General Gregory S. Martin is Commander, Air Force Materiel
Command, Wright-Patterson Air Force Base, OH. The command conducts research,
development, test and evaluation, and provides acquisition management services
and logistics support necessary to keep Air Force weapon systems ready for war.
Martin was born in Fort Myer, VA, and graduated from Landon High
School, Bethesda, MD, in 1966. He earned a Bachelor of Science degree from
the U.S. Air Force Academy in 1970 and a master's degree in business management
from Central Michigan University in 1977. He entered the Air Force in June 1970
with a commission from the U.S. Air Force Academy. In addition to flying 161
combat missions in Southeast Asia, he commanded the 67th Tactical Fighter
Squadron, the 479th Tactical Training Wing, and the 33rd and 1st fighter wings.
He also served as the Joint Staff's J-8 vice director and the Air Force's
director of Operational Requirements. Before assuming his current position, he
was Commander, U.S. Air Forces in Europe; Commander, Allied Air Forces Northern
Europe; and Air Force component commander, U.S. European Command, Ramstein Air
Base, Germany. Martin is a command pilot with more than 4,100 flying hours in
various aircraft, including the AT-38, F-4, F-15 and C-20.
Interviewed by Jeffery McKaughan, MAT editor.
Q: Good morning, General Martin. You have logged quite a few
miles visiting various AFMC locations since assuming command. What has struck
you the most during your travels? Do you see your schedule slowing down much in
the coming months?
A: I've visited most AFMC locations, and the one thing
that's struck me most is that we have some of the most talented people in our
Air Force. We have good leaders, good team builders and the most enthusiastic
people with a very positive attitude.
We've got an important mission! I relish the opportunity to
work with some of the world's finest technical and military professionals. We
know what the warfighter needs and we've got the people in AFMC who are going
to meet those needs promptly and accurately.
Q: Through its labs and product centers, AFMC can energize a
tremendous amount of RDT&E resources to support the warfighter. What are
some of the key technology programs that you will target your resources toward?
A: One of our focuses is on lasers and related directed
energy technology. This is an area where more developments are about to burst
onto the scene-everything from laser communications, to advanced lasers for
tactical weapons, to new uses for solid-state lasers and high-power microwaves.
Development of the airborne laser has been one of our biggest laser-based
programs.
Nanotechnology and biotechnology are other areas where we're
concentrating. Both of these fields are looking at designing and manipulating
matter at the molecular level to design novel materials, sensors and systems.
In biotechnology, we are delving into biomimetics-learning more about how
nature has solved a problem and how we can emulate it. For example, pit vipers
possess incredible heat-detecting capabilities without the need for cryogenic
cooling. We're also researching the feasibility of self-healing materials and
self-assembly just as our cells do.
Active denial technology is another area we're working. This
is breakthrough, non-lethal technology that uses millimeter-wave
electromagnetic energy to stop, deter and turn back an advancing adversary from
relatively long range. It is expected to save countless lives by providing a
way to stop individuals without causing injury, before a deadly confrontation
develops.
These non-lethal technologies can be used when lethal force
is undesirable. Protection of defense resources, peacekeeping, humanitarian
missions-these are all areas where we can benefit from this technology. This
technology uses a transmitter to send a beam of energy toward an identified
subject. Traveling at the speed of light, the energy reaches the subject and
penetrates less than 1/64 of an inch into the skin. This heats up the skin's
surface. Within seconds, the person feels an intense heating sensation that
stops when the transmitter is shut off or when the individual moves out of the
beam. Despite the skin's sensation, the technology does not cause injury
because of the low energy levels. The feeling is almost like briefly touching
an ordinary light bulb that has been left on for a while. I know for a fact
that this technology is safe and it works, although I only got to try it on my
hand.
We also have a target identification demonstration system,
developed by the Directed Energy Directorate High Power Microwave Division at
Kirtland Air Force Base, NM, that incorporates different technology. Ping-the
target identification system-provides improved target identification
capabilities over other system designs for use in difficult environments such
as urban warfare and homeland defense. This technology has a capability to
detect and identify specific moving or static targets concealed by clothing,
foliage, other people, buildings or other static targets. This technology is
critical for both military forces fighting in urban and tactical terrain and
for the law enforcement community dealing with domestic and terrorist acts.
Q: How does AFMC coordinate the needs of the warfighter with
the "fruits" of scientific development to make sure that what is being developed
is what the warfighter wants and needs?
A: When I came to AFMC, I made a commitment to continue to
improve the speed in which we deliver the latest science and technology
innovations to our warfighter. But long before we can deliver, we've got to ask
ourselves, "Are we doing everything to ensure the warfighter has the absolute
best information and the best weapon systems to know the battlespace, to
protect themselves and to keep the enemy from accomplishing their objectives?"
We are now focusing our science and technology staff in a
way like never before-on technology activities that provide high leverage and
high payoff. It's an analysis process to give us better insight into the right
paths to breakthrough technology. For example, lasers were very advanced but
not practical until we developed adaptive optics. Now they're becoming
practical for military application.
We need predictive battlespace awareness. We must have the
ability to characterize the battlespace so that we can detect and identify objects
of interest, understand where they came from, and predict their likely courses
of action. In order to do that you must have interconnected sensors that can
cue each other. You have to understand the history of the enemy's performance.
You have to understand the topography of the region. You have to understand the
road network. And you have to understand exactly what that object is doing and
what it's likely to do if you want to bring the force to bear. With that
accomplished you can then get to the most significant transformational
capabilities for our United States military. In my view, these capabilities
include the following:
- One-That you can have battlespace awareness at the touch
of a screen.
- Two-That the information will be presented so that you can
make immediate decisions at the level of your authority.
- Three-That you can execute an action that will achieve
discreet effects in near real-time.
So you know what the battlespace is like, you see it
presented in a way that gives you the right picture and the right options and
the right likely consequences, and that you have the equipment to take action
now, whether it's directed energy, whether it's hypersonics or whether it's
omnipresent force over the top.
Q: As far as funding, do you see AFMC continuing to receive
the same levels of RDT&E funds as in the past?
A: Air Force RDT&E funding is important to our
transformation in the 21st century. The Air Force is committed to
transformation even as we continue to conduct significant operations around the
world. S&T is the earliest part of the RDT&E process, and the Air Force
continues to increase S&T funding as our overall top line increases despite
tough competition for funds. Inside of S&T, we have been increasing the
percentage of our funding that supports space for several years and I plan to
continue this. The Air Force's space systems are increasingly important to our
overall operations around the world and we need to maintain our edge in space.
Q: I would assume that acquisition reform is a never-ending
process, as one always strives for improvement. That being said, where do you
think AFMC is in terms of its acquisition reform efforts?
A: As you know the Air Force acquisition process, like most
processes, is continuously maturing. One of the biggest changes to our
acquisition process is the program executive officer restructuring. Through the
PEO restructuring, we are dual-hatting the PEO and the product center
commander, so the one person who has program management responsibility also
owns the resources. This is a big deal! They will still work for Dr. Sambur,
assistant secretary of the Air Force for Acquisition, with their acquisition
responsibilities, but with this other hat on, they'll know what their resources
are and apply them to the problem as best they can. The acquisition process is
essential for the completion of the AFMC mission of delivering war-winning,
expeditionary capabilities to the warfighter: war-winning technology,
war-winning acquisition support and war-winning sustainment.
This restructure reconnects two great institutions. It's
important to keep in mind that these changes are about reenergizing our culture
and unleashing more potential from our acquisition community. The bottom line
is that our role is to support the execution of programs for the warfighter.
Q: What are some lessons learned from OEF and OIF?
A: It really starts with a better understanding of how we've
accomplished things in the past and an honest assessment of what we could do
better. When we look at lessons learned, we need to look at a 12-year period
involving five conflicts-with each and every one of them different. When I take
all these conflicts into consideration, I think the United States Air Force and
our nation need to pay attention to the following areas:
Number one, I think we all agree that we need to have global
access. Who would have thought that you could have attacked Afghanistan, a
land-locked country, and you were going to have to go over Pakistan to get
there? Remember, we had denied arms to Pakistan for more than 10 years because
of human rights considerations. Or that you would go over Azerbaijan,
Turkmenistan, Kazakhstan, Uzbekistan-that those nations, part of the former
Soviet Union, would not only allow you to over-fly, but many of them would
allow you to have bases there?
Global access would be very important to us, and particularly
when we start to talk about the global war on terrorism.
The Air Force needs to be able to stand up and be able to
sustain operations from many austere bases at once. That's what our entire
network of force protection is-connection, information management, munitions,
fuel, medical, food, you name it-everything in an austere location and the
capacity to sustain the operations as we have done and did during Operation
Enduring Freedom and Iraqi Freedom at 36 different bases.
There's no question about the force multiplier effect of the
Combined Air Operations Center-the hub for controlling all joint and
coalition air operations. The more we grow as a service, the more we realize
that we need visualization of the battlespace so that our senior leadership can
make decisions instantaneously. We need fully integrated planning and
execution. We learned from Anaconda that it can't be parallel. It can't be
sequential. All of our services must be involved in the planning and must be
engaged in the execution simultaneously.
We've learned the value of interoperability. So our systems,
whether we've got multi-level security issues, whether we've got tactics,
techniques and training down right, all of our systems need to be merged and we
have to realize that. We've got to get the rules set straight to begin with
respect and security and releasability issues.
We need persistence. Theater responsive intelligence,
surveillance and reconnaissance, and now strike. Not only is it important to
know what's going on and make a decision on what to do about it, but you also
have to have the forces available to apply it now.
Then last, I think we've all learned the importance of
humanitarian ops. The people that you're liberating are the people that are
going to build the country back up.
Q: Were there any AFMC "developments" that proved to be
particularly important to the warfighter in the past few years?
A: One of our Air Force Research Lab's developments actually
came as a result of lessons learned from Operation Enduring Freedom. The
Battlefield Air Operations Kit provides machine-to-machine digital
communications to help quickly connect the right aircraft, with the right
munitions, guided precisely to the right target, at the right time, to achieve
the desired effect.
Another development important to the warfighter is advanced
laser eye protection. This provides air and ground crews with hazard protection
for day-to-day training in addition to threat protection for combat missions.
This allows day and night operations without visual glare or eye damage from
laser threat. That's a great thing for our warfighters!
Q: Challenges are always opportunities. So, do you see any
significant opportunities for AFMC while on your watch?
A: We as a command are in great demand. Our capabilities are
desirable, and we have good people with vision who see us doing even more. Our
job is to protect American lives across the complete spectrum of conflict. We
can't just focus on cyberwar or nuclear war. We've got to focus on anywhere we
have American lives at risk and where the military may be asked to proceed.
Unfortunately, we can never predict that. AFMC people must focus on developing
integrated capabilities, not on developing stove-piped systems. It's an
evolution and we're on the right track for delivering technology to warfighting
in three major areas. These areas include knowledge, decision and action in
time. Knowledge: The integration of self-queuing machine-to-machine interfaces
across our multitude of sensors exemplifies our better use of data. Decision,
or presentation of information: There is an art to the way we present
information so that people can understand it without being overwhelmed with
digits and data. We need to be able to present it so that a human can look at
it, see the picture immediately and take action. And action in time or
near-instant desired effects: We must be able to achieve desired effects nearly
instantaneously. If we miss the SCUD because it is moved away from where we
last saw it or it is launched, all our effort is for naught.
Above all, we have to look at where we stand now and
determine where we want to be in the future. In order to succeed we have to
envision all the points along the way where potential opportunities may come
up. Putting thought into these plans ahead of time will ensure that our
nation's Air Force reaches its ultimate goal-to win in everything we do.