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Medical Service Corps Leader Development Create a culture of continuous learning generating adaptive medical leaders capable of leading across the competition/conflict continuum.

The opinions expressed on this page are meant to inform, create discussion and fuel intellectual curiosity and do not reflect those of the Medical Service Corps, Army Medical Department, U.S. Army or the Department of Defense.

The tourniquet defined battlefield medicine for 20 years. The next war may prove it is not enough.New paper out in Surge...
10/18/2026

The tourniquet defined battlefield medicine for 20 years. The next war may prove it is not enough.

New paper out in Surgery: the TALON Protocol.

Here is the problem. Tourniquets work when the wounded reach surgery fast. In a near-peer war like Ukraine, evacuation can take 24 to 72 hours or more. A tourniquet left on that long costs the limb and can cost the life.

Our answer: train forward providers to do a simple, bounded set of vascular control skills, expose the wound, control the vessel, tie it off or shunt it, and close a survivability gap that current doctrine does not address. It is a return to what wartime surgeons did a century ago, built for the next fight.

Link in bio for the full paper.

🎙️ NEW EPISODE | Be All You Can Be MSC Podcast20 years ago today, I commissioned into the United States Army.October 4, ...
10/05/2026

🎙️ NEW EPISODE | Be All You Can Be MSC Podcast

20 years ago today, I commissioned into the United States Army.

October 4, 2006 → October 4, 2026.

It's hard to believe it's been 20 years.

There have been incredible assignments, difficult ones, amazing leaders, tough lessons, lifelong friendships, plenty of mistakes, and opportunities I never could have predicted when I raised my right hand.

So instead of doing a traditional episode, I decided to celebrate my Army-versary by sharing:

20 truths I've learned in 20 years. Not a list of accomplishments. The things I actually believe now because I've lived them. And I'm counting all the way down to the lesson that probably took me the longest to truly understand:

#1: Don't be a job snob. Do a good job.

Your career won't always go according to plan. You won't always get the job you wanted. You won't always get the recognition. But people are watching when you don't realize they're watching. And over time, how you show up becomes your reputation.

This episode is probably one of the most personal I've recorded, and whether you're at year 1, year 10, year 20 or already on the other side of military service, I hope something in it resonates with you.

🎧 20 Years, 20 Truths

Available now on the Be All You Can Be MSC Podcast.

And to the people who have been part of my Army journey over these last 20 years, you know who you are. Thank you. ❤️

https://podcasts.apple.com/us/podcast/be-all-you-can-be-msc/id1701344539?i=1000793151194

https://open.spotify.com/episode/5QtA6E6mnJQvvQAV5R6NEt?si=xDn6pyatS8O4GDFva6dJhw&utm_source=copy-link

Podcast Episode · Be All You Can Be MSC · October 4 · 18m

In remembrance of September 11, 2001. Honoring those who made the ultimate sacrifice and the generations who answered th...
09/11/2026

In remembrance of September 11, 2001. Honoring those who made the ultimate sacrifice and the generations who answered the call to serve. Never forget.

The leaders most likely to burn out are often the ones everyone thinks are doing great.They’re dependable. They take the...
08/31/2026

The leaders most likely to burn out are often the ones everyone thinks are doing great.

They’re dependable. They take the hard assignments. They answer the phone. They solve the problem. They say yes when everyone else says no.

And eventually, being “the person everyone can count on” becomes part of their identity.

I know because I’ve done it.

After almost 20 years in the Army, one of the harder leadership lessons I’m still learning is this, your capacity is not unlimited.

And pretending it is doesn’t make you a stronger leader. It just means someone eventually pays the bill. Sometimes it’s your body. Sometimes it’s your ability to think clearly.
Sometimes it’s your team. And sometimes it’s the people waiting for you at home.

In the newest episode of Be All You Can Be MSC, I talk about the boundaries I wish I had understood much earlier in my career and a few I had to learn the hard way.

Including one that has become increasingly important to me,just because an opportunity is good doesn’t mean it has to be mine.

Every yes has a cost.

Strong leadership isn’t about how much you can carry. It’s knowing what deserves to be carried by you.

🎙️ The Boundaries Strong Leaders Must Set
Be All You Can Be MSC Podcast

If you’re the person everyone depends on, this one is for you.



Listen Now đź”—

https://podcasts.apple.com/us/podcast/be-all-you-can-be-msc/id1701344539?i=1000786875904

https://open.spotify.com/episode/6G9WufjDrCvNlaZJ2reCtf?si=BJ6vm-IyTC2VhhZK4TCfWg&utm_source=copy-link

Be All You Can Be MSC · Episode

Improve Readiness through Soldier WellnessPrevention Efforts in 82nd Airborne DivisionAs an Army, we check some things a...
08/27/2026

Improve Readiness through Soldier Wellness
Prevention Efforts in 82nd Airborne Division

As an Army, we check some things annually, but we do not check our heads with the same emphasis nor frequency. The consequences for lapses in intervention and prevention in mental health are well known and carry varying levels of sensitivity and complexity.

The authors of this article argue that this provides opportunities for novel approaches that make diagnosis and treatment less challenging. They propose wide adoption of the successful, cost effective (free) program they developed in 3rd Brigade, 82nd Airborne Division, the Panther Annual Wellness (PAW) program.

PAW leverages a partnership with Fayetteville State University to expand mental health resources to enable annual, face-to-face wellness checks for đź’Żpercent of assigned Soldiers with provider-driven follow-through, combined with continued familiarization with Soldier and family-related resources (e.g., access to childcare, spousal employment, financial services).

🗒️A few notes on the program.
• Everyone participates, reducing the stigma associated with asking for help
• Provides continuous exposure to resources and ensures a warm handoff with providers, as needed
• Enabled the identification of common occurrences among 82nd Soldiers and intervene with appropriate referrals and treatment
• Wellness checks were strategically conducted considering fluctuations in the unit’s operational tempo
• Master of social work candidates served under the watchful eye of behavioral health officers, with endorsement from Womack Army Medical Center. These scholars underwent an intensive training period, gaining practical counseling experience and an understanding of available resources to prepare them for nonclinical care during the PAW and subsequent service within their respective battalions.
• No data is collected on Soldiers other than attendance (~3,700 soldiers)
• Soldiers can access information from anywhere through a QR code
• Partners with Soldier and family services across post
• Utilizes a Public-private partnership with a local university, which is a model that can be replicated easily, at no cost, with a range of benefits to stakeholders

📊PAW Outcomes:
• Quantitatively, descriptive statistics previously trending negatively reversed course (e.g., serious incident reports, retention, suicidal ideation)
• Qualitatively, countless Soldiers provided testimonials about the program’s profound personal impact—particularly among the more senior-grade population
• Overwhelmingly positive response, with an average 9.23 rating of the program (1 = least satisfied, 10 = most satisfied)
• Over 1,600 soldiers (of ~3700) consistently commented to implement PAW twice a year and with longer sessions
• PAW implementation cost nothing 💸

🎯This novel approach builds readiness and combat power, and is ripe for further experimentation.

Army Reserve Medical Command Defense Health Agency Defense Public Health Navy Medicine U.S. Air Force Medical Service - AFMS Joint Trauma System AMSUS - The Society of Federal Health Professionals U.S. Army Health Information System Managers-70D Army Regent for American College of Healthcare Executives XVIII Airborne Corps Next Generation Combat Medic 75th Ranger Medical 335 Medical Evacuation Regiment

Happy National Airborne Day!! 🪂 XVIII Airborne Corps US Army Airborne School 82nd Airborne Division  Journal of Special ...
08/16/2026

Happy National Airborne Day!! 🪂

XVIII Airborne Corps US Army Airborne School 82nd Airborne Division Journal of Special Operations Medicine Next Generation Combat Medic Operational Medicine Tactical Medicine 75th Ranger Medical

Closing a Combat Power Preservation Gap - Musculoskeletal Injury đź’ŞMSK injuries account for over 80% of Soldier injuries,...
08/16/2026

Closing a Combat Power Preservation Gap - Musculoskeletal Injury

đź’ŞMSK injuries account for over 80% of Soldier injuries, 65% of medical non-deployability, and the majority of limited duty days, all of which represent a preventable loss of combat power.

Despite these staggering statistics, there is no requirement to conduct MSK screenings alongside the 8 areas screened annually (vision, hearing, dental, immunizations, cardiovascular health, cancer risk, behavioral health, and substance use).

The author proposes that Physical Therapists lead annual MSKI screenings with the PHA. This may result in a potential return of 390,000 profile days a year and more than 2,250 Soldiers off permanent profile (Army numbers - larger for Joint Force) to avoid preventable combat power loss. Additionally, 87% of all nonbattle injuries are attributed to the MSK system.

Additional Considerations:
• Screening can identify risk before injuries occur
• Soldiers that see a PT spend fewer days on profile, have lower disability scores, and lower medical costs
• A validated screening tool exists today. Soldiers that screen “red” would be flagged in the MEDPROS Commander’s Portal, replacing self-reporting with an objective risk score, and then route the “red” Soldiers to PT.

đź’­If we are serious about sustaining combat power and taking care of our people, should we listen to the author?

Defense Public Health Joint Trauma System Next Generation Combat Medic Army Reserve Medical Command Defense Health Agency U.S. Air Force Medical Service - AFMS Navy Medicine AMSUS - The Society of Federal Health Professionals Army Regent for American College of Healthcare Executives Physical Therapy

TWELVE BEDS AND A BET: A SHRUNKEN FIELD HOSPITAL AND ARMY INNOVATION4 Containers12 Beds40 Soldiers6 Hours 3 TriesThis ar...
08/15/2026

TWELVE BEDS AND A BET: A SHRUNKEN FIELD HOSPITAL AND ARMY INNOVATION

4 Containers
12 Beds
40 Soldiers
6 Hours
3 Tries

This article by Clay Manning explores how best to innovate with what you have on hand at the tactical level by recounting his experience reducing a Field Hospital to its most basic elements to adapt to current battlefield realities. A few highlights:

• Current field hospitals are comprehensive, self-sufficient and superb, provided it can sit still, be resupplied, and stay protected. War against a peer adversary revokes each of those assumptions.

• Lesson from Ukraine 🇺🇦: prolonged casualty care far forward, under fire, without assured evacuation, is the norm.

• Innovate like an Entrepreneur, not a Program Office to enable progress at the unit level
- Start with the means already in hand (e.g. people, equipment, and knowledge) and ask what can be built now.
- Commit only what you can afford to lose, which permits bold experimentation because the downside is bounded.
- Treat every setback not as a verdict but as the specification for the next iteration.
- Rather than forecast the future, create it.

• Give intent and constraints rather than a design and trust your team to generate solutions (hypothesis) worth testing.

• The real risk to innovation culture is grading as a pass or fail. To make the culture of innovation “sticky” past current leadership, document iterations, build enduring relationships outside the organization, and create a development path.

• Run cheap, fast, bounded experiments that let the future reveal itself one iteration at a time.

The next war will reward the medical force…and the army…that creates its future rather than waits to be told what it is.

There are interesting points in the article on what to do with a field hospital as well. Read the article posted in the comments to learn about hospital adaptations.

Army Medicine Operational Medicine Tactical Medicine Next Generation Combat Medic Prolonged Field Care Army Reserve Medical Command Joint Trauma System Defense Public Health U.S. Army Health Information System Managers-70D U.S. Air Force Medical Service - AFMS Navy Medicine Journal of Special Operations Medicine AMSUS - The Society of Federal Health Professionals Defense Health Agency 67J Aeromedical Evacuation Officers Army Regent for American College of Healthcare Executives

Conflict, CASEVAC, and the Golden Hour in the Age of Persistent SurveillanceThe author of this War on the Rocks article ...
08/10/2026

Conflict, CASEVAC, and the Golden Hour in the Age of Persistent Surveillance

The author of this War on the Rocks article benefits from operational experience on the Pokrovsk axis in eastern Ukraine 🇺🇦 and argues that casualty evacuation should now be understood not as a medical process, but as a tactical event conducted within a battlespace defined by persistent aerial surveillance, rapid fires integration, and highly constrained movement. The argument is framed by the assertion that casualty evacuation has not merely become more dangerous- the assumptions underpinning it have been rendered obsolete.

A few observations from the article:

• Observation, tracking, and strike are compressed into a near-immediate cycle. Under these conditions, the act of evacuation itself generates risk, often exceeding that posed by the initial injury.

• Speed, once associated with survival, now increases the likelihood of detection and engagement.

• The golden hour model is only valid in an environment where movement is possible without immediate detection and engagement.

• From the moment a casualty is identified (in the RUS-UKR War), the surrounding area is subject to increased observation. Engagement typically follows in 3-5 minutes. Targeting evacuation is often more efficient than attempting to eliminate dispersed personnel in cover.

• Terrain, obstacle belts, and mines restrict evacuation routes to few viable options well known by the enemy.

• Evacuation delays can extend far beyond doctrinal timelines making relatively simple interventions disproportionately important because they can be realistically sustained in static positions under threat.

•🚨🚨Personnel beyond designated medics require familiarity not simply with immediate trauma care, but with sustaining casualties over prolonged periods while operating with limited light, degraded communications, constrained supplies, and the constant expectation of renewed drone observation or follow-on strikes. Rank-and-file soldiers should be trained to a level that allows them to sustain life over extended periods under combat conditions.

•🚨🚨Medical personnel should now function as tactically proficient members of combat formations, capable of operating under persistent threat, rather than protected specialists positioned behind the frontline.

•🚨🚨The decision to evacuate is no longer driven solely by medical urgency. It is a tactical calculation that balances the survivability of the casualty against the risk to the wider unit. In some cases, this results in the deliberate delay or abandonment of evacuation attempts; the decision not to evacuate is not a failure of discipline or compassion, but a recognition of tactical reality.

•🚨🚨Soldiers fight differently when they understand that injury may no longer mean evacuation, treatment, or recovery. Small units behave differently when casualty extraction risks destroying the force attempting it.

•Combatants are more willing to accept exposure, maneuver aggressively, and sustain offensive momentum when they believe injury does not constitute potential abandonment. Under persistent threat, that assumption begins to erode, fundamentally altering the fighter’s appetite for risk. The issue is not simply fear of injury, but fear of remaining wounded and unrecoverable within a battlespace where movement itself attracts further engagement.

•The persistent, ubiquitous threat environment has contributed to battlefield suicides following injury, driven by fears of abandonment and subsequent capture.

•Casualty evacuation is a signature-generating tactical event conducted under continuous observation within an environment specifically designed to exploit movement. The act of recovery itself increasingly generates additional casualties.

The golden hour is not disappearing because modern medicine has failed. It is disappearing because battlefield conditions that once made it possible no longer survive under persistent surveillance warfare.

We must adapt.

Army Medicine Joint Trauma System Tactical MedicineNext Generation Combat Medic Prolonged Field Care Operational Medicine Army Reserve Medical Command Defense Public Health Defense Health Agency U.S. Air Force Medical Service - AFMS Journal of Special Operations Medicine Navy Medicine 67J Aeromedical Evacuation Officers U.S. Army Health Information System Managers-70D AMSUS - The Society of Federal Health ProfessionalsAmerican Medical Association Center for a New American Security - CNAS

The Military Health System (MHS) faces a growing structural misalignment between its peacetime healthcare delivery model...
08/09/2026

The Military Health System (MHS) faces a growing structural misalignment between its peacetime healthcare delivery model and its wartime medical readiness mission.

This paper, by Helen Lilly of the U.S. Air Force Medical Service - AFMS, breaks down the above problem and provides solution recommendations across two time horizons.

đź’ĄCORE PROBLEM: Many large MTFs predominantly serve a young, healthy beneficiary population that does not generate sufficient case volume or acuity to sustain combat-relevant clinical skills. Simultaneously, governance tensions between the Defense Health Agency (DHA) and the Services complicate accountability, data transparency, and resource allocation. The result is a system in which readiness is often subordinated to productivity metrics, and clinical currency varies widely across specialties and installations.

🎯NEAR TERM - PROTECTED READINESS TIME
🔸 Allocate 10–20% of clinician time as a protected, non-reclaimable resource for readiness activities (high-acuity training opportunities).
🔸Enable participation in MIL-CIV partnerships, simulation, and off-duty employment without competing against MTF productivity demands.
🔸Signal institutional prioritization of readiness and build momentum for future initiatives.

🎯LONG TERM - INTEGRATED READINESS HUB MTFS EMBEDDED WITHIN CIV TRAUMA SYSTEMS
🔸 Designate strategically located MTFs as integrated readiness hubs within high-acuity civilian trauma networks.
🔸 Consolidate critical wartime specialties at these hubs to ensure consistent exposure to trauma and complex surgical care.
🔸 Expand patient access by incorporating civilian trauma populations into MTFs, increasing case volume and acuity.
🔸 Align infrastructure, staffing, and partnerships around sustained readiness generation rather than episodic training.

đź’­ What do you think? Full paper in the comments.

Prolonged Field Care Joint Trauma System Tactical Medicine Next Generation Combat Medic Army MedicineDefense Public HealthOperational MedicineNavy Medicine Journal of Special Operations MedicineArmy Reserve Medical Command67J Aeromedical Evacuation OfficersU.S. Army Health Information System Managers-70DAmerican Medical AssociationArmy Regent for American College of Healthcare Executives AMSUS - The Society of Federal Health Professionals

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