Task Force 59: An Alchemy of People, Process and Pace in the Nexus of Innovation

In the intricate dance of innovation, especially within the labyrinthine corridors of military bureaucracy and global geopolitics, four fundamental elements must converge: technology, need, risk-tolerance, and human drive. In her recent speech announcing the launch of “The Replicator” initiative, Deputy Secretary of Defense, Hick’s highlights this delicate interplay and the potential game-changing outcomes perfectly, “If you only have some of those elements — if the technology can't get there, if the need isn't clear, if there's no risk-tolerance, if people aren't willing to propel it forward — you get projects that fizzle, solutions that aren't adopted, and ideas that never scale. But at those alchemic moments when all these parts collide, that’s when game-changing innovation really happens” This is the story of Task Force 59, a naval initiative that emerged as an archetype of this elusive alchemy.

Task Force 59 began with a dialogue between Vice Admiral (VADM) Brad Cooper and myself in Spring 2021. VADM Cooper was poised to lead the US Navy's Fifth Fleet, overseeing key choke points like the Suez Canal and Straits of Hormuz. I was soon to become Commodore of Task Force 55, responsible for a squadron of warships in Bahrain.

Six months prior, I had been in Brussels with NATO helping to launch and lead the Maritime Unmanned Systems Initiative (MUSI). This initiative was aimed at leveraging maritime robotics to close key capability gaps in the face of shrinking Allied defense budgets and growing operational commitments. It reflected a recognition of fiscal realities, with the hope that robotics could quickly offset some critical shortfalls.

Vice Admiral (VADM) Cooper soon encountered some operational harsh realities upon assuming command of the Fifth Fleet in May 2021. The waters surrounding the Arabian Peninsula were rife with challenges. On his very first day, he oversaw the interception of a massive shipment of weapons from Iran, destined for Yemen's Houthi rebels. Just days later, a convoy was harassed by over a dozen heavily armed Iranian boats, leading to warning shots from a Coast Guard Captain.

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The difficulties extended beyond these incidents, ranging from illegal fishing to drone attacks on merchant vessels. The task of deterrence was further complicated as America’s Fifth Fleet maritime assets were earmarked either for decommissioning or redeployment to the Pacific, in response to China's provocations in the South China Sea and Taiwan Straits.

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Three things we very clear to both VADM Cooper and I: (1) The problems we faced were not going away, (2) The calvary was not coming, the days of two carrier strike groups in the Arabian Gulf with their bevy of complimentary ships, submarines and aircraft would be a distant memory and (3) it was up to us to invent a solution to our problems.? This indeed was the classic case of necessity being the mother of invention.?

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I discussed with VADM Cooper my NATO experience on the Maritime Unmanned Systems Initiative (MUSI), emphasizing the role that maritime robotics combined with machine learning and artificial intelligence could play in overcoming the Fleet's challenges. By analyzing the extensive data collected by these sensors through AI, we could detect unusual activity, allowing for more precise deployment of our limited crewed assets. This concept, known as the Digital Ocean at NATO, was still untested in real-world conditions.

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VADM Cooper recognized the potential and requested a two-page white paper to begin introducing the idea. I collaborated with Sean Trevethan , the Royal Navy's first Fleet Robotics Officer, and others in the field, including Michael Stewart from the Chief of Naval Operation's Unmanned Task Force (UTF). A 5-day design sprint in Bahrain in July 2021 laid the groundwork for what would become Task Force 59.

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In September 2021, Task Force 59 was launched, positioning me as the first Commodore of the U.S. Navy's forward-deployed unit focusing on the swift integration of robotics and artificial intelligence into Fleet operations.

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By March 2023, after 18 months leading Task Force 59, we had executed 20+ multi-national exercises and logged over 35,000 hours of maritime robotics operations, creating a data lake with over 20 million data points. Becoming Fully Operational Capable a year ahead of schedule, the Task Force emerged as a strategic asset in the region, countering the narrative that the U.S. had lost interest in the Middle East. It not only revitalized our regional partnerships with cutting-edge technology but also caught Iran's attention, causing them concern. For the U.S. Navy, Task Force 59 demonstrated the potential of innovative systems and operations for the future hybrid fleet.

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The remarkable achievements of Task Force 59, including pioneering technologies and robotics, have been the highlight of my professional career. However, beyond these technological advancements, I believe the most significant innovations were in the realms of People, Process, and Pace, which overshadowed those apparent technological feats.

People

As we built Task Force 59 I relied on my experiences from NATO to guide me in assembling a team that would innovate and overcome challenges. During my time with the Maritime Unmanned Systems Initiative (MUSI), I formed the Maritime Unmanned Systems Innovation Advisory Board (IAB). This board included a diverse mix of leaders like futurist Peter W. Singer , AI innovator Amir Husain , Professor Deeph Chana PhD (now the Managing Director of NATO DIANA ) along with unexpected choices such as marketing executive Sarah Traverso and theatre producer Camille Le Provost . This eclectic team's varied perspectives led to creative solutions like the Digital Ocean concept, and I sought to replicate this diversity and creativity in Task Force 59.

Upon arriving in Bahrain, my primary goal was to find a top operator who understood the challenging environment. I discovered this in LCDR Raymond Miller , Commanding Officer of USS Firebolt. With over 150 days sailing around the Arabian Peninsula and 700 days at sea in regions from the South China Sea to the High North, Ray's experience was unparalleled. What set him apart were his creative imagination, akin to an operational artist, combined with an exceptionally high tolerance for risk. These qualities were vital as we planned to push boundaries at Task Force 59, often venturing into the realm of failure to discover new capabilities. Ray became teammate number two and my first Chief Operations Officer (COO).

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Next, I sought someone who could navigate the bureaucracy that often hindered innovation. In the N3 (Operations Shop) of Cooper's staff, I found CDR Tom McAndrew , a Naval Reservist and CEO of a billion-dollar cybersecurity company. Tom's electric personality, persistent attitude, and willingness to seek alternative solutions were precisely what I needed to manage the complex contracting we hoped to execute. Although VADM Cooper had promised a team of 10-15, I knew that with Tom and just five others, we could achieve our vision. Tom joined Task Force 59 as my co-founder and first Deputy Commodore, perfectly equipped to help deliver on our ambitious goals.

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Seeking innovative thinking, I turned to the Naval Reserves, targeting young talent. Recognizing that experience could sometimes hinder creativity, I opted for a youth movement for Task Force 59, recruiting two dynamic leaders, Schuyler Moore and Sofia Rose Haft (Gross) , both Forbes 30 under 30 achievers.

Sky, a Harvard and Georgetown alumnus with experience on the Defense Innovation Board, caught my attention with her deep understanding of emerging technologies and the defense and political ecosystem. Impressed by her insights into institutional blockers to innovation and her big ideas to overcome them, I asked Sky to join Task Force 59 as my first Chief Strategy Officer. She agreed, forgoing a significant Senate opportunity, to contribute to our ambitious project. Her unique perspective promised to enrich our strategy and inspire novel solutions. Sky is now the Chief Technology Officer (CTO) at CENTCOM.

I discovered Sofia through LinkedIn, where her vibrant smile and impressive résumé immediately caught my attention. A University of Chicago graduate, Truman Scholar, and one of the original 300 at SnapChat, Sofia had led an innovative product called "Run For Office," leveraging the app's youthful user community for civic engagement.

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Interviewing her from what would become the Navy's first "Robotics Operations Center," but was then just a bare space with a folding table, hardly resembled a cutting-edge Task Force. Nonetheless, her communication skills were unparalleled, and we needed her to tell our story. I invited her to join us for the International Maritime Exercise (IMX) in 2022, where she crafted an exemplary narrative that set Task Force 59 on a path of success. She would later return as my Chief Strategy Officer (when Sky moved on to CENTCOM as CTO), reflecting the invaluable contributions of young and innovative minds to our ambitious venture.

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Task Force 59 was not simply an assembly of personnel but a coalition of innovators united by a bold vision to fundamentally transform how operational challenges were approached. While I have a highlighted a few above, we had a team of 20 innovative thinkers, creators and doers. Reflecting on the successes, four principal innovations in the organizational strategy stand out:

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1. Problem Holder Inclusion: By integrating those facing the challenges directly into technological development discussions, we fostered a more immediate and applicable understanding of the issues. This connection bridged the gap that can exist when problems are addressed from the sterile environment of a distant laboratory.

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2. Ideas Over Rank: A genuine meritocracy was implemented where the best ideas prevailed, regardless of the rank of those who proposed them. This approach unlocked the diversity of perspectives essential for groundbreaking thought and ensured the most effective solutions were always pursued.

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3. Problem-Centric Organization: Rejecting traditional military hierarchy, we adopted a start-up structure oriented around the problems at hand. This focus created a dynamic environment where solutions were devised with a clear understanding of the actual challenges faced.

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4. Team of Teams Execution: Recognizing the vast scope of our mission, we cultivated a wide network of collaboration with Partners across government(s), academia, and industry. This expansive approach leveraged a rich tapestry of insights and expertise, multiplying the capabilities of our 20-person task force.

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In essence, Task Force 59's innovative approach to its human resources encapsulated its entire ethos: relentless, risk-taking, action-biased, and composed of doers. Its structure was emblematic of a new era of military strategy where traditional lines were blurred to achieve objectives in a complex, fast-changing operational environment. This approach is likely to become a blueprint for future endeavors that require agility, collaboration, and an unerring focus on the problem at hand.

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Prior to Task Force 59, the most recent tech advancement in this area was the 20-year-old REMUS 600 UUV. Post-Task Force 59, we deployed over 20 disruptive technologies in mere weeks. This rapid innovation was driven by two pivotal process changes: capability as a service and the capability sprint model.

Capability to Data as a Service

Navigating funding hurdles, we turned operational challenges into opportunities. Traditional government funding couldn't be used to buy "things" like robotics. Enter Tom and his business acumen. Borrowing from the Software as a Service (SaaS) model, he devised Capability as a Service. It meant instant access to cutting-edge tech, software updates, and maintenance, all while keeping our team agile. After extensive legal consultations, we found this approach viable and cost-effective, saving the Navy millions in operational expenses compared to traditional methods. This model enabled STRONG partnerships with industry.

First Deployments to IMX

We hit the ground running with bilateral exercises in Bahrain and Jordan shortly after our 2021 launch. The true test came with the IMX—the largest-ever maritime unmanned systems exercise. Here, 80 different unmanned systems were deployed in tandem for the first time. Beyond tactical operations, we introduced the world’s first Digital Ocean prototype. This integrated existing sensors from maritime assets with new robotic ones, processed through our Robotics Operations Center. Using machine learning and AI, we could identify abnormal activities—no small feat for a task force with only four months of operational experience.

Post-IMX Lessons and Data Transformation

The Digital Ocean experiment from IMX revealed gaps in our data ownership and infrastructure. Following IMX, we were embroiled in data rights disputes with industry partners; we hadn't secured these rights in our initial contracts. Additionally, the lack of sufficient data hampered our AI companies in training their algorithms.

Reacting swiftly, we revised our contracts, consulting the USAF’s AI accelerator at MIT to fortify our data rights clauses. We transitioned to a Data-as-a-Service model and collaborated with NIWC Atlantic to establish a comprehensive data lake. By the end of my tenure in March 2023, this data lake contained over 20 million region-specific data points, enriching the whole Navy enterprise and aiding our industry partners in machine learning model training.

Capability Sprint Model: Pivoting to Agile Solutions

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Post-IMX, a 20-page list of lessons learned compelled us to abandon our ad-hoc approach for something more repeatable and scalable. Ray and Sky architected what we dubbed the "Capability Sprint Model."

This framework begins with a technology scan in partnership with the Defense Innovation Unit (DIU) led by Michael A. Brown at the time, targeting commercial solutions ripe for immediate deployment. The scan precedes an expansive operational experiment, "Digital Horizon," meticulously crafted by Ray. This "burn-in" phase, inspired by Peter Singer and August Cole 's thriller, pushes robotics and other technologies to their operational extremities in challenging conditions. Technologies that pass muster then move onto real-world assignments; others receive critical feedback for improvement.

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Our model incorporates short, iterative sprints (45-90 days), aimed at technological refinement. A crucial criterion was the adaptability of these technologies in communication and GPS-denied environments. This allows for rapid evolution to meet the ever-changing demands of not just our Fleet, but global operations.

Pace as a Competitive Edge:

Case Study from the Red Sea

Our procedural innovations resulted in a capability accelerator, driving an adoption pace rivaling global hotspots like Ukraine. We experienced real-time software enhancements and hardware updates within weeks, as evidenced by a series of operations in August and September 2022.

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One poignant moment occurred during an exercise near Jizan, Saudi Arabia. My Saudi counterpart, a seasoned one-star general, expressed frustration over our robotics and mesh network. "Until now, nothing works," he lamented. The next day proved no better. Not one to rest on failure, Ray and I immediately revisited our plans. We redesigned the mesh network and introduced new operational paradigms. Concurrently, an expert technician from our industry partner arrived to rectify engine issues.

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The episode underscores that the pace of technological refinement has real-world implications, acting as a critical lever in modern military operations. Failure was very much part of the process.

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From Jizan to Jordan and Israel: Rapid Evolution in Practice

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After rectifying our operational challenges in Jizan, the team and I flew to Jordan for 'Eager Lion,' a major military exercise. Jay Faylo , my young and hyper talented Chief Technology Officer (CTO), applied the insights gained just a week earlier to establish a robust mesh network and oversee a complex naval operation. The operation involved a USV providing overwatch for the interdiction of a suspect vessel and set new standards for operational excellence.

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A week later, we were in Israel, marking a historic moment for multilateral exercises in the region. LCDR William Ricketts (aka "Drama"), a reservist and Sheriff for a special forces unit in South Carolina, led our team without a single technical hiccup. In an environment loaded with machine learning and AI tools, Drama and his team flawlessly executed complex surveillance, interdiction, and boarding operations in a simulated smuggling scenario.

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These episodes illustrate the extraordinary pace of technological adaptation and the dividends of our process innovations. They highlight that a relentless focus on iterative improvement can deliver near-flawless execution in complex, multi-stakeholder environments.

From Lisbon to the Thrill of Discovery: A 30-Day Sprint

My next stop was Lisbon for NATO's REP(MUS), the world's largest maritime unmanned systems exercise. Here, Task Force 59's Chief Data Officer (CDO), LCDR Bryce McLaughlin , was deploying Starlink on a Royal Navy USV for the first time. This Starlink terminal formed part of a resilient 30-node mesh network, a linchpin for data transfer throughout the exercise.

This whirlwind tour encapsulates the typical 30-day sprint cycle of Task Force 59. It was both exhilarating and exhausting, driven by a relentless quest for innovation excellence. Our industry partners responded with amazing speed and drive. Each week brought new capabilities and technological leaps. This frenetic pace resonated with me so deeply that I felt like a cross between fictional icons Jason Bourne and Lawrence of Arabia!

The driving force behind this velocity was not just our ingenuity, but also our Fleet Commander, VADM Cooper. One of Cooper's favorite phrases was... speed is a lever, he was never quite satisfied. His incessant push for "what's next?" was both a driver and an occasional source of tension.

The Final Chapter(?): From Task Force 59 to the Dinner Table

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In June 2023, I found myself at dinner with VADM Cooper—now insisting on being called Brad, as I had recently retired from the Navy. This dinner was a culmination of sorts, a moment for both of us to reflect on the exceptional trajectory of Task Force 59. Over a three-hour conversation punctuated by laughter and the occasional 'dad joke', it became clear that both of us carried an immense sense of pride in what we had built together.

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VADM Cooper was not just a Fleet Commander but also a risk-taker willing to jeopardize his own illustrious career for the potential of something ground-breaking. This characteristic endeared him to me further. Cooper was a man of action, whose ambitions were not merely aspirational but buttressed by decisive allocation of resources. Often I had the sense Cooper was working for us, he would pepper me with questions... "What do you need? How can I help? What barriers can I remove? Who do I need to call?" His style of leadership was both empathetic and participative. He had a knack for gauging the moment and infusing a sense of levity into high-stakes situations.

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But beyond the state-of-the-art maritime robotics and complex data lakes, what defined Task Force 59 was not technology. Instead, it was a narrative woven by individuals with audacious vision and relentless execution. This was not an abstract exercise in naval innovation, but a distinctly human story unfolding against the backdrop of geopolitics, strategy, and technological disruption.

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It was a story of BOLD leadership and daring vision, converging in actions that transcended mere planning and entered the realm of strategic orchestration. We were not there to merely 'admire problems' but to offer rapid, comprehensive solutions. It was a triptych of 'People, Process, and Pace.'

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As I look back, I realize that Task Force 59 serves as a living testament to what can be achieved when audacity meets execution. But for me, the heart of this narrative remains perennially human—each person, each mission, each "what's next?" pushing us faster, further, and, indeed, bolder.

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In the grand tapestry of naval history, Task Force 59 may end up being a footnote or a chapter, but for those of us who lived it, it remains an epic unto itself—a tale worth retelling, pondering, and, most importantly, learning from.

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Thus, as the story of Task Force 59 continues to unfold without me, I close my own chapter filled with nothing but pride, optimism, and an unyielding belief in the power of human ingenuity to shape our collective future.

And so, as Brad—ahem, VADM Cooper—might say, what's next?