Speaking at the Potomac Officers Club Tuesday, Weatherington said âitâs difficultâ to quantify the enormity of the advances âbecause every month the quantities were going up quite a bit.â
Speaking of his experience with both the Predator and Reaper programs, Weatherington said that while they were âvery innovativeâ in some areas of the programs, there were opportunities for improvement in areas that operated very similarly to legacy systems.
âLooking at virtually every weapons system, and [seeing] what improvements in capability, what reductions in cost, what improvements in speed, we can getâ for improvements in capabilities and in reacting to threats, yields a wealth of potential opportunities, said Weatherington.
âA well-orchestrated system can be very dynamic in how we ⦠improve capabilities over time,â he said. Economy and decision aids are another area that he said could be improved greatly and âyou can apply that to any weapons system.â
Weatherington, a retired United States Air Force veteran, said most people familiar with the military know that itâs not âdelivering the shiny box â itâs delivering that shiny box with all the associated elements that deliver combat capabilitiesâ that is the challenge.
âItâs hardware; itâs people; itâs supply chain; itâs logistics support; itâs training; itâs everything necessary,â he said. Â Depending on the system, those could be fairly straightforward, or fairly complex, he added.
Unmanned systems have the ability to handle processes that machines perform better than humans, while enabling individuals to focus âon things that humans do really well,â said Weatherington. Another clear advantage for unmanned systems on the battlefield is that an Americanâs life is not at stake.
Given the dynamic nature of warfare today, human capital is the most expensive investment. Unmanned systems can speed decision-making and reduce costs, which can be turned into savings for âadditional capabilities [that] I can push through the system much more rapidly,â he said.
Weatherington said he often hears that the acquisition process is too slow but that âfrom my perspective, while we do need to maintain some discipline in the acquisitions process, the process can move pretty fast.â
Using the Predator as an example, he said that it took about 20 months to deploy. Todayâs acquisition process has a lot more flexibility than it did in 2000-2005 timeframe, he said.
A lot of the problems stem, not from the acquisition or requirements process itself, but from the Pentagonâs perennial budgeting woes, said Weatherington.
The department has been under âincredible financial stressâ in recent years, and âone of the waysâ to âcontrol that appetiteâ is to âthrottle the requirements process,â he said.
Key positions in the Defense Department still need to be filled, and several important decisions await the appointees. While career civil servants are doing their best to make sure the trains run on time, the number of unfilled positions remain a challenge for the DOD.
âSecretary Mattis is doing a lot of the heavy lifting pretty much by himself right now, and getting some other folks on staff that support him, and his picks for his team, would significantly help,â said Weatherington.
The 2017 budget did not have as much set aside for procurement as Congress had expected because the administration chose to focus on readiness. The 2018 budget should show an increased focus on procurement, said Weatherington.
The military âservices have a wish list; hopefully soon weâll have a topline number to budget against,â he said. âMy guess is it probably wonât be as optimistic as some people have reported it to be.â
He hazarded that the topline number might be slightly above inflation, but that the departmentâs budgeting woes were not getting âdramatically healthier.â
âThe threats increase every day,â said the Air Force Academy graduate. âFrankly, when I was wearing a blue uniform, there was a threat and we understood it pretty well. We had reasonably good intelligence on it; we knew what their priorities were. Today, not so much. That threat is much more diverse; itâs across the entire spectrum of conflict. Weâre engaged in a fight today [where]⦠it doesnât look like that fightâs going away; yet Iâve got almost the other spectrum thatâs continually increasing and so weâve got to balance a limited budget across all those areas.â
One of the greatest challenges that the government faces today is cultural, said Weatherington.
Some programs, like the space program, have run for decades in a low-threat environment and were typically very risk-averse, due to any issue turning into an enormous cost overrun.
That is fine; but âwhen the threat changes, now I need to motivate a very large culture to do things differently: be faster, take more risks, be more innovative,â said Weatherington. âThat is a challenge, especially when you look at the workforce dynamics of [a] communityâ where highly specialized people have remained fairly stagnant.
âFortunately, I think senior leadership understands that,â he said; but it can take time to change dynamics on the ground and in the hiring processes.