The U-28: A Case Study in Innovation, Empowerment, and Results - Issuu (2024)

By Michael “D’Arg” D’Argenio, Col, USAF (Ret) and Jerry “J.” Haynes, Col, USAF (Ret)

Adapted from an original interview with the authors by Maj Rich Harr

Introduction

By Donald Wurster, Lt Gen, USAF (Ret) AFSOC Commander #8, 2007 - 2011

The U-28 story is truly one of the great examples of urgent need, rapid response, creative production, and human exceptionalism. In early 2005, there was a compelling requirement for additional intelligence, surveillance, and reconnaissance (ISR) to support special operations. Actions on the battlefield focused on man-hunting and the mantra of find, fix, and finish was central to removing high value targets through direct action operations. Successful tracking and targeting of these individuals became the mission of the U-28 crews. The program was managed by the Big Safari program office, part of Air Force Materiel Command, and the contract to modify, and deliver the aircraft was awarded to Sierra Nevada Corp. The aircraft selected was the Pilatus PC-12, a rugged single engine turboprop with a cabin size that was big enough to hold the equipment and the crewmembers to operate it in combat. Aircraft were initially procured on the open market and came in a variety of paint schemes and configurations. Some of the aircraft were painted dark grey like military aircraft, and pictures of those airplanes were used in all the briefings and public displays, allowing the rest of the fleet to “hide in plain sight.”

The mission equipment and co*ckpit configuration rapidly evolved through several iterations as crews and contractors adapted the systems to best accomplish the mission. Many of these improvements were developed and tested in-house by captains and majors empowered to act on intent. An organic research and development shop focused on desired effects and maximizing the aircraft’s time on station. Weight was a critical factor since each pound impacted the functional mission time. Because of the U-28’s low fuel consumption rate, each 300 pounds of weight we were able to cut increased the flight duration by an hour. In addition to finding the lightest weight equipment, the squadron also mandated a strict height and weight standard for the aircrews.

By the fall of 2006, the U-28s were the primary ISR platform supporting the assault forces. Those who carried the ball in the early days earned the respect of the supported forces because they made a difference on the battlefield. When reading this article, frame the dialogue with the SOF Truths and focus on how these Air Commandos achieved success by empowering their Airmen. “Any place, any time, any where.”

Background

In 2005, the Joint Special Operations Command (JSOC) identified a shortfall in airborne tactical intelligence, surveillance, and reconnaissance (T-ISR), caused in large part by the challenges the USAF was having fielding sufficient remotely piloted aircraft (RPA) such as the MQ-1 Predator and MQ-9 Reaper. US SOF had a validated requirement for more ISR orbits than current capabilities could fill. The decision was made to fulfill a portion of those requirements with a manned platform as rapidly as possible. This story shows how a joint team of Air Commandos were able to deploy the first two T-ISR aircraft into combat in less than nine months.

Early in the program, the team adopted the mindset of flexibility and determination—flexibility to overcome any obstacle placed before them and determination to support the ground forces to the maximum extent possible. Failure was not an option. Between 2006 and 2007, the 319th SOS grew from 6 to 14 aircraft, from 30 personnel to 150, and fielded both the Block-10 and Block-20 aircraft modifications. Thirteen years later, the men and women of the 319th, 34th, and 318th SOSs have employed the U-28 every day since its first combat sortie in June 2006. Today’s Air Commandos continue to mature this very potent ISR capability in support of the ground force commanders.

While the story is based on the rapid fielding of a very capable weapon system, what it primarily illustrates is that AFSOC’s strength is its people. What the U-28 team did is powerful evidence that people truly are more important than hardware.

The Idea

During the mid-2000s, the wars in Afghanistan and Iraq were focused on destroying the enemy’s networks. GEN Stanley McChrystal was changing the way our special operators were taking on the enemy by exploiting target intelligence in real time to strike additional, subsequent targets that same night, sometimes even in a different country. What made this new operational paradigm work was dedicated, agile, and high-quality tactical intelligence fused with persistent surveillance.

When we got the call to create and deploy what became the U-28 weapon system, we realized we had some significant organizational obstacles to overcome. Those obstacles included the institutional mindset, even at AFSOC, that what we wanted (and needed) to do could not be done. It was not the way the Air Force, AFSOC, or USSOCOM did business back then. So, with support from our senior leadership, we broke a number of acquisition and organizational paradigms along the way.

The initial mission announced for the 319th SOS, the first U-28 unit to stand up, was tactical mobility. By 2012, though, the mission was publicly announced as tactical ISR. The requirement we set out to satisfy was for full spectrum manned ISR, i.e., full motion video (FMV), signals intelligence, and a robust communication suite, with maximum flight endurance. We were hoping for six to seven hours duration, but that proved to be a bit optimistic. And, our goal was to execute the program within six months.

To achieve the goal of having the manned T-ISR capability into combat within six months, AFSOC, the joint Aviation Tactics Evaluation Group (AVTEG) at Ft Bragg, NC (led by Lt Col. Fran Iwanski, Lt Col Troy “VB” Vanbemmelin, Lt Col Mike “Grace” Kelly, MSgt Jerry Kokes, and other fantastic experts in the ISR shop), the Big Safari Systems Group at WrightPatterson AFB, OH (led by Col Kevin “Ducky” Hoffmann, Kim High and program manager, Don Miceli), and USSOCOM’s Program Executive Office—Fixed Wing (PEO-FW) all collaborated to (1) define the ground forces’ tactical ISR requirements, (2) evaluate aircraft and systems that would meet those requirements, and (3) rapidly field the capability. In project management one often hears that project success is based on three factors: cost, schedule (timing), and performance (quality). You can maximize two of them, but not all three. Because timing was the primary factor driving this project, we had to make compromises with cost and performance. Our process became one of asking what was commercially available and then what systems could be adapted for integration onto the aircraft, yet was sophisticated enough to meet strident mission requirements? With help from AVTEG to ensure the systems we were considering met or exceeded the acceptable performance standards, our goal became “an 80 percent solution fielded in six months.”

While the aircraft and systems team was going through the throes of procuring, modifying, testing, and fielding the airplanes and electronics, the other half of the team was working the people side, defining the personnel requirements and then hiring and training the operators and support personnel. The AFSOC Director 319th SOS Plankowners including assigned naval flight officers, support operators, and contract maintainers during the squadron’s first combat changeover in Aug 2006 of Operations, (then Col) Eric Fiel, tasked Lt Col Haynes, then the Chief of AFSOC Special Activities Stan Eval, to establish the initial mission essential task list. We rapidly put that together and he approved the first list for the U-28 on the spot. He then told us to front-load the squadron with pilots from AFSOC’s major weapon systems. His intent was to ensure the new capability fully embraced the Air Commando mindset. Lt Col Haynes then let it be known that he wanted to be a part of that initial cadre (J. Haynes, Andy Moss, Andy Jett, Scott Mallory, Rob Lundy and Dave Cox). Meanwhile, Lt Col D’Argenio was in North Carolina and was told that he would be returning to Hurlburt to start a new ISR squadron from scratch as its first squadron commander. A short time later, he was told that Lt Col Haynes would be his operations officer and the squadron leadership team set about the mission at hand.

Training the Crews

The first challenge was getting the pilots qualified. AFSOC leased a few PC12s, the civilian version of the aircraft, so we could get the pilots their basic flight qualification and instrument certification. We could also use the PC-12s for austere field landings and takeoffs, as well as night vision device (NVD) qualifications. We had to wait for mission training, though, until the U-28 was delivered. We were building the tactics, techniques, and procedures (TTPs) and our experience base from the ground up. On top of that, there was disagreement as to who would provide the combat systems operators for the back of the aircraft. Specifically, the question was who would operate the full motion video (FMV) system?

Because weight had a direct impact on the station time available, our first thought was that the combat systems operators would fly in the right seat of the aircraft. This would negate the need for an additional human and workstation in the cargo compartment—potentially about 300 pounds of weight. Given that the commercial version of the airplane is rated for single pilot operations and the pool of available pilots was small, we made the pitch to qualify everybody to single pilot standards and fly the aircraft operationally with only one pilot. While the command agreed to qualify all pilots to single pilot standards, we were unable to change the AFSOC mindset that we needed a fully qualified second pilot in the right seat during tactical missions. We were required to fly with two AFSOC pilots in the front of the aircraft and had to build a full crew station in the back for the systems operator. That decision reduced our on station time from seven to six hours. Ironically, when the Block-20 aircraft was fielded two years later, control of the second sensor was placed in the right seat crew position…exactly where many of us had initially said it should be.

AVTEG worked through joint channels to quickly find system operators for us. The Navy at the time had excess naval flight officers (NFOs) and pilots because they were retiring some of their multi-place antisubmarine, antisurface warfare, and strike aircraft. The experienced NFOs and pilots the Navy offered on a long-term basis were a tremendous addition to the squadron. The NFOs started their basic training before we had our first mission bird. To make up for that shortfall we sent them to the various vendors to get hands-on experience with the equipment and to become familiar with the systems that would eventually be integrated into the airplane.

The NFOs did a fantastic job bringing their expertise from a cross-section of platforms and missions: anti-submarine warfare, fleet defense, air superiority, and strike, to the 319th SOS. Each quickly grasped the importance of our mission and applied their various experiences to solve some of our technical challenges and refine our TTPs. Many of our current squadron traditions are the result of that joint flavor we had from the beginning.

In hindsight, the diversity of our crew force was invaluable. It worked as well as it did because that initial cadre focused on getting the right individuals into the unit. AFSOC reluctantly gave us the ability to select the initial members of the squadron, especially the aircrew. We defined our requirements in terms of background, physical fitness standards, body weight, flight hours, and experience. We interviewed each candidate to sort through their personalities, their attitudes, and their ability to operate in a dynamic and high operations tempo manner. We focused on getting the “right” person rather than getting the “best” person.

Initial crews were drawn from other platforms within AFSOC to imprint the new force with AFSOC culture and leadership philosophy. Then, crewmembers were imported from other weapon systems that were overmanned including the B-1, F-16, F-15, U-2, and others. As the U-28 fleet continued to expand, an influx of new pilots fresh from pilot training was brought in to fill the new co*ckpits. Training these crews focused on the mission and steeping them in the AFSOC culture that “prudent audacity” was essential. That tone reflected a focus on commander’s intent at all levels.

Embracing Innovation

One of the more innovative things we did in the squadron was to create a Combat Development Division (CDD). This was a union of tactical and technical expertise that was given the tools and the authorities to solve problems. We worked with USSOCOM PEO-FW to place a systems integration laboratory (SIL), replicating the mission equipment on the aircraft, in the squadron. The SIL became the incubator for upgrades to the mission computers, aircraft displays, datalinks, and aircraft configuration. Led by Capt Luke Savoie, the CDD was able to propose and try new ideas within the squadron before engaging with Big Safari and the contractor to determine if or how the changes could be implemented.

One example of how the CDD enabled a creative solution was when we changed the equipment and procedures to improve effectiveness and reduce the risk to force during vehicle interdiction missions. The procedure up to then was for the tactical operations center (TOC) to talk the helicopters onto the target by relaying what they were seeing on the video feeds. This was a difficult and sometimes confusing process. Our team realized that the video downlinks from our aircraft had excess capacity and capabilities that were not being used. By understanding exactly what the helicopter crews needed, when they needed it, and in what format, one of our smart software guys supporting the CDD (Capt Lou Pochet) created new code, tested it, and sent it to the crews downrange. The crews in theater tested the new software under operational conditions and recommended some changes. Within 48 hours of identifying an opportunity, mission-focused operators and engineers had created a new automated tool that significantly improved TTPs, reduced workloads for the helicopter crews, and helped to mitigate the risk in a dangerous special operation.

Another good example of the squadron’s innovative and persistent spirit happened in 2006. When the U-28 was initially fielded, there were multiple, non-integrated laptops used for system operations. The crew could not quickly access information across multiple crew positions, though. In addition, the user interface for the ISR systems required more attention than the operator could manage during complex mission scenarios. The 80 percent solution we had initially accepted to get this T-ISR capability to the fight now needed adjusting. The guidance to the CDD was, “Don’t limit yourself based on what you’ve seen or experienced in the past. Also, don’t limit yourself based on what you think will get approved or funded.”

The team did some research and identified several vendors offering nearterm solutions that were already flight certified. They then figured out how best to adapt the systems, displays, and interfaces, zeroing in on balancing capability, certification, and installation. After briefing the operations group and wing leadership, we flew an aircraft to MacDill AFB, in Tampa, to show it to PEO-FW. After giving the staff a static display and explaining what we were doing with the capabilities they had enabled, we put Col James “Hondo” Geurts, the program executive officer, into the right seat for a flight demonstration of a standard mission profile in the Tampa Bay area.

Once airborne, we mounted the hand controller for the sensor on his armrest, put the mission computer in his lap, and placed other tools necessary for him to do the mission around him in the co*ckpit. We then proceeded to run through a fairly routine scenario. We had him coordinate with the mission systems operator in the back of the aircraft, locate and track a target, provide data to the ground force commander, and coordinate with several other simulated aircraft providing fires, ISR, communications, and other support. As the scenario progressed, the extraordinary task loading became obvious. This was not an overly complicated mission, but it demonstrated what the aircraft and mission systems could do and also what they could not do because of the crew’s task saturation.

When he asked if we did this on every mission, our answer was, “Absolutely. Every mission.” At that point he realized we needed to upgrade the co*ckpit and the network, especially if we were to remain effective during the increasingly complex mission requirements being requested by the ground teams. Once we landed at MacDill AFB, Col Geurts discussed the proposed solution we had developed in the CDD. Over the next few months PEO-FW secured the funding and worked with all the stakeholders to obtain approval for the necessary modifications. The later, long-term result was the Block-20 U-28 with fully integrated avionics, communications, and mission systems, plus the addition of a second electro-optical and infrared sensor.

Empowering the People

One of the major intangibles that was key to our success was the culture of trust and empowerment we created in the squadron, and that was fully supported by AFSOC and the wing. Initially, the aircrews were worried about their left and right limits, and how far they could press. That’s not an unfair concern given the litigious nature of American society today and the constant stream of news articles telling of how this officer, senior NCO, or team leader is being punished, relieved, or prosecuted. The urgency of our mission requirements, though, necessitated some extraordinary trust.

Our attitude was to push the limits as far as we needed for mission success, but to keep the command team informed. We found ways to eliminate or at least reduce barriers to change. People were encouraged to experiment and to be creative. As you can imagine, folks were skeptical at first. As the senior leadership at Hurlburt grew comfortable with what we were doing and with the professionalism of our crews, their attitude became, “is it safe and is it important … if so, then try it.” Of course, humans can and will get out in front of their headlights on occasion. When that happened, the professionalism of the crews took over, the squadron leadership made a correction, and we learned from each instance.

The attitude of our people become one of pride, pride in the fact that relatively young officers and NCOs had the power to affect real change and enable mission success on the ground.

Conclusion

The Slayers of the 319th SOS created a legacy of excellence, flexibility, and determination during a challenging time in the history of AFSOC. New aircraft, new missions, and new bases were coming into the command. While exciting, it was also stressful. Through it all, the U-28 team stayed focused on the task — rapidly fielding dedicated tactical ISR for the teams on the ground who were taking on some of our nation’s worst enemies. In less than nine months, from concept to combat, we had airplanes and crews overhead, giving the teams what they needed. The systems have evolved and the number of squadrons has tripled, but the U-28s continue to provide unparalleled tactical ISR to joint SOF commanders … Any place, any time, any where.

About the Authors: Col (retired) Mike “D’Arg” D’Argenio is a command pilot with over 7,000 hours (1,088 combat) experience in 9 different aircraft. He has combat time in the AC-130H over Somalia and Bosnia, combat time in the AC-130U over Kosovo and Afghanistan, combat time in the U-28A over Iraq and Afghanistan, as well as combat time in other special operations aircraft. Col. D’Argenio retired after 25 years of service in April 2013. He continues to serve in the defense sector working on innovative solutions for manned and unmanned aircraft systems.

Col (retired) Jerry “J.” Haynes was the first DO and second commander of the 319th SOS and a member of the initial cadre for the PC-12/U-28A. He is a command pilot with nearly 5,000 flight hours, primarily in single and twin-engine turboprop special operations aircraft. He continues to support and defend the Constitution as a civil servant in the National Capital region. J. and his wife have two sons in college and twin girls in the home.

Lt Gen (retired) Donald Wurster was the 8th Commander of AFSOC. He is a command pilot with more than 4,000 hours in both special operations and combat rescue aircraft.