(1 December 2020) Our entire Integrity ISR Family wishes you a safe and enjoyable Holiday Season. We look forward to serving you in 2021!
(11 November 2020) At Integrity ISR we value Veteran’s so much that every one of our team either served or had a mom or dad, husband or wife who did. That’s a bond we hold on to and cherish. Thank you to all our Veterans on this day (and every other day) and thank you to those still serving. Your sacrifice and willingness to answer the call or support loved ones who are is always inspiring. God Bless to all who have served.
(6 October 2020) Please join us in welcoming our newest teammate – Benjamin (Ben) Truitt – to the Integrity ISR family. Ben brings a wealth of experience in training, cyber intelligence, and all-source analysis. He brings with him great operational and educational experiences that will help make the instructional team at Vandenberg even better.
(4 October 2020) At Integrity ISR we are active supporting our communities and not only give but participate in the awesome ways to reach veterans, young people, and our neighbors. We have long partnered with Aggie Moms — who last year focused on the Veteran’s Center and this year is focusing on mental health and ways to better reach those who are struggling. Integrity ISR team members have spoken and volunteered our time to Aggie Moms and ask you consider a donation of time or resources to these wonderful ladies! https://aggiemoms.org
(25 September 2020) One of the greatest things about being part of Integrity ISR is giving back to the communities where we live, work, and serve. Our Company President Danielle Storan, and co-founder of the Dyslexia Network, has worked tirelessly to raise awareness, provide focused training and education for teachers, as well as inform parents on how to best help their children challenged with Dyslexia. She was recently interviewed by KXAN of Austin and did a fabulous job representing this awesome group. THANK YOU Danielle for your service and sacrifice for kids and for Austin (and thanks to the “other” stars on camera for this interview)!
(23 September 2020) A huge welcome to Brad McWhorter, the newest member of the Integrity ISR team! Brad will open a new location for us working as a Senior Analyst with AFCENT/A2 at Shaw AFB.
(18 September 2020) Integrity ISR is thankful that we have a heritage in the United States Air Force and are very thankful for the men and women and their families who continue to sacrifice for freedom and our great nation. Happy Birthday US Air Force!
(17 September 2020) We are thrilled to have Chad Miner join the Integrity ISR team as our Vice President of Business Development! Chad brings a wealth of knowledge and experience that will help propel Integrity ISR into new and exciting areas of operation!
Leaders, Start Preparing for Autumn; Start Thinking Now
By Tom Ruby
(24 August 2020) Our friend and collaborator Tom Ruby has once again thoughtfully considered the future and what the next (and potentially chaotic) few months might be. In this piece he artfully examines the societal, healthcare, and political implications of “Autumn” and what the renewed and significant contact brought by the return to school and the reopening of life combined with the fall election cycle might mean to the US. Read it and consider…
(6 August 2020) A GREAT article from friend and team mate at Endera, Mr. A.J. Cook. It is a absolutely new environment, and A.J. has clearly articulated the next steps in The New Normal for Corporate Security Leaders.
(24 July 2020) We will be part of a tremendous Webinar Wednesday 29 July at 12:00 PM CST/1:00 PM EST, sponsored by our good friends at Thomson Reuters and Endera. We’ll be discussing the significant changes ongoing and around the corner as a result of COVID-19. Look forward to the discussion and the audience Q&A. Register here: https://lnkd.in/eKE_Zcu
Leaders: Pause and Assess – Are You On Your Flight Path? Does It Need Updating?
By Tom Ruby
(1 July 2020) We’re now half a year into the Covid-19 Pandemic. So much has changed and so many experts have missed the performance or integrity cut that few people can be certain they have confidence in what is real and what isn’t. Now is the time for business and government leaders to assess whether we are on the path to make it through the pandemic healthy or whether we’re about to fly into a mountain. And it’s foggy. And turbulent. Murky and unstable air ahead. Let’s reassess this together.
The focus of what we are talking about here is not political decisions. It is not about leadership successes or failures, and its not about which team is better going forward after November. What is important to discuss here is some considerations for making better choices in the future – and by future we mean weeks and months. It is clear that the United States was ill-prepared for a true pandemic and we are now living the consequences. The sequence of decisions – both action and inaction – are what propelled us to this place. We are where we are today and we can’t change that by merely pointing out past mistakes. We can and should, when appropriate, discuss how different decisions months ago might have altered our courses, but only insofar as that is helpful for recognizing those same moments now and correcting our course for the future. There will be innumerable after action reports, hearings and board meetings, and very likely, recriminations. There will be the inevitable books, all with variations on the title “If Only They had Listened to Me.” The real question for leaders is what can we do now to make a difference in the near term?
To begin, we’d like to point out that this pandemic was not only foreseeable, but foreseen by many. The point isn’t that some made the wrong bet, but that this kind of event is out there and lots of people see it coming. Because it hasn’t happened doesn’t mean it can’t or won’t. Assign someone in your organization or business who you trust to think about and research the playing field for opportunities and threats. In this case we mean an unanticipated but existential threat to your organization. The pandemic is not the only such possibility. Included in your planning should be pandemics, natural disasters, political turmoil etc.
And you should do this not just every 5 years when you update your strategic plan, but at least every year. Preparation is rarely expensive. Having a meaningful plan to cope with a catastrophic event in your business is about thinking through the challenges and possibilities. In some cases there may be material requirements but mostly you need a plan and the discipline to follow it when called upon. And then most importantly, act on the information you are given. Hiding from the inevitable won’t make it miss you.
While many leaders have commented on the fact that China did not provide a clear understanding of the severity of the outbreak in Wuhan and beyond, the data even then told a clear story for those who looked and thought it through. This led to uncertainty and perhaps a delayed political response in the rest of the world. However, when the first signs of this pandemic started slowly rising to the level of daily media noise, some epidemiologists and others who study societal trends realized quickly that we were on the cusp of an explosion. The very globally interdependent economy would soon see these few detected cases become a raging wildfire of pandemic worldwide.
Some prepared the best they could by ordering stocks of materials they’d need before competitors realized there was even an issue. Many businesses and entire industries, such as hospitals and health care networks realized very quickly that just-in-time logistics cannot be relied on when very few manufacturers are suddenly inundated with orders from around the world while the factories that make the products are shutting down with sick workers. Most public health officials worked their normal bureaucratic channels to distribute existing supplies and ramping up manufacturing of additional material. Others hoarded what they had realizing they could not buy replacements. In short, the size and nature of the emergency and what would be required was grossly underestimated. Local authorities expected the State to do something. States expected the national government to respond. Meanwhile the pandemic spread. It just kept going.
Regardless your segment of business, industry or government, you will be faced with a simple but important, two-sided consideration. If you wish to be able to ride out a sudden hit to your logistics system, then you need to pay the price of maintaining sufficient inventory to take you through whatever crisis you can foresee. that means keeping an appreciable amount of inventory on hand for such an emergency and rotate stock to ensure quality an usability. If you are unable to do that because of low margins or you’re willing to accept the risk, then you’ll be in the same boat as everyone else and may have to let your promises on what you can fulfill slide to the right on the calendar and hope your relationships can weather the storm.
The situation will eventually resolve, but the landscape on the other side may be very different from the one you played on before the crisis. Your supplier might have gone under and you end up waiting in line with others hoping to get some materials while the remaining players take months or years to build up new capacity. It is even more important to be agile enough to shift suppliers and partners AFTER the crisis has passed if required. To restart, sustain, and perhaps even increase production may look very different from today’s block-chain enterprise. Contingencies must both be evaluated and exercised to determine their viability.
These are not all easy choices. But, if businesses and governments are to survive and thrive, then strategic planning for existential crises is an absolute MUST and options must be evaluated in advance. Many of the decisions our leaders have made during this crisis have been reactive. Reactive decisions generally are of poorer quality and because of timelines do not allow you to explore all the variables which affect the situation. Having a plan that is known, tried, and evaluated in advance nearly always beats one developed on the spot. Your survivability depends on thinking through these potentialities. Businesses may have to accept making a choice to work at the margin and have nearly no room for the unexpected. But those that do probably shouldn’t sign a long term lease.
Many economist and business leaders are concerned about the economic loss. Market Watch predicts the costs of the pandemic have not been fully established but are in the $19.9 TRILLION range over 5 years. But it isn’t only monetary costs we ought to consider as leaders. We need to consider the cost of a massive demographic change. Low birthrates will necessarily drive changes to business opportunities, not just insurance actuarial tables. As fewer people are born and enter the workforce, fewer taxpayers are available to pay for programs that ever more people are demanding. With more people dying of the disease than would from all causes in a normal year, this demographic trend must be taken into account for long-term plans by businesses that order materials and predict sales based on population.
When that lower birthrate kicks into affecting economic power in 20 years or so, it will necessarily impact downstream variables such as poverty and health and not just birthrates in the US. What has been for the last half century the world’s leading consumer economy, will have ripple effects on globalization writ large. As the Washington Post wrote, “The pandemic is interrupting the flow of workers, money and goods that increasingly bound the postwar world, helped to lift more than a billion people out of poverty since the fall of the Berlin Wall and delivered unprecedented stability and prosperity to much of the planet. To encapsulate: U.S. investment in China raised demand for soybeans that enabled Brazilian farmers to buy German cars.”
Businesses and governments should now be basing revenue projections, purchasing power and consumer demand on the factors the pandemic has dropped in our laps as opposed to numbers from last year before the pandemic. How seriously a business or government leader takes empirical evidence into account ought to factor significantly in a corporate board’s decisions for hiring and voters electing their representatives.
It is a modern miracle that globalization has helped lift over a billion people out of poverty worldwide. In 1975 half the world’s population lived in extreme poverty. Today that number is about 1 in 7. much of that decline is due to the effects of globalization. But if trends continue as they have the last four months, the whole world could be in trouble. Global economic integration has been severely impacted by the pandemic. In fact, in many places it has come to a near halt. And most countries are considering how to protect their own economies.
Should economic nationalism continue to trend in the same direction and if people around the world stay close to home and are unable or unwilling to fly around the world, and if restaurants continue to close at the rate they have been, then a significant portion of the global workforce will go from adding to their local economies and supporting healthcare and public works to drawing upon services that will be both more intensely drawn upon and at the same time less funded due to decreases in tax revenues. Add to this mix the real possibility of another financial collapse that could be worse than in 2008, and there will be far fewer options for business and governments to borrow.
In the last two years the world economy and in particular the US economy has been strong. Any analyst predicting the possibility of another Great Depression might have been laughed out of a room. Today those predictions must be taken seriously if you are to be recognized as a good steward of your people and resources.
You must also be concerned with visibly taking seriously, both in word and action, predictions about your future environment and the necessary the consequences of present actions. You have to consider the importance of the need for people to see that you take the situation seriously. For example, taking temperatures of those entering your work spaces can have a profound effect on the seriousness by which you take your worker’s safety. On the other hand, you must take into account that a large percentage of people who are presently contagious will not show any symptoms and can therefore unknowingly spread the infection. You have to consider how to mitigate against those realities. It doesn’t mean you don’t take temperatures. That is an important signaling mechanism to people about your seriousness; that you can be trusted in other areas of business.
You also ought to call someone in to help you think through what your labor availability will look like in the next several years as well as the market for your product. If you are a small college which bases its budget on full tuition that out-of-state and international (largely Chinese) student enrollment provides, you will have to consider how to pay your faculty and staff when those students aren’t available. If you’re a bank in Los Angeles, Nashville or New York who has home or equity loans out to freelancers who work in those artistic communities, you must consider how to deal with those clients when they are unable to pay their loans because they lost their jobs. The bottom line is that you must be aware of the changes in the market place both in terms of your raw materials and people as well as those that affect your product. What the pandemic has brought home to many is that the landscape can change dramatically and lack of plan to cope with those changes has a high chance of resulting in disaster.
Even if the predictions of the Second Great Depression comes to pass, the entire global way of life that has emerged over the last 50 years will not suddenly come to a crashing end. At the height of the Great Depression 70% of workers retained their jobs. While the prospect of 30% of the population going without work for an extended period of years would actually devastate the economy and change our way of living as a whole, there will still be work for most, meaning that we can and will get through the crisis. Bruised, certainly. Bloodied, perhaps for many or most. But the country and the world will recover. It may be slow and will likely be a quite different reality than we had before. There may be changes few foresee, such as the collapse of some countries, a degeneration of entire cities to real hopelessness, and families moving in with relatives into something wholly unfamiliar in this age, but more closely resembling the extended families of our history until before World War II. Businesses will hire employees to meet demand as it build back and do their best to expand the economy.
We should also be realistic with what such an economy could look like. It took humanity until the end of the last century to build a global economy in which intellectual capital held such a strong position and its purveyors commanded such high salaries. It took till the end of the last century for actual production of material goods to require such a small proportion of laborers and for that manufacturing economy to shift to a service industry that was so susceptible to economic downturns. The result is that a foreseen pandemic wipes out jobs and opportunities at both ends of the economic scale and the people who lost those jobs may be unable, even if they were willing, to shift into new jobs because of travel restrictions or inability to pay for a move, housing and job search.
Business and government leaders cannot pretend that the fragility of the system they created was not a necessary byproduct. That is done. They must consider how to go from here. Funding industrial foundations to lure factories is good. If those factories build and hire local workers. But if the global trade that the factories are based on is interrupted or halted, then that money is sunk and irrecoverable.
Leaders today are in perhaps the most precarious position since the last Great Depression. They cannot punt and leave decisions to their successors. They might be right or they might be wrong. But they must decide and act.
Think it through. Call for help. Be inquisitive. Play out all your assumptions to their logical conclusions. You can do it. As James Fallows writes in The Atlantic, every catastrophic accident has a chain of events that can be broken to prevent the accident. When accident investigation boards look back, they do so with precision to the facts and leave out emotion. Do the same thing today but looking forward.
(22 June 2020) Over the weekend Team Integrity ISR finished a second round review for the Department of Health and Human Services Center for Disease Control (HHS/CDC)’s re-look at its artificial intelligence/machine learning (AI/ML) approach and analytical competencies. Our experts reviewed the Information Environment and The Analytical Process that the COVID Team has used create both decision and predictive reporting. We will be making a series of recommendations to help HHS get a structure around their Advanced Analysis efforts. We’re honored to be part of the future.
(19 June 2020) This is a historic day for the United States Air Force. Chief Joanne Bass has been selected as the 19th Chief Master Sergeant of the Air Force! She is a longtime friend of Integrity ISR, and many on our team have been mentored by her enthusiasm, innovation, and love of the Air Force. She’s a terrific choice – You will KILL IT Chief! God Bless from all of us at Integrity ISR!
(12 June 2020) Today we celebrate Women Veteran’s Day. The first celebration was held on June 12th 2018 to honor the 70th anniversary of the Women’s Armed Service Integration Act. We’re proud of all our women veterans – in Integrity ISR and across the nation. THANK YOU for your service and sacrifice!
(2 June 2020) Team Integrity ISR just finished the third review of the COVID-19 AI Task Force Report. We provided SME input as active users of AI to help inform the predictive inconsistencies and the Big Data challenges with accurately measuring the real human impact of this crisis. The report itself is still working its way through staffing but here are four clear conclusions that bring into clear focus the current state of Artificial Intelligence, Machine Learning and associated technologies. This is a complex effort but these are the general conclusions we discovered :
1. There MUST be a close relationship with the customers (SMEs) and end users of AI analytics to refine the powerful capability of AI
2. AI does not create decision-quality data until it is assessed and made credible by a human analyst. This could not be more crystal clear in the endless stream of inaccurate predictions made across all aspects of the response — from the National Agencies to states to localities.
3. The Big Data companies often lack the agility and responsiveness to keep up with the evolving landscape. In many cases companies have only a hammer and all pro
4. The US Government AI effort is fragmented, disconnected and ineffectively applied.
The Team is hopeful for improvement. Time will tell.
(25 May 2020) Today we remember wonderful, beautiful Veterans we’ve lost over the years. We also remember the Gold Star Families they have left here for us to care for. Our team is full of actual real-life heroes whose lives are full of so many important and wonderful people who have made us who we are today. We’d like to remember three who are especially on our hearts as we remember. A1C Elizabeth Jacobson, 1Lt Rosyln Schulte, Edward J. Seitz, and Lt Col Donnie Holland. There are so many more to remember but these hit especially close to home. God Bless all our men and women who have made the ultimate sacrifice.
(21 May 2020) Friends — thanks to all of you who responded to the Anniversary of the founding of Integrity ISR. Because of all of you it has been quite a journey since 2012 starting out as just a consultant and now with a growing team. God’s grace has been there all along the journey — we’ve learned so much about how great businesses run from the powerful team mates like FEDITC and Leidos. We also have seen the worst side of how not to run a business from others. But all things do work together and we continue to create something new and wonderful. Super thankful and looking forward to the future.
#sograteful #teamwork #thankyou
It’s always great to get an endorsement from a colleague who is respected in Education, Government, and Industry as well as with our Coalition Partners. Thanks Tom, for all the support. We truly value the great relationship between our companies!
Time For a New Corporate Training Program
by Tom Ruby
(18 May 2020) Pretty much everyone has tired of the novelty of Zoom meetings and Zoom Happy Hours. And yet we can be assured that we will be conducting core office meetings electronically beyond the foreseeable future. Even after the Covid-19 pandemic is a memory, the effects will linger in the form of working from home and drastically reduced office space.
In the mean time, companies will have to fulfill their annual employee training requirements. This is the time to change your old training routine and go from the same soul-crushing training to something that will actually move the company in a new direction towards innovation and meeting your corporate objectives. We all know the reason companies accept crappy training is that it is easier to pay the consultants you have on contract for training, even if it is less than what you’d prefer, is that the pain of finding a new consultant and going through the procurement paperwork is worse to the person doing that work than the crappy training sessions are for the masses of employees sitting through it.
But I encourage you to use this time of change to step outside your comfort zone and find someone new, someone who has developed exactly what you need. There are a lot out there.
I recommend you look at Integrity ISR. I’ve spoken with Integrity ISR’s leadership team about their offerings. What strikes me as worthy of your consideration is that their offerings are applicable beyond the Intelligence and National Security community to the corporate business space. Their course offerings were initially designed to fulfill training requirements for national security operations. However, their team realized quickly how applicable certain concepts were beyond a narrow strategic lane.
For more visit Bluegrass Critical Thinking Solutions
(4 May 2020) Once again Team Integrity ISR has the opportunity to collaborate with our Teachers and Community. Its part of our company to get beyond just the narrow focus of DoD and be part of greater Solutions. District 15 asked for a session on on-line learning and methodologies to make the learning work with all kinds of students. #teachingteachers #learning
(3 May 2020) Integrity ISR is thrilled to welcome Curtis Johnson as our Executive Level Multi-Discipline Analyst/ Subject Matter Expert at Ft Meade! #weknowisr #wehireveterans
(3 May 2020) As part of our ongoing commitment to education and taking the lead from some of our team mates around the country Integrity ISR has made a significant donation to Comal ISD to help with technology and student work. In addition our team has been mentoring teachers in the community to better understand the ways to be successful in the virtual/synchronous/asynchronous environment. Working with our communities is a WIN for Integrity ISR!
(30 Apr 2020) As a small business ourselves, we’re proud to support our local communities and small businesses – especially now. Recently, Integrity ISR made a donation to support Drippin’ with Support – a big hearted effort in Dripping Springs, TX, to support our local small businesses and maintain a strong sense of community. We believe strongly in giving back – it’s one of our company’s core values and a reason we give our employees 2 paid days a year to donate their time and effort to their communities. It’s that important – while #WeKnowISR we also #LoveOurCommunity!
(29 April 2020) Once again Integrity ISR has been selected to be part of the Texas “We Hire Vets” program. To qualify a company has to have at least 10% vets and demonstrate a consistent commitment to veterans and their families. Currently, 96% of Integrity employees are veterans. We are proud to once again be recognized by the State of Texas!
(16 Apr 2020) Another AWESOME post from our team mate Tom Ruby! A great look at where leaders can and should go after this crisis is behind. Smart leaders will be thinking about these challenges NOW because changes are around the corner.
leaders moving forward post coronavirus
(9 Apr 2020) Even during this time of isolation Integrity ISR continues thought leadership and contributing to the community fully engaged wherever we can. Our team was asked to both host and facilitate this conference when it was to be in person. The IDGA leaders took the bold step to put this on line — not an easy feat and requiring a new and different kind of organization and use of technology. We’ve got a pitch as part of the National leadership contributing. Any feedback is welcome!
Intelligence analytics Summit
(7 Apr 2020) Congratulations are in order – Todd Morris is celebrating one year with Integrity ISR. Todd and his partners at Goodfellow AFB are advancing our nation’s capabilities to integrate with our international intelligence partners and growing partner capacity. Thanks for all you do, Todd!! #WeKnowISR
INTEGRITY ISR INSTRUCTOR SELECTED TO GIVE KEYNOTE TO 1st GRADUATING CLASS OF US SPACE FORCE
FOR IMMEDIATE RELEASE
Contact: Danielle Storan | (757) 870-7237 | email@example.com
Vandenberg AFB, CA – On March 26, 2020, the United States Space Force (USSF) graduated its first class of US Space Officers, following the successful completion of more than 100 days of intensive training in space operations to receive their Space wings. The graduating class selected Integrity ISR Instructor LCDR (Ret.) Rick Farotte, USN, to give the keynote speech at the graduation ceremony.
“We now offer you the keys to space,” Farotte said. “You wear the wings, it’s time to go out and dominate the ultimate high ground. You can’t begin to understand how excited we all are for each of you. We are proud of you. We have faith in your abilities to learn and lead us. Set your priorities, prepare your defenses, take a few punches and go win this one for the United States.”
In August 2020, Integrity ISR was selected to develop and instruct advanced space ISR curriculum that enabled the new space officers to understand, assess and ultimately plan space operations to ensure that the US will defeat adversary counter-space capabilities. Since that time, the Integrity ISR team has instructed more than ten space officer and enlisted classes at the 533 Training Readiness Squadron at Vandenberg AFB, CA.
Brigadier General (Ret) Kevin Wooton, former US Air Force Space Command Director of Intelligence and Communications, said, “What a fantastic confluence at our premier Space Training Ground: a career Naval Officer, with Intelligence and EW experience, selected as the outstanding faculty member and keynote speaker at Space Force’s first graduation. It’s the culmination of long journey and a great story!”
Farotte, a former Chief of Current Operations at the Combined Space Operations Center (CSpOC), used his experience to generate realistic scenarios for students that simulated the high-stress environments that Class 2020-01 would face when they report to their new assignments.
Integrity ISR offers a wide range of services for multi-domain C4ISR strategy, training and operations that enable ISR personnel to operate in any domain under any conditions, from permissive to highly contested/denied environments. Its number one priority is to strengthen US national security–by increasing US readiness and lethality, by building the C4ISR capabilities of US allies, and by fostering increased interoperability for tomorrow’s coalition warfighters.
(26 Mar 2020) We’re pleased to announce that Rob Sullivan was recently promoted to Director of International Training for Integrity ISR! Sully brings a vast amount of experience in the military and corporate worlds engaging with, and training, a wide variety of international audiences including Saudi Arabia, Mexico, Iraq, and across AFRICOM. We’re excited to get him into this role and help the company and the nation achieve increased interoperability with US allies and foster long-term relationships to strengthen US and global security. #WeKnowISR #globalsecurity
(6 Mar 2020) #Kudos to Travis Sampson for receiving an Outstanding rating on his Instructor Evaluation. We love reading words like “perfect,” “flawless,” “seasoned instructor,” and “vast knowledge” from our government customers! Travis Sampson, keep up the #GreatWork! #weknowisr
(6 Feb 2020) Congratulations to Austin Waggoner – he joined our team just a few months ago at Langley and is already a rock star. He’s been instrumental in testing, developing, and launching a new analytical tool set for the 480 ISR Wing that will change the way analysts take in information and translate it into actionable intelligence. The Wing Commander was so impressed with their work that Austin may very well find himself briefing COMACC next week! Austin has been a fantastic addition to Integrity ISR and the larger Leidos team working with ACC!
(29 Jan 2020) I am so thankful to be part of a team that does not see obstacles but opportunities and have shown time and again that Integrity ISR is full of fighters who are about self-development. I appreciate everyone who shares our desire to succeed and do something great for our country!
“Business is always a struggle. There are always obstacles and competitors. There is never an open road, except the wide road that leads to failure. Every great success has always been achieved by fight. Every winner has scars…. The men (and women) who succeed are the efficient few. They are the few who have the ambition and will-power to develop themselves.” ― Herbert N. Casson
(1 Jan 2020) We are so pleased and thankful for 2019. We grew from 3 Team Mates to nearly 10 times that, thanks to hard work and dedication and a lot of support from partners and friends. We are thankful for every person on our Team — coast to coast and overseas you make it so great to be part of a growing company. 2020 looks to be an even better year and from all of us at Integrity ISR — THANK YOU for making this year awesome! And we know 2020 will be even more spectacular. God Bless for the new year!
INTEGRITY ISR LAUNCHES ISR LEARNING FOR SPACE
FOR IMMEDIATE RELEASE
Contact: Danielle Storan | (757) 870-7237 | firstname.lastname@example.org
Spring Branch, TX (8 Oct 2019) – Integrity ISR launched into a new effort supporting Air Education and Training Command in developing the next generation of Space leaders through innovative ISR curriculum development and instruction at Vandenberg AFB, CA. Led by cutting-edge ISR space practitioners with more than 40 years of combined operational and leadership experience, the Integrity ISR team is shaping the way future space professionals are developed and molded through their initial training experiences.
In two short months, Integrity ISR drove major changes to the way intelligence is incorporated into the training regimen, ensuring more realistic and dynamic training evolutions for officer and enlisted students that reflects current and projected threats. The supported training squadron personnel already remarked, “Where were you all a year ago?”
Our core philosophy of utilizing instructional best practices and active learning techniques, coupled with a robust knowledge of adversary space and counter-space capabilities and doctrine, prepares future space professionals to operate with confidence and knowledge of the threat.
Integrity ISR offers a wide range of services for multi-domain C4ISR strategy, training and operations that enable ISR personnel to operate in any domain under any conditions, from permissive to highly contested/denied environments. Our number one priority is to strengthen US national security–by increasing US readiness and lethality, by building the C4ISR capabilities of US allies, and by fostering increased interoperability for tomorrow’s coalition warfighters.
For more information, please visit our website at http://www.integrityisr.com.
INTEGRITY ISR TO PROVIDE INTELLIGENCE TRAINING TO ROYAL SAUDI AIR FORCE
FOR IMMEDIATE RELEASE
Contact: Danielle Storan | (757) 870-7237 |email@example.com
Goodfellow AFB, TX (April 1, 2019)—On April 1, Integrity ISR, along with Kapsuun Group, LLC, will begin training students from the Royal Saudi Air Force (RSAF) in intelligence, surveillance, and reconnaissance (ISR).
The RSAF students will progress through two courses. The first course will teach intelligence fundamentals, including operational intelligence, imagery analysis, basic targeting, and weapons-specific training. The follow-on course will teach advanced ISR tactics and targeting/weaponeering.
The United States has long succeeded in developing and maintaining security cooperation among our allies by providing sophisticated weapons systems and pilot training. However, we are now reaching a stage where the US provides the intelligence training necessary to allow our foreign partners to properly analyze and prepare the operational environment. By doing so, we not only make them more capable, but we also aid in minimizing civilian casualties and collateral damage.
Integrity ISR offers a wide-range of services for multi-domain C4ISR strategy, training and operations that enable ISR personnel to operate in any domain under any conditions, from permissive to highly contested/denied environments. Our number one priority is to strengthen US national security–by increasing US readiness and lethality, by building the C4ISR capabilities of US allies, and by fostering increased interoperability for tomorrow’s coalition warfighters.
For more information, please visit our website at http://www.integrityisr.com.