Personal responsibility

"It is the personal responsibility of every Sailor to maintain a high level of physical fitness.  The Navy Operational Fitness and Fueling series can be used to assist Sailors in meeting their physical fitness goals anytime, anywhere.  I encourage all Sailors to consider incorporating the Navy Operational Fitness and Fueling series into their physical fitness routine as we strive to keep our Navy in top physical condition."

 

VICE ADMIRAL J. M. BIRD, DIRECTOR, NAVY STAFF

You can download the application from the Apple Application Store. 

Navy fires 12th Commanding Officer in 2012

Captain Lisa Raimondo, Commanding Officer, Naval Health Clinic Patuxent River, Md., was fired today following an inspector general’s investigation and administrative reviews of her command.

Rear. Admiral Alton Stocks, commander of Walter Reed National Military Medical Center Bethesda, Md., and Navy Medicine National Capital Area on June 29 relieved Capt. Lisa Raimondo of command due to “a loss of confidence in the commander’s ability to command due to a significant lack of leadership and integrity that eroded good order and discipline in the command.”   No other details were provided other than the statement that the high quality of medical care at the clinic was not degraded in any way.

These actions are part of the Navy surgeon general’s continuing a crackdown on poor leadership in the medical community.  The command's Command Master Chief was also fired. 

The Executive Officer

As the next ranking line officer ashore, the Executive Officer (XO) serves as the aide or “executive” to the Commanding Officer (CO). As such, the XO is the direct representative of the CO in maintaining the general efficiency of the command. With the assistance of the heads of departments, the XO arranges and coordinates all command’s work, drills, exercises, personnel organization, and the policing and inspection of the command.

The XO investigates matters affecting the discipline and conduct of the crew and makes recommendations concerning these matters to the CO. The XO usually approves or disapproves liberty lists and leave requests. If the XO is unable to carry out the duties of the office, the next senior line officer assigned to the normally assumes the duties.

Change of command for Navy Information Operations Command Hawaii

Change of command tomorrow, 29 June 2012 at Joint Base Pearl Harbor-Hickam Officers Club.

Captain Justin F. Kershaw will relieve Captain Jeffrey S. Cole as Commanding Officer.

Rank and file

He who joyfully marches in rank and file has already earned my contempt. He has been given a large brain by mistake, since for him the spinal cord would suffice.

Albert Einstein

I have always subscribed to this definition of "taking care of people"

David Marquet

From Captain L. David Marquet's awesome book TURN THE SHIP AROUND - available soon from retailers everywhere.  You can pre-order HERE.

"It's hard to find a leadership book that doesn't encourage us to "take care of our people."  What I learned is this: taking care of your people does not mean protecting them from the consequences of their own behavior.  That's the path to irresponsibility.  What it does mean is giving them every available tool and advantage to achieve their aims in life, beyond the basics of the job.  In some cases it meant further education, in other cases crewmen's goals were incompatible with navy life and they separated on good terms."

You can also read about one of hundreds of ways that we took care of our Sailors at U.S. Naval Security Group Yokosuka, Japan HERE.

Change of Command this week

Commander Julia Slattery relieves Captain Jeff Scheidt as Commanding Officer, Navy Information Operations Command Bahrain.  Commander Slattery's previous assignment was Navy Cyber Warfare Development Group, Suitland, Maryland.

Why I love Letitia "Tish" Long and my wife doesn't mind

I have been fond of Tish Long since the mid 1980s when I first met her at OPNAV while she was working Airborne Special Projects.  Sometimes I'd be fortunate to say a few words when I'd catch her at my friend's home in Alexandria, Virginia when she'd visit for a ladies' wine night.  These women were all fast-rising brilliant professionals in the program and budget world of the various intelligence communities.  She was brilliant then and is even more brilliant now.  She is smarter than most men and certainly much smarter than I am.  She was interviewed recently by Tom Fox of the Washington Post in their NATIONAL section.  You can read the full interview HERE.

But, this first part is what I really enjoyed most because she is all over the DIVERSITY issue and gets it like few professionals do.

Tom Fox asked, "What are the challenges and rewards of being a female leader in a traditionally male-dominated arena like intelligence?"

Tish said, "I tend not to think about being a woman in a man’s world. I really look at it as the challenges and rewards of being a leader in times like today. I cannot deny the fact that I am a woman. Women have made great strides in the intelligence and defense communities, and I think both communities clearly understand the business case for diversity. From an NGA perspective, we really focus on cognitive diversity, not diversity simply based on age, gender or ethnicity. Diversity is about your experience, your background and everything you bring to the table. The challenge is that we are leading during a challenging time, and the reward is being a part of an agency that delivers outstanding geospatial intelligence, analysis and products that make a difference."

Acknowledging Predecessor Successes

I can promise you that former Commanding Officers, Executive Officers and Command Master Chiefs don't get many (if any) letters like the one above.  Thanks Skipper Malloy!  If you've ever received one, I would be grateful if you shared it with me.  This relates back to my post (HERE) about Captain David Marquet's book "Turn This Ship Around".

Going from worst to first is a challenge but there's only one way to go.  Taking over an exceptional command and sustaining that excellence may be more of a challenge.  Getting to the next level may be monumental, while falling back into the old habit of mediocrity may be more likely. 

CWO3 Garofolo earns the Captain Joseph Rochefort Distinguished Leadership Award

Vice Admiral Michael S. Rogers, Commander, US Fleet Cyber Command/TENTH Fleet announced that Chief Warrant Officer (CWO3) Stephen J. Garofolo is this year's winner of the Captain Joseph Rochefort Information Warfare (IW) Officer Distinguished Leadership Award.

Bravo Zulu Warrant and congratulations to you and your wonderful Navy family!!   Your Shipmates are extremely proud of you.

Captain Joseph Rochefort was a major figure in the US Navy's development of cryptologic and intelligence capabilities from 1925 to 1947.  He headed the Navy's fledgling cryptanalytic organization in the 1920s and provided singularly superb cryptologic support to the US fleet during World War II, leading to the victory in the Pacific.  At the end of his career (1942-1946), Rochefort successfully headed the Pacific Strategic Intelligence Group in Washington.  In 1986, he posthumously received the Presidential Medal of Freedom for his contribution during the Battle of Midway.

Last year's winner of this prestigious award was Commander Nicholas Homan, former Commanding Officer, Navy Information Operations Command Colorado.

You don't see this every day...

Squadron Commander Relieved Of Duties After CV-22 Osprey Crash

The Air Force has removed the commander of the 8th Special Operations Squadron, citing a lack of confidence in his leadership following last week's crash of a CV-22 Osprey.

A man of value

“Try to become not a man of success, but try rather to become a man of value.”

—Albert Einstein

Officer Conduct

"Unless and until officers conduct themselves at all times as officers, it is useless to demand and hopeless to expect any improvement in the enlisted ranks. Matters of correct attitude, personal conduct, and awareness of moral obligations do not lend themselves to control by a set of rules or to scientific analysis.

Many methods of instruction and different approaches to teaching them will present themselves. Each naval officer must consider himself an instructor in these matters and the future tone of the naval service will depend on the sincerity which he brings to this task." 

Admiral T. C. Kinkaid
United States Navy
1947

Commanding Officer of USS ESSEX (LHD-2) fired for "loss of confidence"...

Since the collision of USS ESSEX and USNS YUKON on 16 May, Navy watchers have been anticipating the relief of Captain Chuck Litchfield.  That anticipation ended on June 18 when Rear Admiral Gerard Hueber, Commander, Expeditionary Strike Group THREE fired Litchfield for "loss of confidence in his ability to command."

Advice worth listening to from LCDR "BJ" Armstrong

...we all need to learn to listen. This is especially true as we become more senior. Today we may be the junior leaders, but that means tomorrow some of us will be the mid-grade leaders, and in the future some of us will be the senior leaders of the Navy. Sims is proof that when you remember it’s not about you but instead it’s about the idea and about the Service, you can continue to innovate as you are promoted. However, as a senior officer or senior enlisted it takes more listening and more encouraging of your subordinates, because they’re likely to have the next great idea…like convoys or aircraft carriers. Having senior leaders that listen, and who become the champions of the great ideas of their subordinates, is just as vital as having junior personnel with innovative ideas.

From his post on the USNI blog HERE.

High expectation

The high expectation of a Naval Officer is no more apparent than in the standard to which we hold those who occupy our pinnacle positions in the Navy, our Commanding Officers.  The perception of poor judgment, lack of ethical conduct, or disregard for fair and equitable treatment of those in the Commanding Officer’s charge can lead to immediate relief.  A larger consequence of the failure in legal and moral decision making is the erosion in that special trust and confidence in our military officers.  This is possibly the most damaging consequence of immoral or unjust military leadership.  Ultimately, a Naval Officer must make decisions that stand up to both legal and moral scrutiny.

Lieutenant James L. Hammersla III

Legislative Fellow to the 113th Congress

Yes, we have a strategic plan

We call it doing our jobs and fulfilling the command's mission.

Scuttlebutt heard around the scuttlebutt.

Navy Cartonist Jeff Bacon showing the Information Dominance Corps a little love

For more of the ever humorous Jeff Bacon, please go HERE.

Reading Captain L. David Marquet's book "Turn This Ship Around"

I only made it to page 23 and had to capture this for you.  I have been discussing this very topic for about 8 months with a Navy Information Operations Command Commanding Officer.

Paraphrasing here:

In every command and detachment, dozens of commanding officers and officers in charge are making hundreds of decisions to optimize the performance of their commands for their tours alone.  If they are doing anything for the long run, it is because of an enlightened sense of duty, not because there was anything in the system that rewarded them for it.  There is no evaluation of how well those commanding officers interacted with their peers or how well those commands interacted as part of the task force.  Nor do we associate an officer's leadership effectiveness with how well his command performed after he's left.  We don't associate an officer's leadership effectiveness with how often his people got promoted 2, 3, or 4 years hence.  We don't track that information.  All that matters is performance in the moment. 

 We can do better that that as a community.  We must do better.

Do you deliver excellence to your Sailors?

Are you delivering leadership excellence to your Sailors?  If not, you can learn how.  Ask for a free digital copy of Navigating a New Course to Command Excellence.

Other commands' Sailors are getting excellent leadership.  Shouldn't yours?

Sad passing of a Shipmate

LANCASTER, Pa. - David Chaloner Gill, 75, of Lancaster, Pa., died Saturday, June 9, 2012 at Arbor View at Willow Valley.

Born in Concord, he was the son of the late Dr. MacLean John and Marie Florence Chaloner Gill. He was the husband of Judith "Julie" Strong Gill and they celebrated 52 years of marriage on May 28th.

He prepared for college at Proctor Academy in Andover, and received his Bachelor's degree from Bowdoin College in Brunswick, Mass. in 1959. In 1960, he entered the United States Navy and was commissioned an Ensign in the United States Naval Reserve at Newport, R.I.

David retired from the Navy on July 1, 1991 after a career of 31 years as a cryptologic specialist. During his tenure in the Navy, duty stations included Italy, Japan and Hawaii.

He held a Master's degree in computer systems management from United States Naval Post Graduate School in Monterey, Calif.

Captain Gill's personal decorations include the Defense Meritorious Service Medal, the Meritorious Service Medal, the Navy Commendation Medal, the Armed Forces Expeditionary Medal and the Defense Superior Service Medal.

More recently, he worked as a Senior Staff Member for TechSoft, Technical Software Services, Inc. in Pensacola, Fla., retiring in 2005.

In addition to his wife, he is survived by a daughter, Monica Nutting Gill Smith and her husband Greg of Hambrucken, Germany; a son, Benjamin M. Chaloner-Gill and his wife Sandra of Alameda, Calif.; a granddaughter, Melia Kirsten Nutting Smith of Karlsruhe, Germany and a sister, Cynthia Gill Panshin of Corvallis, Ore.

Relatives and friends are respectfully invited to attend a memorial service in the Orr Auditorium of Willow Valley Manor, 211 Willow Valley Square, Lancaster, Pa. on Saturday, June 23, at 11 a.m. with Rev. Glenn Creveling officiating. The family will greet friends at Willow Valley Manor from 10 a.m. until the time of service.

Interment at Indiantown Gap National Cemetery, Annville, Pa. will be private and at the convenience of the family.

If desired, contributions in David's memory may be sent to National Parks Conservation Assoc., 777 Sixth St., N.W., Suite 700, Washington, D.C. 20001

A young man's view on anonymous writing

We always seem to start discussions of professional writing and innovation with a discussion of career risk. As a writer working in both web and print, I want to throw out the disclaimer that the decision to speak, write, or blog publicly or anonymously is deeply personal and depends on circumstance. I don’t begrudge anyone who writes under a pseudonym, which has a venerable lineage extending far before "Publius” and The Federalist Papers. That being said, I think that writing publicly carries some advantages:

• Attaching one’s name and reputation to a piece of writing creates a drive for excellence difficult to replicate when writing anonymously. None of us wants to be criticized, so public writers have more incentive to hone their arguments; ultimately, the better arguments will stand the best chance of adoption and implementation.
• Writing anonymously allows people to speak truth to power, but it also diminishes responsibility. As a result, anonymous writings can often devolve into mere complaint and invective. Public writing, while less able to challenge authority, also produces more measured, balanced prose and often proposes solutions instead of merely lamenting a problem.
• Being creatures of ego, we want credit for a winning concept. Public writing best enables that credit to be given fairly in the marketplace of ideas.

From: "Gladiator vs. Ninja, or, The Innovation Discourse"
Center for International Maritime Security, June 7
LT Kurt Albaugh
Instructor in the Naval Academy’s English Department.

Old Ideas for the IW Community - from 2010

More than 2 years ago, I posted this "empty" gauge for ideas for the IW community. As a result, here are some of the ideas that I received. While all were good ideas, none were fully implemented. For me, this is the difference between thinking and doing. Many strong thinkers, not enough strong doers.

1. IW Commanding Officers (COs) should self organize, set their own agenda and have their own IW Commanding Officer's conference via VTC/teleconference to discuss IW community issues. ((A work in progress))

2. Like-minded IW officers could meet in cyberspace (GOTOMEETING.COM) and chat (brain storm) once a month (on a specific topic) at a designated time with a moderator (IWOCM?).

3. IW COs could set up a best practices blog (similar to the Army's Company Commander's site) to share ideas and practices that have worked for them. ((VADM Rogers has done this with a blog under BETA testing now))

4. Re-evaluate where we are as a community. Can we 'bring back' cryptology? ((Underway)

5. IWOs could become insurgents (ala Seth Godin) and self-market to the warfighter. We used to 'sell' our SIGINT capability to the warfighter and had Flag officers champion our capabilities. How do we regain that?

6. Information Warfare Commanders self-organize and set their own agenda and have their own IW Commander conference via VTC/teleconference to discuss IW Commander issues. Built a story for their reliefs. What are the respective IW Commanders doing? What are they not doing that they should?

7. Build a repository of IW officer and enlisted lessons learned from the IA/GSA experience on SIPRNET. What are we doing right; what have we done wrong?

8. Review our progress on the IW officer survey. Where do we stand on the actions recommended in the survey? Are we done? What did we accomplish with the survey? ((Ideas died on the vine))

9. Get the IW blog back into the open. (Note: I think this is done now with some visibility on FaceBook). If it's good enough for Admiral Chad Allen (USCG) and Admiral Jim Stavridis (SOUTHCOM), then it's good enough for us. Hey, do our Flags tweet? ((VADM Rogers working this personally))

10. Change our detailing process. (Not much help with this one since no other specifics were provided. What do you want to change about it? What paygrades are we talking about? Is it detailing in general or slating/command screening? More specifics, please. Not enough to go on here).

Recent Addition: (6/8/10)

11. Provide more transparency on the command slating process. Republish the O5/O6 slate and distribute widely. ((A work in progress))

Really care about becoming a better leader??

Then, you MUST read this book by Captain L. David Marquet (USN-retired). It will be available soon. You can pre-order it now from a variety of sources. Amazon has it HERE. You can follow the Captain on twitter @totheleadernyou

Captain Marquet is a graduate of U.S. Naval Academy. led a distinguished career in the U.S. submarine force. He commanded USS Santa Fe (SSN 763), stationed in Pearl Harbor, Hawaii. Captain Marquet completely turned around Santa Fe, where the crew went from being “worst to first.” Santa Fe earned numerous awards for being the most improved ship in the Pacific and the most combat-effective ship in the squadron. Santa Fe continued to win awards after his departure and promoted a disproportionate number of officers (including 9 officers commanding or heading to command submarines) and enlisted men to positions of increased responsibility. After riding USS Santa Fe, noted author Stephen R. Covey said it was the most empowering organization he’d ever seen and wrote about Captain Marquet’s leadership practices in his book, The 8th Habit.

His bold and highly effective leadership can be summarized as “give control, create leaders.” He is a life member of the Council on Foreign Relations and lives in Florida with his wife, Jane.

Last surviving member of Admiral Nimitz's intelligence team is awarded his Information Dominance Warfare Officer qualification

CAPT Ashworth presents RADM Showers with his certificate

.

A year ago, Captain Steve Ashworth 'took permission'  and awarded Rear Admiral "Mac" Showers his Information Dominance Warfare insignia and certificate for his many achievements over a long Navy career.

Less than a year prior to the Battle of Midway, retired Rear Admiral Donald "Mac" Showers had been commissioned on Sept. 12, 1941 as an Ensign. Soon after his commissioning, he received orders to join Pearl Harbor's code breakers. One of very few code breakers, "Mac" was assigned to Station Hypo. Commander Joseph John Rochefort was the Station Hypo officer in charge. Rochefort hand-picked many of Hypo's augmentees, and it contained the Navy's best cryptologists, cryptanalysts, traffic analysts, and linguists. By the spring of 1942, Rochefort's staff, which included Showers, was making positive strides toward deciphering the Japanese Navy's crucial next move. 

About that time, Japanese intercepts began to make references to a pending operation in which the objective was designated as "AF", but not everyone was convinced. Showers was a key witness to the history, in fact the conversation regarding the significance of "AF" between Rochefort and Cmdr. Jasper Holmes took place at his desk. Both Rochefort and Holmes knew they needed to convince Admiral Chester Nimitz and Washington that the Japanese may be targeting Midway Island. Both believed that "AF" signified Midway Island based upon his staff's earlier deductions that the "A" designators were assigned to locations in the Hawaiian Islands. 

Rochefort's staff assisted in drafting a naval message, in the clear, indicating that Midway Island's water distillation plant had suffered serious damage and that fresh water was needed. Shortly after the transmission, an intercepted Japanese intelligence report indicated that "AF" was short of water - which satisfactorily alleviated any doubt. 

Due to the cryptologic and intelligence achievements of Rochefort and his staff, including Showers, the team enabled Nimitz to know when the attack on Midway Island would commence. Armed with this crucial information, he was able to get his severely outgunned, but determined force in position in time.

This news thrills me to no end...

NAVY STANDARDIZES COMMAND QUALIFICATIONS

WASHINGTON (NNS) -- Chief of Naval Operations, Adm. Jonathan Greenert, approved an instruction governing the Navy's Command Qualification Program June 4, setting the standards for qualifying and screening Navy commanding officers. OPNAV Instruction 1412.14 guides officer communities on how to formally establish a written command qualification program and how to formally screen prospective officers for command.

Prior to the release of this instruction, command qualifications were left to the individual officer communities. Following an internal review of the different programs, leadership determined common threads needed for effective command which could be highlighted during a standardized screening and qualification process. "This program will strengthen the caliber of our leaders and provide for a more ready, capable fleet by ensuring we select the right people for command by adhering to clear, consistent professional qualification standards. This process recognizes each community's unique professional standards, while reinforcing the necessarily high expectations we hold for those in command Navy-wide," explained Adm. John Harvey, commander, U.S. Fleet Forces.

While the instruction primarily provides guidance to community leaders and mandates standards, it also contains some requirements and expectations for prospective commanders. During Command Leadership School (CLS), which is now mandatory, candidates will complete a written examination that covers specific professional knowledge requirements and participate in a 360° assessment of their strengths and weaknesses with the help of certified counselors. Capt. Michael Slotsky, commanding officer of CLS, explained how the students will be impacted by this training. "Prospective commanding officers will now demonstrate and reflect in writing how they will apply tenets of good leadership, bedrock principles of authority-responsibility-accountability and Navy Regulations as they prepare for command. Individual student's self-awareness and leader development will also be enhanced through the 360 assessment and coaching they will receive," said Slotsky.

The new instruction also tasks affected officer communities to develop and prescribe a set of professional qualification and oral board standards that reflect the needs of their communities. Once an officer from their community has achieved the knowledge standards required, demonstrates mastery of the required skills, and sits an oral board with officers in command, community leaders will ensure their candidates receive a formal review by an administrative board.

The full instruction is HERE.

USS Liberty

On June 8, 1967, USS LIBERTY (AGTR-5) was attacked by Israeli jet fighters and torpedo boats.

The attack killed 34 Sailors, and wounded 174 more on board. Both U.S. and Israeli governments conducted inquiries about the incident, and decided the attack was a result of Israeli confusion about what the USS LIBERTY was.

However, Admiral Kidd believed with certainty that this attack, which killed 34 American Sailors and injured 174 others, was a deliberate effort to sink an American ship and murder its entire crew. Admiral Kidd repeatedly referred to the Israeli forces responsible for the attack as “murderous bastards.” Admiral Kidd believed based on the documentary evidence and testimony received first hand, that the Israeli attack was planned and deliberate, and could not possibly have been an accident.

Not all who are in leadership positions are leaders...

That's the scuttlebutt around the scuttlebutt.

Success formula

“Would you like me to give you a formula for success? It’s quite simple, really. Double your rate of failure. You are thinking of failure as the enemy of success. But it isn’t at all. You can be discouraged by failure or you can learn from it. So go ahead and make mistakes. Make all you can. Because remember that’s where you will find success.”

Thomas J. Watson

Delight your Sailors

Do you delight your Sailors with your leadership?  Shouldn't you?  Let me tell you, some of our Navy leaders ARE delighting their Sailors with their leadership and there is no reason you can't do the same for your Sailors.  They deserve it, don't they?   Hell yes, they do !!

We have some great Navy leaders out there who are doing a phenomenal job of fulfilling their command's mission, having fun doing it, setting new standards of excellence and providing superb leadership for their Sailors.  They are leading the way and their Sailors are anxious to follow them.

If I didn't describe your work as a Navy leader in the preceding paragraph, it's not too late.  You can do it.  Go ahead - delight your Sailors with your leadership.  Give them your best - they deserve it.

Growing our Sailors

Just as we cannot see that a seed has taken root until it breaks through the surface of the soil, we cannot always see our Sailors' growth happening until it does the same.  Give your Sailors a chance to grow.  And never forget that their excellence may be just below the surface, ready to break through and shine at any moment.

iLeader - Navy style

Okay, I am going to take some crap for this and some crap is going to be heaped on Commander Sean Heritage for it also.  It doesn't matter.  Pile on.  As my former boss, Hon. Donald H. Rumsfeld said, "If you aren't being criticized, you may not be doing much."

In my estimation, Sean is the epitome of the "iLeader".  The "i" is small for a couple of reasons.  Number 1, it represents how Sean has minimized himself in his leadership approach.  It really is all about the Sailors, Chiefs, officers and civilians at his command.  If you don't believe me, ask them.  The other aspect of the "i" is INTERNET in the same way "i" is represented in Apple products (iPod, iPad, iPhone, etc).  Sean has made the internet a part of his leadership toolbox. 

His first attempt at iLeading was the IWOCM (Information Warfare Officer Community Manager) blog he started in 2007.  Unfortunately, though it was well received and appreciated by many of us, senior IW leadership asked him to take it off line.  Undeterred, Sean associated himself with me (and all the crap that accompanies the association) and mentored a small team that created the IDC Self-synchronization community on the web and in FaceBook.  He's used the INTERNET to associate himself with some of the leading thinkers and doers in the commercial sector with great success.  He provided some of the impetus for the re-engineered IW Community Forum and Leader Blog.  He continues to grow what he refers to as the "Coalition of the Doing" (a link to post is HERE) by directly engaging peers, seniors, and juniors who care enough to collaborate.  So, that makes him an iLeader in my book.

How about you?  Know any iLeaders?  Admiral Stavridis, Captain Michael Junge, CNO is trying with mixed results, LCDR Armstrong and some others.

A compliment from a friend

Mostly just trying to keep the dialog alive. 

HANG IN THERE CAPTAIN MICHAEL JUNGE !!

More fun stuff from Hugh MacLeod HERE.

Kevin Hillery - Inspirational - USNA 2012

Jim and Shirley Newman Retire

Captain Jim Newman, Shirley and Captain Jim Hagy

Captain Jim Newman and Shirley retired recently after a combined 100 years of service to the Navy and Naval Security Group.  Jim was 12 years old when he started in the Navy in October 1964. ((How did he do that???))  He retired as a Navy Captain in 2005.  Shirley was a very well respected (and some say feared) Budget Analyst/Director on the OPNAV Staff for many years.  Mahalo to both of you youngsters !!  You both served the Navy and NSG so well.  Your many friends and Shipmates wish you Fair Winds and Following Seas.

Significant Duty Stations

• COMPACFLT
• OPNAV
• ROTA, SPAIN
• COMUSNAVCENT
• CNET PENSACOLA, FL

Significant Awards

• LEGION OF MERIT
• MERITORIOUS SERVICE MEDAL

"Discipline begins in a Wardroom. I dread not the seamen. It is the indiscreet conversation of the Officers and their presumptuous discussion of the orders they received that produce all our ills".

Admiral Earl St. Vincent
Royal Navy