Travis Tailwind: February 27, 2026

TRAVIS TAILWIND

AIR AND SPACE

for the unauthorized disclosure of classified information, Feb. 11.

According to a release from the U.S. Attorney’s Office for the Middle District of Florida, Kevin Charles Luke, 62, was sentenced by U.S. District Judge James S. Moody Jr.

“Unauthorized disclosures of classified information can put operations and lives at risk,” said Special Agent Larry Runk, Special Agent in Charge at AFOSI Det. 340. “AFOSI works closely with our interagency partners to aggressively investigate breaches of national defense information and ensure those who violate that trust is held accountable.”

Luke pleaded guilty Oct. 7, 2025. In his plea agreement, he admitted to abusing a position of public trust.

He served in active duty and reserve components of the U.S. Army from 1981 until his retirement as colonel on June 30, 2018. After retiring, he was employed as a civilian employee at Central Command headquarters.

During his military and civilian service, Luke held a Top Secret/Sensitive Compartmented Information security clearance. On multiple occasions, including as recently as Feb. 2019, he acknowledged his responsibility to protect classified information by signing a Standard Form 312 nondisclosure agreement.

In Oct. 2024, he used his personal cellphone to text a woman, writing that he was giving her a look at what he did for work. He then took a photo of a computer screen showing a classified email he had written and sent it to her.

According to court records, the image revealed Secret-level information, including targets of a See Sentence, Page 2

Strengthening your most critical system for American Heart Month

McK inzie A lston, RDn

NUTRITIONAL MEDICINE, 60TH MEDICAL GROUP

Readiness is a word often heard in the military community. It is the cornerstone of everything service members do to ensure they are mission ready; sharpening skills through training, preparing for real world scenarios through planning and exercises, and maintaining the right gear and equipment for the mission.

What about your most vital piece of personal gear – your heart?

February is American Heart Month, a time to focus on the readiness of one of the most mission critical systems of your personal health. Building a lifestyle that supports a healthy heart is the foundation of mission readiness and readiness for a long, healthy life after military service. Heart disease remains the top threat to health in the United States. According to the American Heart Association, heart disease is the leading cause of death, and many risk factors, including high blood pressure and obesity, are on the rise.

Fortunately, there are preventive steps you can take. The American Heart Association outlines a heart healthy approach called Life’s Essential 8: eat better, be more active, quit tobacco, get healthy sleep, manage weight, control cholesterol, manage blood sugar and manage blood pressure.

Eat better: A heart healthy eating pattern includes vegetables, fruits, whole grains, beans, legumes, nuts, plant based proteins, lean animal proteins and plant based oils such as olive or avocado oil. Avoid tropical oils such as coconut and palm oil. At dining facilities, look for the Go for Green nutrition labeling program and choose green coded options most often. At the shopette and exchange, look for Be FIT shelf tags.

Commissaries use dietitian-approved thumb shelf tags to identify nutrient dense foods. The Nutrition Clinic at David Grant Medical Center offers classes and individual appointments with

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planned U.S. military operation, the future date of the operation, the means of executing the operation and the operation’s objective. Luke had applied the Secret classification markings to the email. The case was investigated by the Air Force Office of Special Investigations and the Federal Bureau of Investigation, in addition to the

dietitians.

Uniformed service members can self refer by calling 707-423-7867.

Be more active: The heart is a muscle and activity strengthens it.

The American Heart Association recommends at least 150 minutes of moderate intensity aerobic activity each week or 75 minutes of vigorous activity. Short activity periods throughout the day count and can be easier to maintain long term.

Quit tobacco: Tobacco and nicotine raise blood pressure, damage blood vessels and increase heart rate. Talk with your provider about quitting options or call 1-800-QuitNow for counseling and support.

Get healthy sleep: Most adults need seven to nine hours of sleep nightly. Try consistent sleep schedules, dim lights before bed and reduce screen time.

Active duty members can self refer to the six week Cognitive Behavioral Therapy for Insomnia class at David Grant Medical Center by calling 707-423-5174.

Manage weight: Maintaining a healthy weight helps the heart function effectively. Discuss goals with your provider or a registered dietitian. Military OneSource offers coaching support at 800-342-9647.

Control cholesterol, manage blood sugar and manage blood pressure: A healthy lifestyle supports healthy levels. Recommended ranges include LDL cholesterol at or below 100 mg/dL (milligrams per deciliter), fasting blood glucose less than 100 mg/dL and blood pressure less than 120/80 mm Hg. Work with your health care team if levels are elevated.

Though military demands can make heart health challenging, these strategies can be implemented step by step. With consistent effort, you can keep your heart strong through deployments, permanent change of station moves, shift work and everyday life.

McKinzie Alston is a registered dietitian nutritionist with Nutritional Medicine, 60th Medical Group, Travis Air Force Base

Assistant U.S. Attorney Lindsey Schmidt and Trial Attorney Leslie Esbrook of the Justice Department’s National Security Division prosecuted the case.

“Our warfighters depend on disciplined protection of classified information,” officials said. “Any unauthorized disclosure puts lives and missions at risk, and we will aggressively pursue those who violate that trust.”

The Heart of the Devil Raiders: A salute to spouses

1st lt. JessicA MclAughlin

621ST CONTINGENCY RESPONSE WING PUBLIC AFFAIRS

JOINT BASE

MCGUIRE-DIX-LAKEHURST, N.J. — Devil

Raiders are the force that brings order to chaos, operating on the front lines of contingency operations around the globe. Their work demands focus and dedication. But their ability to succeed in these demanding jobs is deeply connected to the encouragement they receive at home.

Devil Raiders provide a foundation of stability and encouragement that allows service members to face any challenge with confidence, knowing their families are strong and cared for.

Being a Devil Raider spouse means navigating a life of unique challenges. From managing the household during deployments to creating a new home after every move. They are the constants in a life of change, the leaders on the home front who build connections and look out for one another. They are the heroes who foster a close-knit and supportive community, ensuring that no family feels alone. This quiet, steady reassurance is the strength that holds the Wing together.

To help foster this sense of community, each squadron has volunteers who make up the Commander’s Key Support Program. These individuals, known as Key Support Liaisons (KSLs), act as a friendly and reliable link between unit leadership and families. They are trained to be a listening ear, a source of information, and a guide to the many resources available. Their work is a testament to the spirit of service that defines the Devil Raider community.

This year, the 621st Contingency Response Wing is proud to recognize two of its most dedicated Key Support Liaisons as annual award winners for their

Publishers: Foy S. McNaughton and T. Burt McNaughton Advertising Manager: T. Burt McNaughton Editor: Todd R. Hansen Layout : Aaron Rosenblatt

outstanding contributions.

Mrs. Jessica Domincovitch of the 621st Contingency Response Squadron has been instrumental in organizing squadron events, streamlining communications, and ensuring members and their families receive the support they need both on and off base.

Similarly, Mrs. Jessica P. Chasteen, serving the 821st Contingency Response Squadron, has provided immense support through multiple deployments, created opportunities for spouses to make connections, and partnered closely with the Military & Family Readiness Center. Their work is a testament to the spirit of service that defines the Devil Raider community.

The success of the 621st Contingency Response Wing is about more than just the mission; it’s about the people who help

enable the mission. The 621 CRW extends deep gratitude to the Devil Raider Key Support Liai-

sons who are an essential part of the team. Their unwavering efforts make everything possible.

Alexandra Broughton/U.S. Air Force file (2025)

An airman assigned to the 1st Special Operations Wing holds a drone following training at Hurlburt Field, Fla., Nov. 5, 2025. The drones allow airmen to assess hazards from a distance with real-time, high-fidelity imagery, keeping them out of harm’s way.

From backpacks to bird’s-eye: Drones are transforming EOD

a lexandra broughton HEADQUARTERS AIR FORCE, OFFICE OF THE DIRECTOR OF CIVIL ENGINEERS

HURLBURT FIELD, Fla. — Across a stretch of open terrain at Hurlburt Field, Florida, two airmen assigned to the 1st Special Operations Wing began a race between machines. One guided a ground robot toward a simulated casualty, its treads working across dirt and grass. The other launched a small unmanned aerial system, or drone, which reached the site within seconds.

From above, the drone’s camera streamed a clear view of the scene before the robot made it halfway there. It’s a new kind of flight reshaping how explosive ordnance disposal airmen execute their mission – and how the Air Force strengthens readiness through innovation.

Before the adoption of modernized drones, EOD teams relied primarily on heavy robotic platforms to inspect potential explosive threats. The systems still provide valuable standoff capability but require vehicle transport and setup time, limiting their use during operations on foot. In those scenarios, airmen may have to approach hazards themselves.

Compact and portable drones can be carried in a backpack and launched within minutes. Operated from a safe distance, they stream real-time imagery that helps airmen assess hazards without approaching them. The drones give teams an unmatched view of any environment. They combine optical and thermal cameras for day or night operations with advanced 3D scanning that produces precise digital models in minutes, whether documenting blast sites or mapping entire airfields.

Drones can be used to establish a visual reference of a runway and to collect updated imagery after an incident. The data helps civil engineers quickly identify changes or damage, supporting

timely clearance actions and repair planning to resume air operations.

Built-in artificial intelligence also allows drones to operate with a high degree of autonomy. The system can identify and track targets, hold position, and navigate around obstacles with minimal operator input. These capabilities boost mission tempo and efficiency while augmenting the work of airmen, keeping them out of harm’s way and allowing them to focus on critical decision-making.

Drones have not yet replaced every function of traditional robots, but the two technologies currently complement one another on the battlefield.

“The big thing doesn’t currently have is manipulation,” an EOD airman explained. “I can’t pull a battery off something or flip something over [with a drone], but a robot can.”

Still, drones are increasingly assuming tasks once limited to ground platforms, expanding options for commanders and reinforcing the Air Force’s ability to adapt faster than its adversaries.

Introducing any new technology brings challenges, but EOD airmen at Hurlburt Field have moved quickly to overcome them. Through local innovation projects, the team acquired and tested drones early, giving them a head start in integrating the capability into daily operations.

“We’ve had the ability to work through a lot of the growing pains much faster,” said an airman assigned to the 1st Special Operations Wing. “Now we’re able to disseminate those lessons throughout the career field.”

That progress continues as airmen refine training and certification standards while identifying where drones provide the most operational value.

“A lot of this is going to fluctuate based on use cases, because we all have a general idea

See Drones, Page 7

Delivering deterrence: Sentinel restructure to complete in 2026

Secretary of Public a ffair

ARLINGTON, Va. —

In direct response to the 2026 National Defense Strategy’s call for urgency and speed, the U.S. Air Force rolled out its plan for the LGM-35A Sen tinel program, which will deliver the nation’s next-generation, modern ized, land-based nuclear deterrent to America’s warfighters. Leveraging considerable progress over the last 12-18 months, program officials are exe cuting a transformed acquisition strategy paving the way to complete the restructure and achieve a Milestone B decision by the end of 2026, while delivering an initial capability targeted for the early 2030s.

To accelerate critical modernization efforts, Secretary of War Pete Hegseth established the Department of War Direct Reporting Portfolio Manager (DRPM) for Critical Major Weapon Systems (CMWS) in August of last year. Reporting to the Deputy Secretary of War, the DRPM role places program like Sentinel, MMIII, F-47, B-21 and other major Air Force weapon system programs under a single empowered leader. The DRPM is explicitly designed to cut through bureaucracy and reduce decision latency across requirements, acquisition, infrastructure, and operational transition – ensuring the rapid delivery of capability at speed and scale.

“The DRPM has the direct authority to make decisions, informed by integrated inputs across the enterprise and in alignment with the mission priorities set by the Secretary of War and the Secretary for the Air Force,” said Gen. Dale White, director, Critical Major Weapon Systems. “That construct allows us to resolve tradeoffs quickly and move with the speed required to deliver credible deterrence – while preserving the discipline this mission demands.”

Under the newly established DRPM structure, U.S. Strategic Command remains the combatant command responsible for deterring strategic attack, Air Force Global Strike Command leads operational transition and readiness, and the Department of the Air Force executes acquisition and infrastructure delivery – all now synchronized through a single, accountable decision authority. This alignment enables faster resolution of cross-cutting issues that historically required sequential coordination across multiple

organizations.

Following a detailed review upon taking the position, White worked closely with the Sentinel team and determined the program is on track to complete the program restructure phase this calendar year. This comprehensive assessment, conducted in close collaboration with the program’s requirements and readiness stakeholders to ensure critical capability is fielded as expeditiously as possible, also solidified the early 2030s as the firm target for delivering initial capability.

Maintaining momentum and proving the technology

Sentinel is a comprehensive, once-in-ageneration modernization of the entire land-based leg of the nuclear triad, a key component of the nation’s integrated deterrence posture. It is a full-scale replacement of the missile, launch systems and command-and-control infrastructure with a new architecture designed with built-in adaptability for the digital era.

Throughout the restructuring process, the Air Force and its industry partners kept executing critical technical work on the system’s air vehicle, command-and-launch systems, wing command centers and supporting infrastructure. These sus-

tained efforts produced measurable progress over the past year, pulling technical risk left and informing future integration activities.

n Last fall, the program assembled Sentinel’s first complete three-stage ground test missile, a digital model brought to life, which will be used for transportation and emplacement pathfinder activities to prepare for the first flight.

n The Air Force and Northrop Grumman successfully completed a full-scale qualification test of Sentinel’s Stage-2 solid rocket motor in July 2025, which built on the successful Stage-1 qualification in March2025andadevelopmental test of the Stage-2 motor in January 2024.

n In September, the program completed the critical design review for the Sentinel Launch Support System, which will support all test and operational launches throughout the system’s life.

Together, these achievements provide tangible evidence of technical maturity and underpin confidence in advancing program decision timelines, enabling the shift from development to preparing the warfighter for the operational mission.

“The Sentinel team did the hard work to demonstrate readiness to advance key decisions, and they brought forward the data to support it,” said White.

“The restructured Sentinel program is the product of a deliberate, data-driven process and embodies our commitment to transforming acquisition.”

Preparing the warfighter for a seamless transition

While technology maturation continues, the Air Force is actively preparing missile wings for the operational transition to Sentinel. That preparation reached a visible milestone last fall when AFGSC took the first Minuteman III silo offline – a carefully sequenced step in planning and executing the transition from Minuteman III to Sentinel. This effort is managed by Site Activation Task Force (SATAF) detachments established at F.E. Warren Air Force Base, Wyoming; Malmstrom Air Force Base, Montana; Minot AFB, North Dakota, and Vandenberg Space Force Base. These teams of experts are on the ground, integrating with local units to meticulously plan the deactivation of old sites, construction and fielding activities in a deliberate, phased manner.

“Our Global Strike airmen operate the land-based ICBM force foundational to our nation’s defense, 24 hours a day, 365 days a year,” said Gen. S.L. Davis, See Sentinel, Page 6

Canadians, Danes boost cooperation through education

Alaska — When classes are in session at the Elmendorf Professional Military Education Center, all flights join in formation on the drill pad at the end of the duty day for the retreat ceremony. It’s a familiar sight for members of the U.S. Air Force; the national anthem plays and the flag is lowered and stored for the night.

If, however, you were to witness this ceremony performed by the most recent Noncommissioned Officer Academy class, it might look a little different. A few members in formation aren’t wearing the same uniforms as everyone else. When the music first starts, you might not recognize the national anthem they’re playing. Following the flagpole to its peak, you’d see two red and white banners flying alongside the American flag.

This year, the Elmendorf PME Center welcomed members of the Canadian and Danish armed forces as students in the NCOA course as part of class 26-A. The academy serves as the second tier of enlisted PME designed to cultivate the leadership skills of noncommissioned officers as they prepare for the next stage in their careers. This collaboration with partner nations strengthens the impact of the curriculum by integrating the experience and perspective of foreign military operatives and building meaningful relationships among future allied leaders.

“A primary benefit is the cultivation of trust and interoperability with allied and partner forces, which is critical for the success of coalition operations,” explained Elmendorf PME Center Commandant, U.S. Air Force Chief Master Sgt. Adam Petersen. “Joint training allows the U.S. and its allies to establish a common understanding of operational procedures and doctrine, resulting in more seamless coordination when addressing mutual threats.”

The NCOA course spans 25 days and utilizes guided classroom discussion and experiential exercises to develop the students’ skills in team leadership, joint warfighting and strategic thinking. According to U.S. Air Force Master Sgt. Max-Eddie Ibarrientos, Elmendorf PME Center Faculty Development section chief, this format allows the students to take full advantage of the diversity of perspectives and approaches present in the discussion. Class 26-A has the unique advantage of

hearing from members of partner nations as well as other career fields.

“You can start to look at problems in only one way,” said Ibarrientos.

“I had a colleague who used to say that ‘proximity changes perspective’ and that’s really stuck with me. Exposing your leaders to points of view from other career fields or other countries helps you to see issues and solutions from perspectives you might not have been able to see before.”

Royal Danish Air Force Master Sgt. Nanna Christiansen, an NCOA student, loves managing and working with people. She joined the RDAF from the private sector through a special program for individuals with relevant civilian experience and education. She was excited for the challenge of leadership, and the program has allowed her to progress through the ranks at an accelerated rate.

“I feel like I can bring my classmates the human perspective to leadership,” said Christiansen. “We have different kinds of contracts in Denmark. I’m able to leave whenever I want and so are most of the people I work with. We have to focus more on fostering personal relationships with employees, consider their work life balance and take their point of view into account.”

The discussion-based nature of the course allows the students to get to know one another on a more personal level, to form connections and even friendships. This is an intentional design feature of the course as these connections have real-world implications for the completion of future exercises and missions.

“The biggest thing you’re going to take out of PME is networking,” said U.S. Air Force Tech. Sgt. Travis Porter, an Elmendorf PME Center instructor. “As leaders, we’re trying to get a job done. You never know when you’re going to need a medical laboratory sci-

entist, or someone from finance, or a member of the Canadian or Danish armed forces. You should keep that in mind and come in ready to build relationships, and ready to hold on to those relationships.”

Royal Canadian Air Force Sgt. Lyle Multon, an NCOA student, has been in the RCAF for 30 years. As a young man he never saw the military as a future, but he says he has loved every minute since he joined. During his career, he has worked with the U.S. Air Force many times including in North Bay, Ontario, Canada; Hill Air Force Base, Utah; and Tinker Air Force Base, Oklahoma. In each location, Multon worked with the same U.S. airman.

“What are the odds right?” said Multon. “I met that one USAF member on three different occasions doing three different jobs. I had to ask him if he was following me.”

Royal Canadian Navy Petty Officer 1st Class Jeremiah Young, an NCOA student, loves that NCOA allows him to interact with U.S. Air Force personnel. Though he’s been in the RCN for 21 years, he hasn’t had as much contact with U.S. forces as his Canadian colleague. The experience has taught him a lot about operating in a joint environment.

During an experiential exercise, he said he started to see the solution to operational problems in a different light.

“We were able to relate to one another on a personal level, and I was able to associate a set of skills with an individual,” said Young. “I could put a face to a trade.”

This revelation highlights the importance of real, personal cooperation to the concept of interoperability. Despite the relative size differences between the U.S. forces, and the Danish and Canadian forces, these institutions are made up of people who work together to solve problems and complete any mission placed in their hands. By recognizing this

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win big with the Travis Exchange. In 2025, the Exchange awarded nearly $500,000 in sweepstakes prizes to service members, veterans, retirees and military family members.

Among the larger prizes was a Red Bull KTM Bike Sweepstakes won by retired Air Force Master Sgt. JR Parks, who served for 24 years and during the Vietnam War. The sweepstakes prize included a Red Bull KTM 450 SX-F Factory Edition Bike and a $1,000 Visa gift card, valued at $13,499 total.

“I usually enter the Exchange sweepstake contests, but this one was a much bigger prize than I was used to seeing. I really appreciate the opportunity, and I’m glad I won,” Parks said.

Military Star regularly holds sweepstakes for cardholders, including seasonal ones to celebrate the holidays.

needed to win.” The Exchange has sweepstakes for various communities, including military kids. The You Made the Grade sweepstakes has rewarded students in first through 12th grade for aboveaverage grades to encourage and inspire them to continue studying hard. Ninth grader Trenton Hall took home the grand prize in the form of a $2,000 Exchange gift card in 2025 at the Fort Gordon Exchange.

human element of military strength and working closely with allies and partners during the training phase, this NCOA course may have more effectively prepared its students for the fight ahead.

“Having solid allies you can trust can really make or break your ability to be successful,” said U.S. Air Force Tech. Sgt. Sherita Ariola, Elmendorf PME Center Operations section chief. “We’re stronger together.”

“I thought someone was pulling my leg when I got the call that I won,” said retired Navy Petty Officer 1st Class Billy Abrams, a veteran who won $5,000 in the Military Star card’s eighth-annual Home for the Holidays sweepstakes. “I was watching a NASCAR race when I got the news and assumed a Navy buddy was messing with me before I remembered the contest. I used my Military Star card a couple of times that month at the Edwards Exchange, and that’s all the luck I

“As a parent, I felt excited and incredibly proud because Trenton loves school and puts in a lot of effort both inside and outside of the classroom,” said his mother, retired Chief Warrant Officer 3 Tameka Hall. “I truly feel blessed to have such a wonderful child.” The Exchange hosts sweepstakes year-round, open to authorized Exchange shoppers 18 years and older, including Common Access Card holders and honorably discharged veterans who have confirmed their eligibility to shop online. To enter, shoppers can visit ShopMyExchange.com/ sweepstakes. To participate in the Free Friday drawings, shoppers can follow the Exchange on Facebook at Facebook. com/shopmyexchange.

“It is an honor to serve and support our nation’s heroes,” Travis Exchange General Manager Cathie Byrns said. “Through sweepstakes, the Exchange strives to bring joy to the military community, ensuring they know just how much we value their sacrifices and contributions.”

C3BM opens software developer student pipeline

RichaRd Blumenstein

DAF PAE C3BM PUBLIC AFFAIRS

HANSCOM AIR FORCE BASE, Mass. — Airmen software developers recently got a path to upskill their abilities and code, lethally.

The Department of the Air Force Portfolio Acquisition Executive for Command, Control, Communications and Battle Management launched its first iteration of a training pipeline meant to prepare airmen for the rigors of developing software capabilities in support of the DAF BATTLE NETWORK, Feb. 5.

Airmen who earn the 1D7X4P Air Force Specialty Code, software developer, from the 81st Training Support Squadron at Keesler Air Force Base, Mississippi, and receive orders to C3BM’s Kessel Run division, Operational Response Team division or Airspace Mission Planning division’s Conjure branch, now undergo specialized training to increase their technical skills.

“If you come to C3BM,

CA www.1ag .com

Staff Sgt. Seth Baldwin completes an assignment as part of the Portfolio Acquisition Executive for Command, Control, Communications and Battle Management’s first iteration of a training pipeline meant to prepare airmen for the rigors of software development at Hanscom Air Force Base, Mass., Feb. 12. The pipeline includes airmen

it is expected you bring a ‘tier 1’ excellence attitude,” said Senior Master Sgt. James Sweet, C3BM’s

senior enlisted leader.

“This PAE is expected to make the impossible possible, so we will bring the

Blumenstein/U.S. Air Force file

software developers from C3BM’s Kessel Run division, Operational Response Team division and Airspace Mission Planning division’s Conjure branch. The pipeline will provide them with technical knowledge in a range of subjects centered around software development mirroring industry standards and C3BM’s culture.

best to the table. Our leadership recognizes this and they are ensuring our airmen have the time and

tools to do that.”

The pipeline will expand on the airmen’s technical knowledge in a range of

subjects centered around software development mirroring industry standards and C3BM’s culture.

“This training pipeline gives airmen a common foundation on the principles and practices that C3BM wants to enforce and will greatly develop on the skills they learned earning their AFSC,” Sweet said. “As the Airmen go through this pipeline they will begin to learn additional skills such as software designer, product manager and development focused on cybersecurity.”

Students in the pipeline will have their skill levels evaluated throughout the course to determine their abilities at a ranking of level one to four. The length of time that students attend the pipeline will be determined based on their initial rankings during the evaluations.

“There are some airmen who may have experience with software development, but they’re just new to the military,” Sweet said. “We want to make sure that airmen with the

Railhead operations drive strategic mobility for exercise

Senior A irm An Johnny DiAz

JB ELMENDORF-RICHARDSON

JOINT BASE ELMEN-

DORF-RICHARDSON, Alaska — Large-scale arctic exercises far into the Alaska tundra require support just as sophisticated and robust as the operations themselves. It takes a coordinated network of planners, inspectors and transportation specialists working behind the scenes to move equipment safely and efficiently.

In support of the Joint Pacific Multinational Readiness Center 26-02 exercise at Fort Wainwright, Alaska, logistics professionals assigned to the 773rd Logistics Readiness Squadron and the 486th Movement Control Team, 17th Combat Sustainment Support Battalion, 11th Airborne Division, transported critical equipment for several Army units across Joint Base Elmendorf-Richardson, Alaska.

“The entire operation is a coordinated effort between the deploying units, the division transportation office, the movement control center, the installation transportation office, and Alaska Railroad representatives,” said William Lower, installation mobilization officer for the squadron. “It’s a continuous flow from planning through final execution.”

The logistics workflow starts long before equipment enters the rail yard. Personnel working with unit movement officers identify all gear to be shipped, then work with the movement control

center and other transportation offices to book the necessary railcars. Training for the loading teams ensures personnel are prepared and proficient when operations begin.

“By working in tandem with the [movement control center], our team ensures every piece of equipment is not only properly inspected but also loaded onto railcars precisely, according to the approved load plan,” said Army Capt. Benjamin Mohn, 486th Movement Control Team commander.

“This meticulous oversight is essential for maximizing the use of available space and ensuring equipment meets the Alaska Rail standards, guaranteeing that the train can transport the maximum amount of equipment possible in a single movement.”

A vital phase of the process is the transportation integrity and preparation for shipment

inspection. At the designated marshaling area, each vehicle and piece of cargo undergoes a detailed examination for transportability, mechanical soundness, proper documentation and safety compliance before being cleared for movement.

“Every piece of equipment receives a thorough TIPS inspection to ensure it’s mechanically sound, properly secured and documented for movement,” Lower said. “That step is essential to moving equipment safely and efficiently.”

Central to that effort was the railhead operation, a core logistics process that inspects, documents and loads military vehicles and cargo onto commercial railcars for movement up to the Joint Pacific Multinational Readiness Center. Railhead operations serve as a key node in the broader logistics network, ensuring that vital equip-

ment arrives intact and on schedule.

By housing both the movement control center and the installation transportation office within the 773rd LRS, the squadron ensures seamless integration of planning and execution, from initial coordination to cargo departure. This integration enabled the 257 TIPS inspections of the 65 railcars carrying vital equipment in support of the Joint Pacific Multinational Readiness Center.

“The [movement control center] and [installation transportation office] are integral parts of the 773rd LRS,” Lower said. “By bringing those capabilities together, we’re able to synchronize the entire process and guarantee assets are deployed safely, securely and on schedule.”

Railhead and movement control operations often go unseen by soldiers whose gear is already en route or in place. Still, these logistics professionals provide the backbone that enables units to meet training and operational objectives.

“The strong, trusted partnership between the [movement control team], the [movement control center] and all participating units is the bedrock of our success,” Mohn said. “This shared understanding allows our team to remain agile and effectively solve the inevitable challenges and friction that arise during complex operations, ensuring the mission is always accomplished.”

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commander, Air Force Global Strike Command.

“The activation of these SATAF detachments and turnover of the first Minuteman III silo is a clear signal: we are making real, tangible progress in accelerating the Sentinel program and fielding significantly improved long-range strike capabilities.”

A smarter, more efficient path to fielding

The restructured program incorporates key lessons learned to ensure maximum efficiency.

The decision to build new silos, for example, avoids the unpredictable costs and safety hazards of excavating and retrofitting 450 unique structures built over 50 years ago, and is a prime example of choosing a path that delivers capability with greater speed and less risk.

The program is also adopting an agile acquisition methodology, using a deliberate “crawl, walk, run” approach to its flight-testing campaign. This incremental strategy allows for earlier testing of key components, validating technologies sooner and ensuring a more reliable path to full system integration.

The Sentinel program remains one of the most complex modernization efforts in Air Force history. By executing this deliberate, data-driven strategy, the Air Force is committed to delivering on its promise: a safe, secure, reliable and credible deterrent that will provide a bedrock of stability for the nation and its allies for decades to come.

“The Sentinel program is moving forward with purpose and momentum,” said White. “We have the right strategy, we are proving the technology, and we will deliver on our promise to provide our Airmen with the modern, credible system

they need to deliver the unwavering deterrence our nation requires.”

Looking ahead: From digital design to concrete reality

This program momentum will become even more visible in the coming year as digital designs are translated into concrete and steel.

n This month (February), teams will break ground on a prototype launch silo at Northrop Grumman’s Promontory, Utah, site. This crucial effort will allow engineers to test and refine modern construction techniques, validating the new silo design before work begins in the missile fields.

n This summer, prototyping activities at F.E. Warren AFB will validate innovative utility corridor construction methods, which are key to streamlining the installation of thousands of miles of secure infrastructure and fielding the system faster.

n Meanwhile, foundational construction on permanent facilities is already well underway. The first of three new Wing Command Centers is taking shape at F.E. Warren AFB, and critical test facilities are being erected at Vandenberg SFB to support the future flight test campaign. This methodical progress paves the way for the program’s next major operational milestone: the first missile pad launch, planned for 2027.

“A modern, reliable ICBM force complicates an adversary’s decisionmaking and provides the President with credible options – the very cornerstone of strategic deterrence,” stated U.S. Navy Adm. Richard Correll, commander, U.S. Strategic Command. “The deliberate progress being made on Sentinel ensures, that for decades to come, there will be no doubt in the minds of our adversaries about the credibility and readiness of our nation’s nuclear deterrent. That is the ultimate deliverable.”