July 24, 2005

Interview with General Bryan D. Brown : ISOF Warrior

Interview with General Bryan D. Brown
Commander U.S. Special Operations Command

General Bryan “Doug” Brown is the commander, United States Special Operations Command, MacDill Air Force Base, FL. As commander, he is responsible for all special operations forces of the Army, Navy, Air Force and Marine Corps; active duty and reserve.

He entered the Army in 1967 as a private in the Infantry and later served on a Special Forces “A Team” at Fort Bragg, NC; earning the rank of Sergeant. Other assignments include: 129th Aviation Company, Republic of Vietnam; commander, headquarters and headquarters battery, 2/17th Field Artillery, Camp Pelham, Republic of Korea; commander, C Company, 158th Aviation Battalion, Fort Campbell, KY; and Joint Special Operations Command, Fort Bragg. At Fort Campbell, he served as commander, C Company and deputy commander for operations, 160th Special Operations Aviation Group (Airborne); commander, 5/101st Aviation Battalion, 101st Airborne Division (Air Assault); commander, 1st Battalion, 160th Special Operations Aviation Regiment (Airborne); commander, 160th Special Operations Aviation Regiment (Airborne).

As a general officer, he served as assistant division commander (Maneuver), 1st Infantry Division (Mechanized), Fort Riley, KS. He also served as director of plans, policy and strategic assessments (J5/J7) at U.S. Special Operations Command, MacDill AFB, commanding general, Joint Special Operations Command, U.S. Army Special Operations Command, Fort Bragg, and most recently, deputy commander, U.S. Special Operations Command, MacDill AFB. His combat tours include Vietnam as well as Operations Urgent Fury (Grenada), Desert Shield/Storm, and others.

His military schools include: Airborne School, Special Forces Qualifications Course, Field Artillery Officer Advance Course, U.S. Army Command and General Staff College, the Army War College. Brown is a graduate of the Harvard Executive Education Program’s National and International Security Managers Course. General Brown has a bachelor’s degree in history from Cameron University and a master’s degree in business from Webster University.

His awards and decorations include the Distinguished Service Medal, Legion of Merit, Distinguished Flying Cross, Bronze Star Medal, Air Medal with “V” Device, Joint Service Commendation Medal, and the Armed Forces Expeditionary Medal. He also wears the Special Forces Tab, Master Army Aviator Badge, Military Free Fall Parachutist Badge, and the Air Assault Badge.

Interviewed By SOTECH Editor Jeff McKaughan

Q: Can you tell us a little about International SOF Week, about its importance and why USSOCOM is hosting it?

A: United States Special Operations Command is proud to co-host, along with our partners in industry, our inaugural International SOF Week. The theme for this event is “Partners in International Security.” We think this is more than a slogan or catchphrase and applies equally to international SOF as well as international industry. “Partners in International Security” is an affirmation of the current trans-regional strategic reality.

Security impacts in one country today can and will impact a second country tomorrow and a third country the day after. It’s synergistic, evolutionary and interwoven. Partner nations can no longer be content to react to a security concern only after a situation has occurred. We must work collaboratively and proactively to identify real solutions to these growing security threats.

Unfortunately, we live in a time when security threats such as narco-traffickers, high-seas pirates, terrorists and common criminals desperately seek to exploit the operational, legal and cultural seams that may exist between governments. Many of these criminals watch and learn from one another. As soon as a new seam or technique is identified, they will all attempt to exploit it. We cannot allow this to continue.

Security now requires global cooperation and global solutions. That’s why USSOCOM feels it is vitally important to bring together a coalition of international special operational forces. In times of crisis, many governments turn first to their special operations units. Superb training, physical conditioning, specialized skills and equipment put these forces on the leading edge of the security battle. USSOCOM wants to hear what our partners have to say and we will find ways to help each other win this battle.

ISOF Week represents USSOCOM’s effort to identify common security concerns and to search for common security solutions. Sixty-four nations have sent a SOF delegation to Tampa and all have an equal opportunity to share their lessons and to learn from one another. This conference will be an ideal venue for building and reinforcing lasting relationships of professional respect and trust. From these lasting relationships will come understanding and friendship and a recognition that we must work together to solve these international, regional and local security issues.

Q: Could you give SOTECH updates on some key technology programs?

A: As I’ve said in the past, one of the real strengths of USSOCOM is the command’s acquisition authority, which is similar to that of the military departments [MILDEPs]. It is one of the things that enables USSOCOM to make our operators more capable, more quickly. With exceptional support from Congress, the secretary of defense, the MILDEPS and services, and our industry partners, this authority has been instrumental in equipping today’s world-class SOF team to perform a broad range of missions.

Our flagship programs, the CV-22 Osprey and the Advanced Seal Delivery System [ASDS], continue to be a very important part of SOF’s future. Moreover, we have recently added two new flagship programs, our SOF Warrior Systems and Joint SOF Training.

Having the combination of vertical lift capability and the speed and range of a turbo-prop aircraft, the CV-22 will provide the SOF warfighter with tools to complete long range missions in a single period of darkness.

The CV-22 developmental testing is progressing well with SOF-unique systems performing as expected. CV-22 flight testing has been restructured to accommodate aircraft availability issues. A CV-22 has been delivered to Edwards Air Force Base, and will soon begin flight test operations. Fabrication of the first two CV-22 production representative test vehicles [PRTV] is progressing. The first PRTV arrives in June to support developmental testing and the second PRTV arrives in December to support pilot training for CV-22 initial operational test and evaluation [IOT&E]. IOT&E starts in October 2007. Initial operational capability [IOC] for the CV-22 remains February 2009.

Planning is underway for evolving the CV-22 design through a Block 20 upgrade that will begin development in 2006 with this upgrade being delivered to the SOF operator in the 2011-2012 timeframe. Block 20 will expand the special mission capability of the CV-22 and provide reliability and maintainability improvements.

ASDS is a flagship program for USSOCOM because it provides a significant enhancement to SOF undersea mobility and multi-mission capabilities. ASDS number 1 is currently an operational asset. However, there are some key items that we need to accomplish before the Milestone C decision scheduled for the first quarter of FY06.

In June, we will begin installation of the new lithium ion battery and the titanium tail. The lithium ion battery will replace the current silver zinc battery because the silver zinc battery never achieved the required battery life, recharging time and reliability. Lithium ion developmental testing has been positive and is projected to meet or exceed all battery requirements. A new titanium tail was developed to address unsteady loads from water turbulence discovered when the ASDS was mated to a host submarine. The unsteady loads caused high fatigue stress in the original aluminum tail and reduced the tail life. This titanium tail can now withstand these loads and will last the life of the vehicle. We are also pursuing options to modify the host submarine mating equipment to reduce the effects of the unsteady loads.

Following the installation of the lithium ion battery and the titanium tail, we will conduct follow-on test and evaluation in September focusing primarily on the improvements in the battery and tail section. Concurrently, the Cost Analysis Improvement Group in the Office of the Secretary of Defense is conducting an independent cost estimate.

Another key technology being worked is the unmanned aerial vehicle concept. USSOCOM has valid mission requirements for a family of UAVs that range from the very small or micro UAV, up to and including the Predator class of UAVs. In 2002 USSOCOM began fielding several types of small, man-portable UAVs in response to combat mission need statements from Operations Enduring Freedom and Iraqi Freedom. For example, we have procured both the Pointer and Raven UAVs as interim solutions to our man-portable UAV requirement.

During my overseas visits, SOF warriors have consistently emphasized the value of these assets and made a strong case for expanding this capability. The surveillance and reconnaissance information obtained by using these systems has directly benefited the small unit commander’s capability to fight the global war on terror.

We are currently working closely with the Army to field the small UAV, a service-common solution to what is in effect a Joint requirement. The SUAV program received a much needed jump start by adopting the USSOCOM operational requirements document for a rucksack-portable UAV. Together, the Army and USSOCOM will procure the next generation of man-portable UAV technology, and use it to begin replacing our Pointer and Raven UAV systems in FY06.

On the opposite end of the capability scale is the medium altitude long endurance tactical UAV. USSOCOM recently recognized the need for employing dedicated assets that operate at higher altitudes for extended periods, effectively providing an unblinking eye in the sky. The persistent nature of this asset, coupled with sophisticated, mission-tailored sensors, represents a host of capabilities that will significantly enhance the success of the USSOCOM global mission.

As far as air assets, USSOCOM is converting its MH-47E and older MH-47D fleet into a fleet-common MH-47G Chinook. We are growing our MH-47 fleet from 37 to 61 aircraft in the process. Boeing Helicopter Corporation is currently delivering two remanufactured aircraft to USSOCOM per month, and we are on track to complete fielding in 2010. The aircraft are flown to the Special Operations Support Facility for postproduction modifications prior to fielding to the 160th Special Operations Aviation Regiment. The remanufactured MH-47G aircraft come equipped with the Common Avionics Architecture System [CAAS], 2,000 gallon fuel tanks, aerial refueling probe, multi-mode radar, forward looking infrared radar, and several other improvements to ensure this aircraft will continue to be the primary heavy assault aircraft for SOF well into the 21st century.

USSOCOM relies heavily on the MH-60 Black Hawk fleet in both the assault and direct action/close air support roles. Our current fleet of MH-60L/K aircraft is rapidly approaching the end of their useful life. As such, USSOCOM has begun transforming to a fleet-common MH-60M. The MH-60M aircraft will standardize our medium lift rotary wing fleet while providing our SOF commanders with maximum flexibility since the aircraft will be configurable into either the assault or direct action role.

The Army will transfer new-build UH-60M aircraft to USSOCOM for modification into an MH-60M at the Special Operations Support Facility. The UH-60M aircraft will be provisioned with fly-by-wire flight controls, a composite tail cone, and the CAAS cockpit. We will incorporate our special mission equipment into this aircraft and begin testing in FY06. We will receive our first two production aircraft from the Army in 2008 and continue inducting the Army UH-60M into our SOFSA production line until program completion in 2014.

SOF C-130 technology programs include upgrading the Infrared countermeasures to the next generation laser turret on both the gunships and Talons as well as integrating a common electro-optical infrared sensor package into the gunships. The sensor package design will permit future integration into the Talons, Shadows, and CV-22 for enhanced performance and a common sustainment strategy. USSOCOM continues to replace obsolete technology including transition to a 30 mm gun suite on the AC-130U gunships.

We are continuing with the acquisition of four additional gunships and ten additional Talon IIs, while modernizing the SOF C-130 fleet with our Common Avionics Architecture for Penetration Program in conjunction with the Air Force managed C-130 Avionics Modernization Program. This will bring the fleet up-to-date avionics with flexibility for mission management using multifunctional and heads-up displays, navigation and traffic management safety mandated improvements, and enhanced survivability.

Q: The POM06 cycle took a long hard look at various programs, including those that were in the later stages of their developmental cycle. Can you shed some light on the process?

A: The Future Years Defense Program [DP] in which we are now operating, covering fiscal years 04-09, was largely developed pre-9/11. Accordingly, it remained generally platform-centric and reflected the existing DoD guidance with respect to anticipated threats and the major combat operations that revolved around those threats. Fortunately, DoD gave us an opportunity late in the process to make some short-notice changes that were necessary to combat the post-9/11 terrorist threat.

The resulting program decision memorandum [PDM] enabled us to address some critical GWOT readiness issues by providing resources for some of the most apparent capability gaps. Still, Program Objective Memorandum 04-09 and the PDM did not fully anticipate the types and extent of operations that would be needed to conduct a synchronized, global campaign against terrorists, their networks and the infrastructure that supports such networks. This is not to say USSOCOM has been unable to make adjustments to the FYDP in order to focus more on the post-9/11 realities and lessons learned from Operations Enduring Freedom and Iraqi Freedom. Thanks to aggressive efforts by both DoD and Congress to provide supplemental resources, we have made major adjustments within the execution and budget years to reflect a different focus.

Such adjustments in the short-term, however, were not enough. As we progressed through USSOCOM’s strategic planning process [SPP] to build POM 06-11, we recognized up front that we needed to take a thorough look at our capabilities and our materiel programs. We also needed to examine the anticipated environments in which we would have to operate and the resulting priorities we needed to address to ensure our nation’s success in the GWOT. Throughout the SPP, we scrutinized materiel programs that were not focused on the GWOT or were becoming too expensive to operate. We took a tough look at new ideas for redesigns of some of our organizations so they would be more robust, more capable, and more flexible. We looked hard at our mix of active duty and reserve component units to determine where we could make adjustments to improve our responsiveness to the nation’s needs. We looked hard at developmental programs, as you mentioned in your question, to determine if we needed to shift resources to other priorities. We examined in detail the equipment carried by our soldiers, sailors, and airmen to determine where we needed to place more focus in order to ensure we lived up to the SOF Truth, “Humans are more important than hardware.”

As the staff did these and other assessments, in coordination with our subordinate commands, we developed what we saw as vectors necessary to establish a capabilities-based POM. These vectors became guidelines for our SPP effort. Number one was institutional training. We already knew we needed to grow our force to provide the responsiveness necessary for the increasing GWOT challenges. By extension, we also knew we had to improve our ability to recruit, assess, and train the right people for the high demands of SOF missions. Accordingly, we had to place some resourcing focus on an increase in our schoolhouses’ ability to get those SOF warriors trained and out to their units.

Our number two vector was SOF Warrior Systems. We recognized that, as important as it was to ensure our SOF platforms were well-equipped for survival in threatening environments, it was just as important to ensure our SOF warriors had the best possible night vision, weapons, ammunition, body armor, vehicles, etc., in order to ensure their operational success and safety. Consequently, we shifted some resources toward accelerated advances in such equipment.

Other vectors included specialized training, organizational restructure, leap-ahead technology and increased force structure and manpower. Combining my guidance on the vectors with my three vision areas of GWOT, readiness and transformation, the USSOCOM staff did a great job of closely evaluating our relatively limited total obligation authority and recommending reallocation of resources within the POM. I am confident the result will be more capable organizations, better-equipped SOF warriors, more survivable aircraft, better communications capabilities, better intelligence, and ultimately, success in the GWOT.

We’re far from done, though. DoD’s processes for resourcing and the long lead times required to train SOF warriors and manufacture SOF-unique equipment prevent us from meeting every resource challenge in just one or even two POM cycles. USSOCOM is continuing its aggressive assessment of programs, capabilities, lessons learned, and requirements to determine how we can do it even better, for example, make needed course corrections in Program/Budget Review 07 and POM 08-13. We are presently in the midst of the SPP’s capability assessments phase for the next POM and we’re actively involved in DoD’s quadrennial defense review process to articulate potential GWOT capability gaps that the command needs help to resolve. We’re also revising our SPP itself in order to ensure responsiveness to the uncertainty and rapidly changing circumstances of the GWOT. Through that SPP and associated budgeting processes, we will keep pressing to obtain only those resources we truly need to achieve what’s expected of this command as it continues to play a major role in our nation’s success in the GWOT.

Q: Are the SOF National Guard and reserve units getting the equipment and training that they need to work seamlessly with the active units?

A: SOF Guard units like the 19th and 20th Special Forces Groups are, by necessity, getting the equipment and training they need. Operationally speaking, these guard forces are receiving better training and deploying more frequently than ever before. USSOCOM relies heavily on these units to support and sustain SOF’s prosecution of the GWOT. Elements of the 19th and 20th Groups have deployed several times in support of OEF. In fact, these units have accumulated more than 60 months of deployment time in Afghanistan.

Additionally, SOF guard forces have participated in many Joint Combined Exchange Training events. This has been a tremendous help to our active duty SOF who have been pressed into sustained rotational support for OEF and OIF. In effect, our guardsmen have enabled SOF to remain engaged in many Theater Security Cooperation Program events that would have otherwise gone unsourced. Most importantly, they have proven themselves to be a reliable SOF partner in the GWOT.

The type and quantity of equipment being fielded to the Army National Guard Special Forces groups is on par with that going to the active duty component.

The fielding process, however, needs to be seriously reviewed due to the inability of the guard units to properly forecast new equipment in order to program for New Equipment Training [NET] (National Guard Pay and Allowances) funds. The Guard Advisor’s Office at USSOCOM, working in conjunction with National Guard Bureau and U.S. Army Special Forces Command, is in the process of mapping a new way of doing business. We do not want to slow the rate of equipment to the ARNG SF. We are just trying to streamline the funding of the NET piece of the fielding process.

Operationally, most of our reservists serve in our civil affairs and PSYOP units. CENTCOM’s extensive requirements for these unique capabilities during the post combat reconstruction efforts underway in Afghanistan and Iraq have put a dramatic stress on these forces. Mobilizations have severely depleted the availability of CA and PSYOP units and individual augmentees. Sourcing solutions are currently being worked, but the challenge remains.

The vast majority of CA and PSYOP forces have been committed to the CENTCOM theater. They have performed superbly in direct support of other SOF and the many conventional units they assist. As reconstruction continues, their role in bringing about and achieving stability will remain important.

Q: The importance of civil affairs and psychological operations is monumental. In the broad scheme of things, how important is it that these skill sets remain directly under the USSOCOM umbrella within USASOC?

A: USSOCOM would be unable to successfully prosecute the GWOT without civil affairs and psychological operations forces assigned to this command. The skill sets that CA and PSYOP soldiers offer are critical to both near and long-term efforts to defeat terrorism globally. CA and PSYOP skill sets derive from SOF-specific training, competencies and experiences. Working with the geographic combatant commands through their theater special operations commands, USSOCOM will continue to provide force packages, including CA and PSYOP, to support the GCC’s Theater Security Cooperation Plans and current operations in USCENTCOM, USEUCOM, USSOUTHCOM and USPACOM.

PSYOP is historically, organizationally and functionally an integral component of the special operations community. Through its mission, ubiquitous presence, and access to critical regions around the world, PSYOP uniquely supports USSOCOM’s leadership role in the GWOT. PSYOP embodies the SOF characteristics of a mature, highly trained, rapidly deployable, linguistically capable, culturally attuned, regionally oriented, and technologically equipped force. These forces are playing a prominent role in supporting other SOF in the Operations Enduring Freedom, Iraqi Freedom, and the GWOT. As lead for DoD PSYOP, our command is making significant capital investments to accelerate and advance PSYOP’s capacity in the areas of increased force structure, modernized equipment, and creation of the Joint PSYOP Support Element.

In the near term, CA soldiers come to the fight with planning, language, cultural and diplomatic skills that not only enable the rest of SOF, but enhance the broader conventional force and interagency civil-military operations effort. This brings military, economic and diplomatic capabilities into a more coordinated package. Moreover, CA is critical to working with indigenous forces, which allows SOF to better interact with the local leadership and allows this leadership to take ownership of the fight. It is this ownership that will help turn the hearts and minds of the populace away from terrorist rhetoric. This is key to a durable solution.

In the long-term, CA skill sets allow USSOCOM to address the root causes of terrorism. Being able to assist communities to build infrastructure and develop needed skills to overcome debilitating poverty and really goes to the heart of the GWOT. This is a generational effort. Reaching maturing sectors of a populace and giving them hope and constructive options for their future diminishes the hold terrorism can exert on their lives. CA gives SOF this leverage. Special Forces, CA and PSYOP were founded on the principle that on the human battlefield these units must work in concert to achieve the desired effect.

CA and PSYOP require skill sets that cannot be readily taught in traditional Army schools. Moreover, CA and PSYOP skill sets are inherent in most SOF core tasks. Civil affairs and psychological operations are indispensable elements of the USSOCOM team in support of GWOT full-spectrum operations.

Q: How would you characterize USSOCOM doctrine in relation to the tasks and role that it is responsible for?

A: I think USSOCOM’s doctrine has always been pretty much on target with our core tasks and responsibilities. I’ll tell you that our doctrine has been very dynamic since 9-11 with the command being designated as the DoD lead agent for the GWOT. That designation has provided us with additional tasks and responsibilities. Prosecuting the GWOT has produced new areas in our doctrine as well as our tactics, techniques and procedures [TTP]. Not only are we concerned with SOF doctrine and TTPs, now we must more carefully review and provide appropriate input to all Joint doctrine and TTPs. As I said, it’s a very dynamic process for USSOCOM and the entire Joint community and we’re working through all issues as rapidly as possible.

Q: What needs to be done to align doctrine and practice?

A: I firmly believe in order to align doctrine with practice you must practice the application of doctrine. I also believe that Operations Iraqi Freedom and Enduring Freedom have validated both SOF and joint doctrine. They have provided a solid basis for planning and conducting operations, as well as flexibility for commanders who execute those plans and operations.

One of the related success stories is our ability to enhance our TTPs by getting our most time-sensitive lessons learned injected into the training base quickly. We’ve had great success with that. One example is our improvements to convoy procedures in high threat environments. We needed to get the information out to our forces quickly and my staff found the way to do that without short-circuiting the system. We provided the tools our SOF warriors needed, when they needed them, and concurrently ran these lessons learned through the formal process in order to codify the training and TTPs while remaining consistent with our doctrine process.

Q: Mobility played an important role in the success of SOF in both Afghanistan and Iraq. Is SOF as tactically mobile as you would like to be on the ground, in the air and on/under the water?

A: SOF has readily adapted its ground mobility to both the environment and the enemy in Afghanistan and Iraq. One of the obvious effects is a dramatic transformation of mobility platforms and a significant increase in the numbers of vehicle requirements. SOF currently has more than 2,500 vehicles committed to the GWOT. More importantly, we’ve become a more mobile and lethal force than at any time in our history. In Iraq, for example, SOF has performed magnificently in an area support role working for the Multi-National Coalition-Iraq tactical commanders. We’re operating with a broad array of platforms, from tactical Strykers and up-armored HMMWVs to several variants of modified stock vehicles.

There is no doubt that our newly developed mobility is robust and has given us more agility. In Iraq and Afghanistan, SOF is now able to conduct operations across large tracts of varying terrain in several different geographic regions. The tyranny of distance is mitigated and the tactical commander clearly has a more responsive special operations force.

Another important benefit we achieve from our ground mobility is that we ease the burden on SOF air. In other words, we reduce the competition for low density, high demand resources. I talked about adapting to the battlespace. Well, our tactics, techniques and procedures are being adapted accordingly. So, this is truly a good news story. However, there is a cost. With this ramped up mobility also comes the inherent challenge of managing the capability; Modified table of organization and equipment changes, communications, weapons, ammunition, maintenance and infrastructure requirements must all be developed and integrated into ongoing special operations.

Our air mobility is not as robust as we need to be but we are moving in the right direction. Our ground force commanders can select from attack and assault variants of our helicopters in small, medium and heavy platforms providing unparalleled flexibility. Our fixed wing fleet is very capable and about the right mix.

As I stated earlier, USSOCOM is moving forward with the CV-22 and we will benefit from the leap-ahead technology it will bring us. In 30 years of Army aviation, we gained 30 knots of airspeed; the CV-22 will double it and greatly increase the ability to move SOF around the battlespace. The 24 additional MH-47G’s will expand USSOCOM’s high/hot and heavy assault capability. What we have is the best in the world, but there is always the need to be able to move SOF farther and faster to respond to threats.

SOF maritime mobility is composed of a range of surface and subsurface options including combatant craft and submersibles specifically configured to operate in maritime, littoral and riverine environments. Furthermore, the Navy has made a significant investment in present and future SOF support capability.

While we would like a little more depth in maritime air insertion platforms, tactical air mobility is provided by a high/low mix of SOF and conventional air assets that provide a range of options tailored to the threat. Additionally, we have made considerable investment in a range of ground mobility options to support our forces engaged in OEF and OIF. We are preparing to deploy the high speed vessel Joint Venture in a proof of concept demonstration that will enable us to explore future capabilities to further expand our effectiveness in the GWOT.

All of our platforms are being considered for incorporation of SOF common and interoperable C4I architectures with improved mission planning and battlefield deconfliction capabilities. While we are experiencing some quantitative shortfalls, we believe that we, in cooperation with the services, have wisely invested in providing a spectrum of options to meet our requirements in land, sea and air mobility and are committed to recapitalizing legacy assets with enhanced technologies.

Q: Anything else you would like to add?

A: Yes, as I stated in my congressional testimony, the struggle against global terrorism is different from any other war in our history. We will not triumph solely or even primarily through military might. We must fight terrorist networks and their supporters using every instrument of national power of the United States. Progress will come through the persistent accumulation of successes—some seen, some unseen. Our goal will be reached when Americans and other civilized people around the world can lead their lives free of fear from terrorist attacks.

SOF will continue to play a lead role in this war by bringing terrorists, their supporters and their state facilitators to justice, or by bringing justice to them. But winning this war will require new capabilities, sustainable increases in capacity, and significant improvements in the global reach and speed of SOF forces. To meet the demands of the new environment, we must ensure that our capabilities are well-tuned to meet emerging needs. U.S. special operators have been the cornerstone of our military operations since the beginning of the GWOT. From Tampa to Tikrit to Toibalawe, all of USSOCOM is in high gear. We expect to maintain at this tempo for a long time.

Our efforts will remain focused on our mission. Our success will come from the finest trained and prepared warriors in the world who are in the right place at the right time against the right adversary. Special operations forces play a key role in America’s and the world’s defeat of terrorism. In an environment of asymmetric threats, we are this Nation’s asymmetric force. With energy, focus, skill and determination, we will take the fight to the enemy and win. Your continued support of our soldiers, sailors, airmen, Marines, and DoD civilians is the foundation of our success.


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