Rear Admiral Sean R. Filipowski
Deputy Director of Operations, J3, U.S. Cyber Command
Rear Adm. Filipowski, a native of New Jersey, graduated and was commissioned in 1982 from the University of Nebraska-Lincoln. He subsequently graduated from the Naval War College in 1994.
Originally a Submarine Strategic Weapons System officer, he served his initial assignment in USS Nathanael Greene followed by duty at commander Submarine Squadron 18. In 1987 he was redesignated as a special duty officer (Cryptology), now information warfare officer.
Shore assignments have included U.S. Naval Security Group Activity Misawa, Japan as a division officer, assistant department head, and as the executive officer; the National Security Agency; and the Naval Network Warfare Command.
Operational assignments have included commander in chief, U.S. Pacific Fleet Staff; commander Carrier Group 7 staff, embarked in USS Nimitz, which deployed to the Persian Gulf in support of Operations Southern Watch and Vigilant Sentinel; the Joint Special Operations Command where he deployed to Sarajevo, Bosnia-Herzegovina and Aviano, Italy in support of Operation Joint Guard; and commander 7th Fleet Staff, embarked in USS Blue Ridge, which deployed throughout the Western Pacific.
He commanded both U.S. Naval Security Group Activity Yokosuka, Japan and Navy Information Operations Command Georgia.
In his first assignment as a Flag officer, he served as the Director for Cyber, Sensors, and Electronic Warfare on the OPNAV Information Dominance Staff. The Secretary of the Navy announced his assignment as Deputy Director of Operations, J3, U.S. Cyber Command, Fort Meade, Maryland on 5 July 2011.
He holds various decorations and awards, including the Defense Superior Service Medal, two awards of the Legion of Merit, and the Defense Meritorious Service Medal.
3 comments:
Seems to me that Sean Filipowski was a transient in this job.
His hero Rickover said: "Complex jobs cannot be accomplished effectively with transients. Therefore, a manager must make the work challenging and rewarding so that his people will remain with the organization for many years. This allows it to benefit fully from their knowledge, experience, and corporate memory.
The Defense Department does not recognize the need for continuity in important jobs. It rotates officer every few years both at headquarters and in the field. The same applies to their civilian superiors.
This system virtually ensures inexperience and non-accountability. By the time an officer has begun to learn a job, it is time for him to rotate. Under this system, incumbents can blame their problems on predecessors. They are assigned to another job before the results of their work become evident. Subordinates cannot be expected to remain committed to a job and perform effectively when they are continuously adapting to a new job or to a new boss."
Agree completely -- as with many of the flags in this community, many did not know how to spell IW or define cyber years ago. What almost all of these top officers excel at are making themselves look good in these transient positions, appear knowledgeable, talk the talk, get the FITREP that gets them promoted, and then move on before truly solving deeper issues. Keep them in their jobs, have fewer of them, and make them accountable.
Clearly, you don't know Sean.
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