From my first tour in the Pacific to my last commission as commander of U.S. naval surface forces worldwide, readiness was on my mind. How can you train sailors effectively? How can you ensure ships and weapons operate at peak proficiency? I knew the heart of readiness lay in data. Today, I’m thankful to be using what I’ve learned to help shape the future.
I’m Joanna Guy, lead associate in Booz Allen's Global Defense Sector, and this is Master The Mission with Roy Kitchener. Roy Kitchener is a retired United States Navy vice admiral who last served as commander of the Naval Surface Forces. Through a 39 year career with the United States Navy, Roy’s decorations include a three time Defense Superior Service Medal, five time Legion of Merit Award, and the Defense Meritorious Service Medal. At Booz Allen, Roy is focused on leading solutions that accelerate fleet readiness. Roy, thank you for joining me. Thanks for having me. I'm happy to be here today. As a naval surface warfare officer, you deployed all over the world and commanded cruisers, destroyers, and an expeditionary strike group. Through your career, what are some of the defining moments that shaped your approach to training and readiness? It's a really good question, I think. You know, when I look back over it, my first ship was a very old, destroyer old Coontz-class destroyer, built in 1958, and I served there from 1985 to 1988. And because it was an older ship, readiness, you know, wasn't very good. And because it was an older ship, readiness, you know, wasn't very good. Systems didn't work, as they should. Took a lot of effort from sailors to keep everything working. The training improved significantly when, you know, we had an Operation Praying Mantis. The tanker wars in the Gulf, and the ship was asked to deploy early, well ahead of schedule to go there. And the training ramp up was significant. And, I thought, okay, here we go. This is good. This is what we should be doing all the time. Flash forward to my next tour, which is a little bit unconventional. I served at a special bolt unit in the Republic of Panama, and I worked with, you know, a combined team of sailors and Navy Seals. and I worked with, you know, a combined team of sailors and Navy Seals. It was, it was an eye opener in a number of ways. One, it was, a lot of the same principles, you know, take care of your gear, and your gear will take care of you. That applies to a, guided missile fire control system as well as it does to a sidearm. Training and readiness, making sure everything is working saves lives, right? I mean, and if you look now at a war in the Pacific, if you don't go there ready with everything working and your sailors trained or your Marines trained, ready to the highest competency they can, I mean, the cost is lives. Can you describe an experience when you were deployed and you were in a disconnected, intermittent environment and you had to rely on your training in order to jump into action? It's the best environment you described, right? Where you don't have a lot of oversight. I was in the northern Arabian Gulf, and we were boarding a lot of ships, and, you know, you would go And, on some of the biometric data we got on, on one of the ships it came back, oh, this is somebody we want. And so we had it put together, you know, we had some, some people with us that were really good at that, doing assaults, to take prisoners. And so basically we just sort of edged together on a napkin, sort of and literally it was a small piece of paper how we were going to do this. And, I communicated it as best I could and basically just got, you know, okay, execute when you're ready. We got the guy, and there was no casualties and no problems. And so that, and you know, that meant a lot to me and the team that they put their trust in us to do that. You mentioned the war in Ukraine. What are some of the lessons that we've learned from that conflict, specifically, as it applies to information and data warfare that we might be able to lift and apply to a future conflict in the Indo-Pacific? I would say one and foremost, is the ability to adapt to your enemies’ changing tactics. When the Russians first invaded Ukraine, it was armor versus anti-tank weapons. A small mobile force that defeated a large, kind of conventional armored force. Then it rapidly shifted to drones, whether there be, unmanned surface vessels, UAS, and adapting different packages to them to get at things. And then it turned into, okay, how do I counter the drone? So what is the counter UAS, which I think is a very, tough problem that the US Navy, Marine Corps, all the services are facing. Booz Allen is a leader in data, we're the lead provider of artificial intelligence to the federal government. How have you seen data leadership in action? at Booz Allen? I've seen it in human performance, I think one of the things we lack as a, as a military, is our ability to look at a, an assessment based on data to give us that absolute ground truth and then be able to feed that information back to the person, the tactical commander, maybe the fleet commander. Hey, how did your fleet do or your strike groups do in this maneuver? And I think that's something that Booz Allen can really up the military's game in. Booz Allen’s ability with Advana Jupiter, setting up those data streams to come in and then allowing us to take all that data and look at it analytically, and ask questions about it. and look at it analytically, and ask questions about it. I know as a commander of the naval surface forces, we were nascent with that, and it's accelerating now. But it was Booz Allen that kind of got us on the right path. And when I looked at it, you know, it started out one is, okay, where are the ships that I have to worry about the most? And then it turned into, okay, how many are ready and how can we make them more ready? And so you can see sort of the power of, the decision making you get there. Where do I need to invest the next dollar? Is it in parts, is it in training? Is it all of the above? What's one technology that you wish you would have had as a commander? I think the readiness tools, if I had those, as a commander in my last job or as a COO of a ship, that would have been very powerful. One thread that you touched on was predictive maintenance. And around making sure that your combat systems are ready to deploy and ready at the point of action. Can you speak a little bit to some of the logistics challenges that you experienced, as a vice admiral, at the United States Navy? We know there are certain things that are across a class of ships that are always going to need to be looked at. Yet sometimes we would not, apply the right amount of money or the right scope to the problem. And we get about halfway through our availability and say, oh yeah, you know, this area here, it's going to be a problem. And it would be like, well, why? We know that that was going to happen. Having that understanding across modernization and legacy systems, you know, at a whole, would help us deliver it as 80% that the CNO’s looking for. Booz Allen alone, could help us increase readiness right now, if we applied some of the tools we have to that problem I just outlined. After a distinguished career with the United States Navy, why Booz Allen? First and foremost, I think, was mission. I saw it as an opportunity to continue, the good work we were doing in the Navy, to continue, the good work we were doing in the Navy, to help sailors, to help improve, the team, the readiness overall. Second, was I worked with Booz Allen people throughout my career, whether they were on my staff or whether they were on a staff that I interacted with as an action officer doing different things. And, they're all really capable, really collaborative, very focused on, you know, the teamwork and, and getting to a really to a conclusion. you know, the teamwork and, and getting to a really to a conclusion. But, just a conclusion, a meaningful one. That not only helped the organization, but also helped all the people around them get better and I think that kind of speaks to, you know, the culture. What advice do you have to a young sailor? You should always feel like you can make a difference. And if you can't, or if you lose that feeling, then something's not right. Because every job I had, whether it was a small division of a dozen people or, you know, commanding all the surface ships in the Navy, I always felt that I could make a difference. And, relationships, They'll be with you forever in an organization like the Navy. But as you proceed through and you become more senior and you get to the top, you can look to your side and there's usually somebody you know there, and then you can really make a big difference. And they should be proud of what they're doing, serving their country, and, there's no better organization, in the world, I would argue and, it's really need to be part of a team that's very successful. And it's got the backing of the American people and industry. Well, thank you for your service, Roy, and for the passion for the mission and expertise that you're bringing to Booz Allen, and for any viewers out there who would like more information about our solutions for global defense and accelerated readiness, visit boozallen.com/defense.
I started my military career in the 1980s as a surface warfare officer on USS Dewey (DG-45), a ship that was built in the ’50s. Frankly, we had to do a lot to keep that old destroyer running. As for training, our routine wasn’t nearly as rigorous as today’s programs, at either the ship or fleet level.
Then we were deployed for Operation Praying Mantis, the tanker wars in the Arabian Gulf. We were asked to deploy early, and the training really ramped up. I thought, “This is what we should be doing all the time!” We drilled over and over on speed, tactics, and other aspects of readiness. That operation ended up being the largest Navy surface engagement since World War II.
All through my first term of service, whether stationed in a stable environment or one close to the action, I was thinking, “How can we make sure, when the moment comes, we’re ready to get out there and fight and win?” Readiness was a principle that would follow me all the way through my career.
In those early years, I realized: You have to have the equipment ready, you have to have the people ready, and you have to be transparent about what is and isn’t working. And how do you know if all these are happening? You have to have the data. Data is the key.
I got an expanded view of readiness when serving in the Republic of Panama for Operation Just Cause. I was operations and training officer for Special Boat Unit 26, working with a combined team of sailors and Navy Seals. We were on our own in a disconnected environment using fast, small boats.
We had multiple targets to prepare for, and the training was phenomenal. We trained as a group and with other teams. We’d go out night after night, practice maneuvers, and talk to air support on the different circuits to make sure comms were getting through.
Then one of those training nights, we were getting ready to head back—and the bullets started flying. Everyone looked at me and I said, “That’s why we train!” Right there, in the middle of combat, it hit me how training and readiness saves lives. In the fog of war—or in any new situation—focusing on your training gets you through. That’s what happened there. We did our job, we pulled together, and it worked out well for us.
As for technical readiness, I saw how the adage, “Take care of your gear, and your gear will take care of you,” applies to a guided missile fire control system as well as it does to a sidearm. Every system needs to work—not just the primary ones, the redundant ones, too.
Fast forward to my last position before retirement: commander of U.S. naval surface forces worldwide. I was responsible for staffing, training, equipping, maintenance, modernization, and logistics support for 164 warships and 60,000 assigned personnel. I had known data was the heart of readiness for over 30 years, and now I was in a position to do something about it.
Rather than reading reports and getting subjective reviews, I focused on leveraging data for readiness. “Train, maintain, fight” was our slogan. We prioritized digitizing the information—pulling data off the ships and analyzing it.
For that analysis, we turned to Advana Jupiter, the big analytics platform the Department of Defense and Booz Allen designed and deployed. Booz Allen’s ability to set up those incoming data streams and help us look at it all analytically really set us on the right track.
Advana allowed us to pull data and get dashboard views. Instead of asking my staff to produce weekly PowerPoint slides, now we were looking at real-time readiness data across various ships. It helped me manage the global force. I could see not only what ships were going on deployment, but also understand what was holding back those that weren’t mission capable. And we were able to make more ships fully ready.
At Booz Allen, I’m discovering more tools that could speed Navy readiness—like AI for decision support. As just one example, Navy leaders would be able to identify and address common problems across an entire class of ships. I believe Booz Allen could standardize data and metrics, scale it, and keep it all in the classified domain to help the Chief of Naval Operations get to the goal of 80% of the fleet ready by 2027.
Some of the analytic tools are for decision support, where you can feed in information from scenarios or requirements and it can provide an analysis of what to prioritize. It can also help you answer, “If I make a certain decision, what is the risk to other forces? Is it acceptable or unacceptable in relation to what needs to happen with my force or my mission?”
If I had had the readiness tools in my last job or as chief operating officer of a ship, that would have helped me answer questions like, “Why is this part continuing to fail?” and “Of all the things that break, which should I prioritize?” This knowledge would have allowed me to get a bigger return on investment in combat. And having the data allows you to say, “Where do I need to invest the next dollar? In parts, training, or both?”
Then there are tools like LOGWERX which use AI to help you discover where you may have supply chain issues or where your future vulnerabilities are most likely to be. Putting tools like these in the hands of decision makers would allow them to move missions faster.
Being able to apply analytic principles to live, virtual, and constructive (LVC) training is a game changer. That’s another capability I’m excited about at Booz Allen. For example, we integrated XRAE in a simulated hostage rescue to get real-time analytics. We flew in an unmanned aircraft system (UAS) in the scenario, built a 3D map from its data, and the hostage rescue team used it to run the exercise.
XRAE delivered human performance criteria on scenario participants, answering questions like, “How did the team move? Which one has a high heart rate? Are they dehydrated?” Being able to analyze that information for team members and their tactical commanders, and maybe even the fleet commander, would be powerful. It would help leaders know who to assign for which mission.
It's important to really know people, and metrics can help. I remember a crew member in Panama. He was always complaining, but he turned out to be one of the stalwarts when the chaos came. It would be good to know who’s a rock and who needs a little more experience—ahead of time, when there’s nothing at stake.
One of the most important things about LVC is that it allows higher end fighting in a virtual environment. Red-team/blue-team exercises are great, but on the East Coast, for example, military planners are constrained by commercial air corridors and other considerations. When you know your red-team adversary is going to come from a certain direction, there goes the surprise.
But in the LVC environment, you can replicate it all, even down to the sensors, cost-effectively. That’s incredibly powerful. You can train virtually anywhere in the world, running scenario after scenario, without incurring the time and expense of handling the logistics. The data is secure, and so is your strategy: Since you’re training virtually, potential aggressors don’t have the chance to see your tactics.
A lot has been said about how lessons from the Russia-Ukraine war can apply to deterrence in the Indo-Pacific. The need for smart, connected technologies is a given, especially for a naval fleet in the vast region.
But I think the overriding lesson is the need to adapt to your enemies’ changing tactics. When the Russians first invaded Ukraine, it was armor versus anti-tank weapons. We saw a small, mobile force defeat a large, conventional armored force.
Then the focus shifted to drones—unmanned surface vessels and UAS. Which brings us to today, where counter-UAS capabilities are critical. We need to be able to try different drones and capabilities and say, “Did it work? Did the adversary adapt?” And the foundation of being able to assess that type of information is data. We need those fast analytics.
You need to see yourself as a leader, no matter what your position, and be ready to work with a team and independently, too. I remember an incident from when I was a young officer. I was commanding the USS Higgins in the Northern Arabian Gulf. Our mission was to protect offshore infrastructure and disrupt terrorist movements and actions.
Part of the mission was boarding ships and checking biometrics, looking for persons of interest. One day my team came to me and said they’d identified someone the military was looking for. The mission commander was on a distant aircraft carrier, out of range for a consultation.
So we drew out a strategy on a piece of paper. I received a quick sign-off from the commander via the crackling radio and then we sprang into action. We took the intruder into custody with no casualties. It was great to be trusted to come up with a plan and execute it on the spot.
You always need to feel you can make a difference, whether you’re a new recruit or a seasoned officer. Practicing your skills may seem routine, but you’re defined in those moments. And as you become more senior, you can look to your side and usually there’s someone you know and can rely on, and then you can really make a difference.
You could be called on for anything—from combat duty to a humanitarian cause. I remember having the chance to lead Hurricane Matthew Relief efforts in Haiti as commander of Expeditionary Strike Group 2. The ship Iwo Jima delivered 225 pallets of supplies, and the crew and embarked commands provided helicopters to carry 600,000 tons of food and medical supplies to the western part of the island. That gave us a good feeling, to be able to help.
As you gather experience, it’s satisfying to be able to use it to pave the way for what’s next. After all the years of promoting readiness, I’m grateful I had the opportunity to champion analytics as commander of the U.S. Navy surface fleet. When I retired, I wanted a chance to continue furthering military readiness with data, so joining Booz Allen was a natural step.
Throughout my Navy career, I always liked how Booz Allen teams would contribute to the mission and help the people around them. They can be counted on to look at a problem and come to a meaningful conclusion. That’s why I’m here. I’m excited about technical solutions across the firm and being part of a high-powered team.
Booz Allen Senior Executive Advisor Roy Kitchener is a retired U.S. Navy vice admiral and the former commander of U.S. Naval Surface Forces and Naval Surface Forces Pacific.
