27TH SPECIAL OPERATIONS WING: AFSOC’S PATHFINDERS

BY SCOTT R. GOURLEY

United States Air Force Special Operations Command (AFSOC) is “pathfinding” as a major command in line with U.S. Air Force initiatives to better prepare for our nation’s defense. Within that overall effort, the 27th Special Operations Wing (27 SOW) has been tapped to be the “Pathfinding Wing” of the command, exploring a range of initiatives that balance preparation for conflict today with new capabilities that will support relevancy tomorrow.

“We acknowledge that times are changing,” explained Col. Terence Taylor, commander, 27 SOW. “For the last two decades, our wing focused on counter-violent extremist organizations; but now we are broadening that focus to include pacing global challenges. ‘Pathfinding’ requires a culture of innovative thought and significant adjustments to how we operate. Not only must we develop unique capabilities that provide value to the broader joint force, but we must continue to remain integral to the special operations force. We know our airmen possess the concepts and ideas that will allow us to better prepare for future conflicts. The leaders of the 27th Special Operations Wing are charged to remove the barriers traditionally seen in our historical structure so our airmen can drive innovation that accelerates the change we need to remain ready today and relevant tomorrow.”

Asked how the wing’s efforts tie to AFSOC’s “Strategic Guidance,” Taylor said, “AFSOC’s ‘Strategic Guidance’ encourages us to pathfind new operational concepts and technologies for the Air Force at large, while aligning experimentation efforts with the broader SOF enterprise. Our small size affords us the agility needed to experiment and take prudent levels of risk to quickly learn and advance ideas that help AFSOC evolve. Pathfinding new concepts helps us discover ways we can equip our airmen to maximize their potential, helping us remain competitive and ready to win.”

An MC-130J Commando II aircraft takes off during Exercise Coyote Dicer on Melrose Air Force Range, New Mexico, Oct. 7, 2021. The biannual event provides ground-air integration training for specialized airpower components at Cannon Air Force Base.

Taylor provided examples of new concepts being explored for AFSOC and the Air Force, beginning with a recent accomplishment by the 27th Special Operations Communication Squadron’s Mission Defense Team.

27TH SPECIAL OPERATIONS WING

“They successfully conducted near real-time cyber-integrated threat analysis and deterrence onboard an active MC-130J,” he said. “This was the first time the capability was integrated with an operational weapon system outside of laboratory. It was a major milestone, resulting in the approval of in-flight capability integration with the MC-130J, an Air Force first.

“Communicators had to learn the aircraft systems like a flight engineer would have to so they could integrate their technical expertise into the MC-130J to create the software and tools that would detect a threat against the platform. It was truly a remarkable feat.”

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In another example, he pointed to establishment of the Mission Sustainment Team (MST), describing it as “a new concept to AFSOC that supports mission readiness and efficiency.

“The MST partners a group of highly trained multi-functional airmen that can provide every asset required to sustain living conditions in austere locations for an extended period of time. This capability also allows us to generate airpower from an austere location. The concept provides us a way to rapidly move small, independently operating teams away from a main base or installation,” he said.

“Aside from these two initiatives, we are experimenting and implementing a number of concepts that reduce costs, increase efficiencies, and promote force effectiveness at home and abroad,” Taylor added.

He acknowledged that some of the efforts are not necessarily new to the Air Force, but are somewhat new to AFSOC, explaining, “One example of this is our new FORGEN [force generation] model, where we deliberately organize our units and force structure to best support the AFSOC we will need going forward. This force structure provides [sustainable] support to the joint force while offering airmen deliberate training and deployment predictability. It has been widely used throughout the Air Force, but limited to AFSOC, due to our size and constant deployment cycles. Implementing the FORGEN force structure allows us to provide Air Commandos the advanced training needed to prepare for full-spectrum operations addressing global adversarial threats.”

He pointed to another example on integrating pathfinding efforts, where 27 SOW is working with Bell-Boeing on the CV-22 Osprey Nacelle Improvement Modification efforts at Cannon Air Force Base (CAFB).

“CAFB has the privilege of working with Bell-Boeing to provide feedback that directly affects the nacelle improvement efforts,” he said. “We’ve found that while the Osprey is an incredibly unique and effective aircraft, it has been historically difficult to maintain. Our 27th Special Operations Aircraft Maintenance Squadron is now engaging with Bell-Boeing engineers to improve the nacelle, leading to reduced maintenance hours and increased aircraft flying hours.”

Family members of a 16th Special Operations Squadron (SOS) member wait for the arrival of an AC-130W Stinger II gunship during the 16 SOS homecoming ceremony at Cannon Air Force Base, New Mexico, Oct. 14, 2021. The homecoming celebrated the gunship’s final deployment as the 16 SOS transitions to the new AC-130J Ghostrider. AFSOC’s movement to a FORGEN structure provides much-needed predictability for airmen and their families.

“Our airmen are our most valuable asset, they are our competitive advantage,” he summarized. “Now, more than ever, we are committed to providing today’s airmen and future AFSOC leaders the opportunities to develop their skills, education, and experience to grow beyond their existing positions. We want them to exhibit the independent initiatives needed to become experts in their field while meeting the needs of our Air Force.”

Leaders assigned across several 27 SOW organizations elaborated on Taylor’s points, as well as other activities and in initiatives under exploration.

AFSOFORGEN

Col. Michael Shreves, commander, 27th Special Operations Group, addressed AFSOC’s movement to a FORGEN structure, observing, “The past two decades’ operations in the global war on terrorism [GWOT] and counterterrorism overseas contingency operations caused AFSOC to deploy at inconsistent and uneven rates, sometimes with very little notice and often with unpredictable durations for deployment and reconstitution. The unpredictable nature of these missions made it challenging for airmen to acquire the training and education needed to enhance their preparedness. We became exceptional at tactical pick-up games against determined amateurs, but failed to increase our capabilities relative to professional peer adversaries. The 27th Special Operations Wing is now pivoting our focus toward pacing global military challenges. We are deliberately reorganizing into a force structure that best enables us to prepare for the AFSOC we will need to win in future operating environments. The four-cycle force generation model is a deliberate, unit-based structure that provides commanders an opportunity to deeply invest in airmen training and development. It also provides much-needed predictability for airmen and their families.”

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Shreves said that Air Force Special Operations Force Generation (AFSOFORGEN) relies on four operational units or elements within the continental United States in support of almost every AFSOC capability, with each operational squadron and associated enabling functions rotating through a 20-month, four-stage cycle of development and readiness.

That four-stage cycle includes:

• Individual training, during which units focus on reconstituting from deployment, on individual preparedness and resiliency, upgrade training, professional military education, and other developmental opportunities;

• Unit training, when units focus on learning collective tasks to be successful at the fundamentals in their primary assigned mission;

• Joint collective training, when units seek out opportunities to hone their skills, focusing on forecast deployment requirements, rehearsing with partner, joint, and coalition forces expected to work together in the next phase, and validating their combat capability against anticipated mission requirements; and

• Commit, when unit training is complete and airmen are available to deploy or otherwise carry out missions focused on national missions and objectives.

“These cycles allow the 27 SOW to accomplish two primary goals: ensure units are prepared for taskings and missions in support of national objectives as the special operations aviation component of the joint force; and provide our future AFSOC leaders the opportunities to develop the skills, education, and experience they will need to grow beyond their existing positions and meet the need of our future force,” Shreves said.

He noted that the flying squadrons were already realizing some of the most important benefits in terms of higher levels of readiness and advancing beyond existing capabilities.

“The new force generation model is great for articulating availability and readiness with a level of detail and specificity we haven’t been able to in the past,” he said. “It also provides the necessary time for airmen to invest in their personal and professional development, and equally, their individual and families’ resiliency. These cycles also facilitate camaraderie within units and foster better relationships among units, allowing us to better integrate with other SOF units, the Air Force, and [the] greater joint force, resulting in a stronger, faster, more lethal fighting force.”

A U-28A Draco aircraft from the 310th Special Operations Squadron at Cannon Air Force Base, New Mexico, takes off for the first time from Lielvarde Air Base, Latvia, during Exercise Trojan Footprint, May 5, 2022. Trojan Footprint is the premier special operations forces (SOF) exercise in Europe that focuses on improving the ability of SOF to counter myriad threats, increases integration with conventional forces, and enhances interoperability with our NATO allies and European partners. The stand-up of the 310th SOS is one example of restructuring and optimization taking place under the AFSOFORGEN structure.

He said that 27 SOW has already begun to restructure and optimize units under AFSOFORGEN, noting, “A year ago the 27 SOW stood up the 310th Special Operations Squadron, the fourth operational

U-28A squadron, which is already sharing the burden downrange in the Commit phase, while its three sister squadrons are each in one of the other FORGEN phases. Another example is the 17th Special Operations Squadron stand-up, the fourth AC-130 squadron. Until its stand-up last fall, the 16th Special Operations Squadron was the only gunship squadron at the 27 SOW. There is a long way to go before we are fully established on the AFSOFORGEN model across all squadrons and capabilities, but we are making significant and continual progress, with some exciting milestones planned for this year, too.”

Shreves admitted that some personnel were initially skeptical of the changes, stating, “Any major departure from ‘the way we’ve done it here for two decades’ is bound to generate some healthy doubts. But from those airmen who have actually experienced it – for example the flights of the 9th Special Operations Squadron [that] adopted the model internal to the squadron two years ago, and as I mentioned, the 310th and 318th Special Operations Squadrons flying the U-28A are in full swing – we’ve received positive feedback. Specifically, the predictability of the new force generation model provides previously unachievable opportunities for their professional development and personal resiliency. Airmen quickly learn it provides the structure necessary to fully recover from past deployments and missions while ensuring an opportunity to adequately prepare for the next. Change is difficult. As commanders we know it. And airmen live it. Leaders at all levels within the 27 SOW are working hard to manage the transition to AFSOFORGEN and continue to maintain an open dialogue with their airmen. We want to fully understand the impact the model has on their development and well-being so we can make the adjustments necessary to maximize the benefits the model has and realize the goals of increased readiness and resiliency for the AFSOC we will need.”

MISSION SUSTAINMENT TEAM

Col. Taylor’s brief overview of the MST was expanded by Capt. Joseph Thomas III, director of operations, Detachment 1, 27th Special Operations Mission Support Group (SOMSG) [Mission Sustainment Team].

“The purpose of the MST is to forward deploy and maneuver adjacent forces aviation and special tactics force; establish and operate forward sites; sustain deployed forces; enable mission generation; protect the force; and establish and operate contingency location[s] that operate independent of primary centralized installations,” he began. “Det 1, 27 SOMSG was established on 2 March 2021 as an AFSOC pathfinding initiative, and currently our detachment is comprised of two MSTs with members representing 22 different USAF specialty codes.”

Outlining accomplishments to date, Thomas explained, “Before committing to our SOF Force Generation alignment, we spent 10 months developing our airmen to deepen their SOF expertise. This allowed AFSOC to identify recurring lessons in adaptive operational exercises. The biggest MST win has been mission planning expertise. Our airmen originate from many different functional communities and backgrounds across the SOMSG. Adaptive operations are predicated on mission command, or the execution based on commander’s intent, and mission-type orders. Mission command success relies on our airmen’s ability to thoroughly understand and execute operations planning.”

U.S. Air Force airmen assigned to the 27th Special Operations Mission Support Group Detachment 1 Mission Sustainment Team 1, drive an MRZR convoy during Exercise Vigilant Palisade at Melrose Air Force Range, New Mexico, Sept. 22, 2021. The exercise tested the airmen of MST 1 and their capability to operate and defend a forward support site using force protection and small unit tactics. The MST concept pairs airmen from 22 career fields to create small teams able to operate independent of main bases, by training them to use skill sets outside of their normal duties.

“This past year,” he continued, “we’ve learned the traditional equipment employed today through the functionally aligned force package doesn’t work well for distributed operations and maneuver warfare. We are working to develop easily employed crossfunctional equipment that doesn’t require major material handling. The MST has also discovered ways for airmen to create a heightened level of efficiency and effectiveness that surpasses the legacy force presentation models.”

“Empowered airmen can accomplish anything, as their potential is unmatched. Watching them develop and grow as a team is incredible. We’ve learned that developing skills in organizational leaders and change management is as important as the tangible expeditionary skills employed daily,” Thomas summarized.

U.S. Air Force airmen assigned to the 20th Special Operations Squadron familiarize themselves with the new nacelle improvement modifications on a CV-22 Osprey tilt-rotor aircraft at Cannon Air Force Base, New Mexico, Jan. 7, 2022. The 27th Special Operations Aircraft Maintenance Squadron engaged with Bell-Boeing engineers to improve the nacelles, increasing aircraft availability and reducing required maintenance actions, leading to increased flying hours.

MISSION DEFENSE TEAM

As noted by the 27 SOW commander, other recent unit achievements include the Mission Defense Team (MDT).

Lt. Col. Emily Short, commander, 27th Special Operations Communications Squadron (SOCS) [Mission Defense Team] elaborated on this initiative, describing the MDT as “a pathfinder initiative comprised of a small number of airmen pulled out-of-hide from other codified mission sets.”

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“Since 2016, the team stood up with zero cost to the wing by repurposing old equipment and coordinating with program management offices, the Air Force Research Laboratory (AFRL), and a multitude of other external agencies,” she said. “The MDT members used their ingenuity and personal time to enhance their tradecraft and acquire advanced cyber certifications, such as coding and programming, so that they could create their own cyber range, develop their own software, and write their own scripts. The 27 SOCS MDT quickly emerged as the lead MDT for the command, and has established numerous command-wide best practices, tactics, techniques, and procedures [TTPs]. Moreover, they have virtualized an airborne cyber kit, to reduce its size from several large cabinet-sized cases, down to just one laptop. Furthermore, the team coordinated with several agencies to gain flight access and conducted the Air Force’s first-ever in-flight cyber analysis aboard an MC-130J aircraft. This was only possible through the exceptional collaboration and partnerships with the 9th SOS, 9th AMU, 56th SOIS, 27th SOMXG, the MC-130J Program Management Office [PMO], and the AFRL. This capability now provides real-time cyber analysis of the weapon system, predictive and preventative maintenance information, and will inform the future development of cyber technology to assure mission success throughout communications-contested environments. The collective efforts and rapid advancement, despite no additional resources, have culminated with the 27 SOCS Mission Defense Team being recognized as one of only 18 ‘Prime MDTs’ Air Force-wide.

U.S. Air Force Staff Sgt. Andrew Crafts, 27th Special Operations Communications Squadron Mission Defense Team member, explains the capabilities of the new computer-based cyber defense and maintenance diagnostics software to Col. Terence Taylor, 27 SOW commander, and other wing senior leaders on board an MC-130J Commando II aircraft of the 9th Special Operations Squadron, at Cannon Air Force Base, New Mexico, Nov. 22, 2021. The new software enables aircrews to better monitor aircraft diagnostics in flight, as well as detect and deter cyber-based attacks. The developments by the MDT fall in line with their mission of overcoming future challenges of the strategic competition environment, specifically within communications contested environments.

“The 27th SOCS has been the forefront for innovation and pathfinding initiatives. When the unit initially stood up, it had two distinct mission sets: Base Operations Support of Information Technology [BOS-IT], and tactical communications. In 2016, the unit stood up the Mission Defense Team as part of the Air Force Cyber Squadron Initiative [CS-I]. The intent of this initiative was to re-energize and advance our communications squadron’s lines of effort in advancing operations and to provide defensive cyber capabilities to assure the mission, and to defend our weapon systems,” Short said.

She added, “The 27 SOCS is one of only two squadrons in the Air Force tasked with three distinct, yet critical, lines of effort: BOS-IT, tactical and airborne communications, and cyberspace mission defense. These distinct mission sets are typically tasked to separate communications squadrons. Additionally, the 27 SOCS has crafted and implemented a cross-domain training solution in an effort to develop airmen from any communications/ cyber Air Force Specialty [AFS], and make them capable of conducting network configurations, radio operations and maintenance, client systems support, as well as satellite communications. Our squadron-wide efforts have been recognized with back-to-back Air Force Special Operations Command recognition, as the Maj. Gen. Harold M. McClelland award winners for ‘Best Large Communications Squadron of the Year’ for 2020 and 2021. We couldn’t have done it without the contributions of our stellar airmen of diverse AFSs coming together to contribute their unique skills and perspectives.”

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In addition to the MDT, the 27th SOCS is one of only six original pathfinding bases for the Enterprise Information Technology as a Service (EITaaS) initiative, to accelerate change as the test-bed and innovators for next-generation communications and cyberspace operations. The intent of EITaaS is to outsource (via contract) most BOS-IT functions in an effort to refocus airmen toward tomorrow’s defensive cyberspace operations. The squadron has also accelerated change for tactical communications by creating in-house solutions to merge newer modular equipment with legacy systems, to provide a lighter, leaner, and more robust communications package to special operations warfighters. They have reduced the size of personnel and equipment required, to provide communications anywhere, anytime: Notably, they were the test-bed for developing an austere tactical network, which reduced equipment pallet size by 75% and more than 3,000 pounds. Additionally, the unit’s tactical communicators have worked directly with SpaceX for testing of StarLink applications for military use, which has proven to increase user bandwidth 24-fold versus the legacy system. Moreover, the squadron’s tactical communications airmen proudly boast the best airborne communications rate in AFSOC. Furthermore, they’ve constructed a training plan to teach traditional in-garrison support airmen, and train them to be expeditionary communications commandos (COMMandos) within just 10 months. This feat enables staffing of the Mission Sustainment Team (another pathfinder) with qualified personnel, as well as enhancing the squadron’s ability to fulfill the new Special Operations Task Unit (SOTU) and Special Operations Task Group (SOTG) constructs (another pathfinder).

“The capabilities we are advancing are the first of their kind in the Air Force,” Short concluded. “27 SOCS airmen are providing real-time detection of cyber threats on AFSOC aircraft during flight. Additionally, the airmen can analyze millions of data variables following flight, to further harden the aircraft and inform preventive and predictive maintenance.”

CONTINUOUS IMPROVEMENT AND INNOVATION

Another important aspect of 27 SOW’s pathfinding role can be seen in the unit’s Continuous Improvement and Innovation (CI2) program.

As described by Lt. Col. Travis Burns, commander of the CI2 effort, it represents “an exciting addition to Cannon AFB pathfinding initiatives at the wing level for integration into AFSOC and the Air Force at large. “For the past 20 years, our efforts were dedicated to effective and efficient operations in the GWOT environment,” Burns explained. “Now that our focus is pivoting towards pacing global challenges, we recognize the need for tools, technologies, processes, and equipment that will make us a faster, more lethal, and more adaptable fighting force. We know our airmen possess innovative ideas that will make us ready today and relevant tomorrow. The

Members of Lift Aircraft prepare Lift Aircraft’s Hexa aircraft for an AFWERX Agility Prime project demonstration during Emerald Warrior 22.1 at Hurlburt Field, Florida, May 3, 2022. The 27th Special Operations Wing’s Continuous Improvement and Innovation (CI2) program looks to break barriers and seek out new ideas and technologies.

CI2 program empowers airmen to break through the traditional military hierarchical structure that can sometimes create barriers to being heard. In this grassroots effort, we reach down into the lowest levels of the organization and cultivate the ideas younger airmen have that will help our organization execute the mission more effectively and efficiently.”

One way that the younger airmen help is with technology.

“Today’s younger generation grew up embedded in technology. We want to leverage their experience and creativity to accelerate change throughout the organization. Their experiences help us address the internal barriers that impede the evolutionary process to becoming the effective, efficient force our nation demands,” Burns said.

Asked for examples of early projects and ideas fostered by the CI2 team, he observed, “Since we stood up in February, we’ve received innovative ideas from many sources. AFWERXsponsored commercial companies looking for sponsors and giving demonstrations have reached out to offer their solutions to us. We’ve vetted products ranging from transportable, industrialstrength water purification systems, to electric VTOL ‘last-mile’ transportation platforms, to digital transformation solutions designed to identify process obstacles in software applications and eliminate them.”

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“We’ve also received ideas from our airmen: We have a staff sergeant who developed a Microsoft Access tool that eliminates the need to research and perform data entry for Air Force Achievement Medal packages. The amount of time and paperwork required to write and staff these medal packages has been an administrative burden, but his solution has given significant amounts of time back to those airmen who were responsible for processing awards. What once took someone a day to complete, can now be accomplished in less than an hour. If this solution could be replicated across the wing, the time savings would be substantial,” he continued.

“These ideas stem from [Chief of Staff of the Air Force] Gen. [Charles Q.] Brown’s Action Order, which challenges all airmen to accelerate change or risk losing the high-end fight. This includes finding ways to cut costs and eliminate the bureaucracy that often plagues large organizations,” Burns said.

“The CI2 team has identified unit representatives who will liaise between their assigned squadrons and our innovation team. Our goal in this effort is to build an innovation network across the base, encourage more intra-unit participation, and to champion airmen idea submissions. The 27 SOW leaders are creating and maintaining open dialogue with their airmen to create a culture of innovation, personal ownership, and empowerment. It is through these efforts that we will be better prepared today for the AFSOC we need tomorrow,” he concluded.