was in foreign military sales back in the Washington, DC area.

After retiring from the Navy in the early 1980s he joined the EDO Corporation continuing with foreign military sales including much travel, especially in the Near and Far East. After EDO he owned a small import/export company in Rockville, MD. He discovered a great avocation when he joined the Montgomery County Road Runners’ Club (MCRRC) in 1991 to train for the Marine Corps Marathon. He enjoyed many years of running, training, volunteering and developing friendships while also writing for the club’s newsletter. His love of running and club experience allowed him to become a race director and a member of many club race committees, as well as the club’s race coordinator for many years. He trained dozens of race directors and volunteers and represented MCRRC on county coordinating boards. His race expertise earned him a leading role on the logistics team of the Cherry Blossom 10 Mile Run, one of the largest running events in the area. George is remembered with great fondness for his dedication to friends, strong sense of values, engaging humor and gentlemanly demeanor. He will be greatly missed. A memorial service will be planned at a future date.

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Captain Dennis Victor Sullivan

aptain Dennis Victor Sullivan, Greenland Air and a former LT (USNR) passed away from cancer at home with his family in Copenhagen, Denmark on June 5, 2020. ENS Dennis Sullivan became a Naval Aviator on September 9, 1972 at HT-18, NAS Ellyson Field, Pensacola, Florida. ENS Sullivan was Navy Helicopter Pilot Designator #R-12260. LT Sullivan was a member of HS-2, NAS Imperial Beach, California deploying with HS-2 as part of CVW-14 on the USS Enterprise, CVAN 65 from September 1974 till May 1975. LT Sullivan flew during Operation Frequent Wind, the evacuation of Saigon in April, 1975 from USS Enterprise (CVAN 65).

LT Sullivan left the U.S. Navy and went to work for Greenland Air in Greenland as a commercial pilot flying in the early years Sikorsky S-61 Helicopters before moving into DHC-6 and eventually DHC-8 aircraft for Greenland Air. Captain Sullivan was the Training Captain and managed Safety and Standardization for Helicopter and DHC-6/8 Aircraft for Greenland Air. When not flying and working in Greenland, he lived in Copenhagen, Denmark with his wife Pernille and their daughters, Cecilie and Megan.

Fair Winds And Following Seas Captain Sullivan!

Rotor Review #149 Summer '20

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