Paul Cucinotta

Original response posted on X/Twitter: As a carrier guy turned command ship CO, I’ve probably typecast myself as someone who prefers movement over static—both runways and networks. A few thoughts on what our Navy’s LCCs bring to the fight: Movement. We can move 350+ nautical miles in a day and travel more than 13,000 nautical miles before needing fuel. That mobility allows us to be exactly where we need to be—delivering the right communications at the right time and place—while complicating adversary targeting. Planning. A quick JO story from 2011: while serving as an instructor at NSAWC during Operation Odyssey Dawn, I stopped by the TLAM shop in Naples to check on planning progress. The answer was none—they were waiting on a Status of Forces Agreement to plan in-country. The workaround? Get aboard USS Mount Whitney and start planning in international waters. A command ship removes friction and enables operations when and where they’re needed. Staff Flexibility. While USS Blue Ridge supports 7th Fleet, USS Mount Whitney supports multiple staffs, including NATO. We can operate across classification levels simultaneously and provide continuity of operations on short notice. Add in over 900 racks and full messing capability, and you significantly reduce the planning burden for embarked staffs. Soft Power. Mount Whitney is sometimes called a “party ship.” That’s not entirely wrong—we host well. But it’s also a platform for strategic engagement. Pulling into a foreign port with professional, welcoming Sailors and facilitating face-to-face conversations between Fleet leadership and international partners is a powerful demonstration of U.S. commitment. Hard power matters—but so does the other side of the coin. The Way Ahead. Both Blue Ridge and Mount Whitney have service life remaining with the right investments, but I’m a strong proponent for replacements. Modified San Antonio-class LPDs seem like a logical option, though that competes with Marine Corps amphibious requirements. ESBs are another contender, and I’m intrigued by concepts like the Portuguese multi-purpose ship. Build three—for 5th, 6th, and 7th Fleet. (Or a fourth… for a fleet to be named later.) Command and control at sea isn’t optional—it’s decisive.

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Veterans possess mission-critical skills that can address today's talent shortages, as highlighted by Ross Dickman, CEO of Hire Heroes USA, in an insightful discussion with Fox Business. Hire Heroes USA advocates for skills-based hiring, emphasizing the importance of tapping into the unique talents of veterans to fill crucial roles in various industries. Partnering with 700 companies, Hire Heroes USA is dedicated to connecting veterans with suitable positions, aiming to combat the 3.7% veteran unemployment rate and the significantly higher 21% unemployment rate among military spouses. This initiative not only benefits the veterans by leveraging their skills and experience but also addresses the pressing issue of labor shortages in the workforce. To learn more about this impactful conversation and the valuable insights shared by Ross Dickman, CEO of Hire Heroes USA, watch the interview on Fox Business: [Link to Interview](https://lnkd.in/gn-PyQCh). #Veterans #SkillsBasedHiring #TalentShortages #EmploymentOpportunities

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🍿 Here’s the scoop! Episode 2 of Snacks with Saacks has dropped! 🎬 Nicholaus Saacks, Deputy to the Commanding General, sits down with Danielle Moyer, Executive Director of U.S. Army Contracting Command - Aberdeen Proving Ground (ACC-APG), to discuss how contracting powers the Army mission, the importance of understanding your customer's needs, and why gummy bears may not be the ultimate road trip snack.🧸 #SnacksWithSaacks #CECOM #ACCAPG #ArmyTransformation #ContinuousTransformation U.S. Army Materiel Command | U.S. Army Contracting Command | US Army -- Snacks with Saacks is a LinkedIn series where Mr. Nicholaus Saacks, Deputy to the Commanding General, hosts lighthearted conversations with teammates to highlight the people driving Army readiness.

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Professional Career Transition Courses for Retired Armed Forces, CAPFs & Central Agency Personnel Retired personnel from the Armed Forces including the Army, Navy, and Air Force, as well as veterans from Central Agencies and CAPFs such as the CBI, ED, NIA, ITBP, CRPF, and BSF, possess exceptional leadership, discipline, operational expertise, and strategic capabilities. To support their successful transition into civilian professions, several specialized professional and vocational programs are available across India. https://lnkd.in/gmCAftNV

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Fantastic win for the Marine Corps. Strengthening the Organic Industrial Base AND Commercial Industrial Base at the same time. This is LOE 4 of our National Defense Strategy…courtesy of Marine Depot Maintenance Command Vincent Hutcherson, PMP David Anderson AM General LLC GE Additive Stratasys Charles Chiarotti, LtGen USMC (Ret) Marta Sullivan Nathan Peppler Scott Beatty Stephen “Steve” Sklenka, LtGen, USMC LtGen Mike Dana, USMC (Ret) David Reist

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Most people misunderstand the role of a field-grade officer. At the tactical level, leaders focus on execution. At the strategic level, leaders focus on vision. But field-grade officers live in the uncomfortable space between the two. We are expected to move fast. But also think deeply. Translate broad guidance into concrete action. While managing the friction that naturally exists inside large institutions. Done poorly, two things happen: Velocity without vision creates chaos. Vision without velocity creates irrelevance. The job of a field-grade officer is to ensure neither happens. It means absorbing uncertainty so junior leaders can focus on execution. It means translating intent into plans that units can actually execute. And it means protecting momentum while still asking the hard questions that prevent organizations from drifting. Over time, I’ve come to believe that this space, where vision meets velocity, is where field-grade officers provide the most value to the profession of arms. Grateful to have these thoughts published in the Field Artillery Professional Bulletin. “Where Vision Meets Velocity: Rules for Field-Grade Officers.” 🔗 Article: https://lnkd.in/ec7cwST2 For those currently serving as field-grade officers What lessons have shaped how you operate in this space between vision and execution? #Leadership #MissionCommand #FieldArtillery #USArmy #ProfessionOfArms

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Leadership isn’t a title - it’s a decisive advantage. A recent Military Review article makes a point that applies far beyond the military: in complex, fast-changing environments, leaders turn potential into performance. In the Army, leadership builds cohesive, disciplined teams that can operate under pressure. In business, the challenges look different, but the requirement is the same: Strong leadership creates clarity, trust, and adaptability. Key cross-domain takeaways: - Cohesion beats capability. Aligned teams outperform well-resourced but fractured ones. - Culture drives execution. Values, accountability, and trust are force multipliers. - Adaptability wins. Decentralized decision-making and rapid learning matter more than rigid efficiency. Whether on the battlefield or in the boardroom, leaders shape the environment and outcomes. Curious how others see these principles showing up in their organizations. Article here - https://lnkd.in/e76TPVgG #Leadership #OrganizationalCulture #TeamCohesion #AdaptiveLeadership

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A great read for field grade leaders and others framing the shift from individual to organizational leadership - from Kevin Brensinger

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​Radical Candor ror Developing Warrant Officers ​Developing mature and professional leaders is a core responsibility in the U.S. Army, and the Radical Candor framework provides a powerful lens for counseling and mentorship. As Warrant Officers, we are technical experts and trusted advisors, and our ability to lead and develop others is paramount. ​The Radical Candor Quadrant, created by Kim Scott, breaks down feedback into four categories based on two axes: Caring Personally and Challenging Directly. ❔️ Ruinous Empathy: This is where we want to "be nice" and avoid discomfort, so we provide unclear or unhelpful feedback. While well-intentioned, this can harm a Warrant Officer's growth by not addressing areas needing improvement. It's the "I don't want to hurt their feelings" trap. ♻️​ Manipulative Sincerity: Here, we're not caring personally or challenging directly. This is often driven by self-interest or a desire to avoid confrontation, leading to backhanded compliments or passive-aggressive behavior. It's the most damaging quadrant and can erode trust. ⚠️​ Obnoxious Aggression: This is direct challenge without personal care. While it can get a point across, it often feels like bullying and can shut down a Warrant Officer's willingness to listen and learn. It's the classic "my way or the highway" approach, which stifles innovative thinking. ✅️​ Radical Candor: This is the gold standard for leadership. You care personally about the individual's success and well-being, but you also challenge them directly on their performance. This approach fosters trust, encourages growth, and builds a culture where Warrant Officers are confident in their abilities and receptive to honest feedback. ​For those of us counseling and mentoring junior Warrant Officers, our goal is to consistently operate in the Radical Candor quadrant. By doing so, we not only improve performance but also develop the next generation of professional, mature, and self-aware technical experts who are ready to lead the Army into the future.

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https://lnkd.in/esi-rWhu With a focus on US Army and United States Department of War #acquisitionreform priorities, the U.S. Army Contracting Command-Rock Island Arsenal is continuously working on initiatives that meet that need. Recently, the center’s EAGLE contracting team began training personnel at affected EAGLE locations on building foundational skills, strengthening coordination practices, and equipping personnel with the tools needed to successfully align contract administration functions with regional contracting support brigades, thus enhancing the Army’s ability to respond to mission requirements quickly and efficiently, while maintaining the rigorous oversight necessary to safeguard taxpayer dollars. #WinEveryDay

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Generational Differences in the Military and Best Practices to Enhance Team Cohesion Author: Command Sergeant Major Adam C. Law Unit: 299th Brigade Engineer Battalion, 1st Stryker Brigade Combat Team, 4th Infantry Division Date: 10 November 2025 Abstract Generational diversity within the Armed Forces presents both challenges and opportunities for effective leadership. Soldiers from Generation X, Millennials, Generation Z, and the emerging Generation Alpha bring distinct strengths, perspectives, and expectations shaped by their formative environments. These differences influence how they respond to authority, technology, collaboration, and resilience in military contexts. This paper examines the unique characteristics and challenges of each generation and identifies best practices to enhance team cohesion. Strategies such as purpose-driven leadership, continuous feedback, structured autonomy, inclusive environments, and mentorship are emphasized as critical tools for bridging generational gaps. A summary table highlights strengths, challenges, and cohesion practices for quick reference. By integrating doctrinal principles from Army Doctrine Publication (ADP) 6-22 with practical recommendations, leaders can foster respect, trust, and unity across diverse age groups. Ultimately, generational awareness and adaptive leadership are essential to cultivating resilient, mission-ready teams in today’s multigenerational force. https://lnkd.in/eeFAf4Wb

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As SGM/CSMs, we must champion the integration of funding stream education into Professional Military Education (PME) for all NCOs to ensure our formations are fully trained and mission-ready. Knowledge of resources like I-TTDY, WHST, and DAWDA is critical for securing the tools and opportunities needed for operational success. The Army Contracting Command (ACC) is in its infancy in educating NCOs on these funding streams, but it’s a work in progress. We are steadily building an organization of continuous learning, equipping NCOs to leverage these resources effectively to achieve full operational contracting capabilities. By embedding this training in PME, we empower NCOs to optimize budgets, prioritize mission-critical training, and enhance readiness. Let’s commit to making funding education a PME requirement, fostering a culture of financial acumen and continuous learning to strengthen our force. What are some funding streams you have leveraged? #ArmyReadiness #NCOEducation #PME #ContinuousLearning #PPBE

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CALIBRE, with our partner Lexicon Consulting, Inc., has secured the Fort Irwin National Training Center Role Players task order, reinforcing our commitment to the Army’s training enterprise and nearly two decades of support. Read more https://lnkd.in/eDxAcCvC Richard Pineda Cassie Baxter #Army #ArmyReadiness #Govcon The National Training Center and Fort Irwin

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“With this new knowledge and understanding, it gives me the ability to go forward fully informed and be able to conduct my job,” said U.S. Marine Corps Master Sgt. Steven Bush, a 2025 Fall Quarter graduate from NPS’ Department of Defense Analysis and the latest winner of the Marine Corps Association’s Superior Service Award for Outstanding U.S. Marine Student.   For his capstone project in NPS’ master’s in applied design for innovation, Bush explored the utilization of powered and unpowered paragliding systems by U.S. Special Operations Forces (SOF) in partnership with his fellow graduate, U.S. Army Maj. Brian Wade, Jr.    “Across the globe, we have seen that there are multiple forces that have started to adopt and experiment with paragliding and powered paragliding systems,” Bush said. “Through this exploratory process, we gained the ability to fully understand the systems, both incorporating our previous experiences in special operations forces.”   Through case studies and historical analyses of comparable niche modalities, Bush and Wade developed an optimal adoption methodology, capitalizing on the systems' advantages in affordability, low visibility potential, and adaptability, providing SOF units with expanded mobility options and an organic airlift capability.   “Utilizing our knowledge of military freefall, utilizing our knowledge of military mountaineering, together, that formulated an opportunity where we could fully inform our project and the pathway forward to adoption and training,” Bush added.    • Learn more about the latest graduating class: https://lnkd.in/geswvUp9  • More about NPS’ applied design for innovation degree program: https://lnkd.in/gtvj4eeq US Navy | United States Marine Corps | US Army | USSOCOM | Marine Corps Systems Command | Marine Forces Special Operations Command (MARSOC) | Marine Corps Association #usnavy #USMC #marines #NPS #graduation #specialoperations #SOF #innovation

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Amos Fox, Ph.D. wrote a great critique of the Army’s transition to Mobile Brigade Combat Teams (MBCT). I enjoy how he identifies how “FOMO” (Fear of Missing Out) propelling transformation rather than a clear operating concept or vision how we will fight. The Army seems to feeling FOMO in jealousy of the Marines’ littoral combat regiments. My best understanding is that the Army wants to mimic the Marines by pursuing light forces to conduct some sort of island-hopping campaign in the Pacific. Let the Marines worry about that unlikely scenario. The Army should focus on contributing to deterrence by denial (in accordance with the NSS and NDS) by demonstrating that it can fight and win the decisive battle in Taiwan. The MBCT does not do that. Worryingly, while the Army has stripped recon, security, fires, and engineering assets from brigades, the People’s Liberation Army has expanded those capabilities in their brigades. We risk a “missing middle” in our Army, in which divisions hoard assets and companies receive new capabilities, but brigades and battalions are unable to shape the fight for those companies or develop the situation for them. I am unclear of the operational framework how how we would employ these units in a future fight.

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AODS7-1: The Army Operations & Doctrine SMARTbook, 7th Ed. (w/SMARTupdate 1*) is completely updated with the 2025 edition of FM 3-0. AODS7 focuses on Multidomain Operations and features rescoped chapters on generating and applying combat power: command & control (ADP 6-0), movement and maneuver (ADPs 3-90, 3-07, 3-28, 3-05), intelligence (ADP 2-0), fires (ADP 3-19), sustainment (ADP 4-0), & protection (ADP 3-37). * SMARTupdate 1 (FM 3-0/2025) to AODS7 updates the first printing of the AODS7 SMARTbook by incorporating doctrinal and terminology changes from FM 3-0, Operations (Mar ‘25); ADP 3-37, Protection (Jan ‘24); ADP 3-13, Information (Nov ‘23); ATP 2-01.3 (C2), Intelligence Preparation of the Operational Environment (Jan ‘24); FM 4-0, Sustainment (Aug ‘24); and FM 3-90, Tactics (May ‘23); along with minor pen-and-ink changes. An asterisk marks changed pages. Read more at: https://lnkd.in/eruwWSEk

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