The CAF C4ISR Strategic Plan ProjectChris led a team to design and build the CAF Strategic Roadmap that will guide the implementation of the vision articulated in The Canadian Armed Forces Command, Control, Communications, Computers, Intelligence, Surveillance and Reconnaissance (C4ISR) Strategic Vision, Goals and Objectives document. He engaged DND/CAF stakeholders and has overseen the production of well over 350 Strategic Decisive Points, representing approximately $73 Bn of Vote 5 and Vote 1 C4ISR investment over 15 years. To simplify understanding, he designed the Strategic Planning and Institutional-leadership Decision-making Roadmap (SPIDR) tool that will inform CAF C4ISR Governance at all levels on the implementation of the CAF C4ISR portfolio. He also drafted the architectural vision of the Military Integrated Information Infrastructure (MI3), which consists of information capabilities that enable the access to, exchange, and use of information and services throughout the DND/CAF and with non-DND/CAF mission partners, including international coalition partners. Finally, he drafted a set of high-level C4ISR requirements that will guide the development of Statements of Requirements (SORs) for future C4ISR-related Vote 5 capital projects.

CAF C4ISR Strategic Vision, Goals and Objectives Project This project culminated in the presentation of The Canadian Armed Forces Command, Control, Communications, Computers, Intelligence, Surveillance and Reconnaissance (C4ISR) Strategic Vision, Goals and Objectives document. With the foundation of a concise, operationally focussed strategic vision, the document outlines an enduring strategic approach that the Canadian Armed Forces (CAF) and the Department of National Defence (DND) will take in conceiving, designing and building tomorrow’s C4ISR capabilities. This document provides institutional leadership that explains the CAF/DND intent regarding the delivery of operationally effective and balanced CAF C4ISR capabilities within DND’s resource constraints, which has been a long-standing capability development challenge. On March 2nd, 2016, the Vice Chief of the Defence Staff (VCDS), endorsed The Canadian Armed Forces Command, Control, Communications, Computers, Intelligence, Surveillance and Reconnaissance (C4ISR) Strategic Vision, Goals and Objectives document and on March 31st, 2016, the highest capability governance board in the CAF and DND, the Defence Capability Board (DCB), approved it as authoritative capability development guidance for all defence team members working within the C4ISR domain. Achieving this level of approval and acceptance of a strategic document of this complexity and within only eight months is a rare, high achievement.

Given his in-depth understanding of the big picture and the detailed steps to transformation, Chris led a team of experts in the fields of air operations, intelligence, and engineering to conceive, design and build a strategy, a concept of operations, and a program implementation plan for a burgeoning aspect of C4ISR known as processing, exploitation, and dissemination (PED). This program entails enhancing collection aircraft and their sensors, implementing airborne LOS and BLOS communications, enhancing a Canadian secret computer network, constructing a secure gateway to a United States Air Force secret network, and creating a squadron of qualified personnel to process, exploit and disseminate the sensor data to Canadian decision makers and those of its allies. Chris reports directly to the Deputy Commander of the RCAF on this program and interacts with very senior leaders of similar rank across the CAF.

Handpicked for his strategic view, analytical skills and writing ability to develop a 12 year strategic roadmap to shift Royal Canadian Air Force (RCAF) aircrew training from live to virtual methods, Chris produced an achievable campaign plan of rare clarity and vision. After performing a comprehensive gap analysis with respect to the aircrew training requirements, the virtual battle space, policy and governance, the workforce, the infrastructure, and service delivery, he articulated clear strategic objectives, identified responsibility and outlined pragmatic steps according to a robust timeline and an existing program. The Commander of the RCAF took ownership of the strategy - The RCAF Modeling and Simulation-focussed Training Strategy & Roadmap 2014 2025 - and ordered his senior generals to implement it.

After the CF-18 Hornet was left out of battle in Afghanistan for not having Link-16, on his own initiative, he helped develop a Tactical Data Link Strategy and Plan to transform other Royal Canadian Air Force (RCAF) aircraft fleets. By assessing their current capability and potential operational roles, he was able to make common-sense recommendations on what to do with each fleet, thereby enhancing their ability to operate in coalition airspace with relatively modest investment. Recognizing the single greatest impediment to the significance of RCAF surveillance and reconnaissance missions, on his own initiative, Chris also developed a strategy to connect airborne sensors in near real-time to a global IT backbone by proposing specific recommendations on the installation of airborne terminal equipment aboard various RCAF aircraft fleets. His ability to anticipate future requirements provided the Commander with critical, just in time guidance on the connectivity needed to realize his greater ambition – the Intelligence Enterprise. When the Commander and other senior leadership required advice and guidance on preparing the RCAF for the cyber threat, his comprehensive and thoughtful input was readily incorporated into the new RCAF Cyber Strategy. As a subject matter expert on command, control, communications, computers, intelligence, surveillance and reconnaissance (C4ISR), he provided lectures at CF Schools in support of officer training and briefings across the Canadian Forces and to external agencies. His concept work on RCAF C4ISR is extensively referenced in the RCAF Future Concept Directive, one of only four official strategic documents in the RCAF. In December of 2012, he was awarded the Queen’s Diamond Jubilee Medal for his contribution to RCAF force development in the area of C4ISR.

When the Commander of the RCAF needed to understand what C4ISR can and should be for the RCAF, Chris was seconded to Strategic Plans, along with his entire section, to prepare a C4ISR Strategy for the RCAF. He not only succeeded in developing a comprehensive and detailed RCAF strategy and plan for advancing a C4ISR capability for transforming the RCAF out to the year 2027, he clearly demonstrated that he could transition a section of requirements staff to a strategic think-tank. Displaying all aspects of leadership, analysis, management and communication, Chris designed an assessment framework to determine the effectiveness of current systems in the air, surface, sub-surface, and cyber domains, as well as a thorough review of existing documentation, deficiencies and lessons learned, thus leading towards specific strategic objectives. The result - Recommendations on an RCAF C4ISR Strategy & Plan 2012 - 2027 - was a creative and innovative strategic roadmap that has not only become the leading edge of such discussions throughout the Canadian Forces, but has also shifted the direction of major crown procurement and refit, such as the CP-140 Aurora Block IV upgrade.While working on the RCAF C4ISR Strategy, he was tasked to support the development of a Canadian Arctic & Maritime Surveillance Strategy for the Chief of the Defence Staff (CDS). Using his highly developed C4ISR expertise, the capacity to adjust operational issues into wider strategic thoughts, and the ability to lead strategic think-tanks and communicate his work, he helped produce a strategy paper for the CDS of rare high quality within a short timeline.He was specially selected to be the co-chair of the Chief of Force Development C4ISR Projects sub-committee to provide analysis support. One of his most notable achievements was to lead a large inter-service working group that prioritized all the CAF C4ISR related projects in preparation for the realignment of the DND-wide Investment Plan.

As the Project Director for the high profile, cutting edge JUSTAS Project, he was the steward of this major crown project in the Options Analysis Phase of the Defence Services Program. Leading a team of six senior personnel, he performed an extensive and long overdue review of the operational and technical requirements for high performance unmanned aerial vehicles (UAVs) equipped with advanced weapons, sensors and communications technology. His efforts resulted in much needed changes to the Statement of Requirement (SOR) with respect to increased platform range and improved suitability for Arctic operations. He also expertly liaised with the Defence Force Structure Review Team, which was planning extensive cuts and realignment within the CF, to successfully address the 150 person shortfall in the 300 person squadron supporting the JUSTAS capability.

Deployed into an austere, high threat environment at the International Security Assistance Force (ISAF) Headquarters in Kabul, Afghanistan, Chris was the project manager for nine NATO communications projects, such as the consolidation of international antenna farm on “TV Hill” and the introduction of spark free radios in support of flight line operations at the Kabul International Airport. He also planned the communications support to the Afghanistan national elections, while leading the preparation and execution of the Canada Day Celebrations in Kabul and liaising with local Afghan children in the “Soccer balls for Nick” outreach program.

As the DCO, Chris provided the day-to-day management of the largest and arguably most complex unit in the Canadian Armed Forces – the CFJSR – which is responsible for providing strategic communications to CAF military units anywhere, anytime. He allocated funds and approved expenditures within a $6.5M operating budget, initiated and supervised procurement, managed numerous equipment and infrastructure projects, and provided expert overview of operations, planning, training and personnel administration while remaining responsible for the discipline, performance and succession planning of nearly 700 personnel, including 40 commissioned officers. He performed these duties during an operational tempo higher than any other period in recent memory, as the unit rapidly responded with equipment and hundreds of troops to the war in Afghanistan, flooding in British Columbia, preparations to the 2010 Winter Olympics, and various and sundry other operations throughout Canada and around the world. To make the unit more effective and efficient, he successfully led transformation by rationalizing the entire Regiment’s organization and designing and implementing a Network Support Centre at the Regiment to provide deployed communications specialists with 24/7 technical and operational reach back support.

In 2005, Chris was seconded to a team of experts to examine the ways and means to transform the delivery of information technology services to the DND and the CF into a construct that was both more effective and efficient. Chris led a sub-team that collected and analysed IT service delivery data within the National Capital Region (NCR). Leveraging his vast array of contacts throughout the NCR, he surveyed the allocation of time for 6000 IT workers and the allotment of $200M of IT resources within NDHQ. He effectively collaborated with top-notch Gartner Group experts and representatives of 23 Level 1 organizations to complete his analysis on time and under budget, helping produce a comprehensive report on the utilization of IT resources in DND that identified $150M of savings in its annual budget. He also presented a framework of best practices for large-scale IT outsourcing projects that could be used as a comprehensive guide to consolidating the provision of all disparate IT services under a single service provider. For their work, Chris’ team was presented with the Information Management Group Team Outstanding Achievement Award.

Chris led a diverse team of military members, civil servants and civilian contractors to transform several stovepipe secret networks into a single, modern Consolidated Secret Network Infrastructure (CSNI) in support of CAF operations. He supervised the design and implementation of key enterprise capabilities e.g. Windows 2003 Network Operating System, email, cryptographic equipment, desktop baseline, and a 16/5 helpdesk support capability. He achieved this success despite many challenges. The project was under-resourced, receiving its funding from the annual operations and maintenance budget, vice dedicated capital funds. And, this change had to be managed within a very parochial environment, requiring determination and tact when dealing with others.

As the communications officer (J6) of Operation Apollo – conducted by the Canadian Forces in support of the United States military operations in Afghanistan – Chris supported land, air and sea components operating in Afghanistan and the Persian Gulf Region. He advised the commander, his headquarters staff and deployed units on all aspects of strategic and operational information technology.

Chris was sponsored full-time by the CAF for two years of graduate education at the Royal Military College. See education.

As the BTISO, Chris provided telecommunications and information systems support to over 5000 users at CFB Kingston and its lodger units, including the Royal Military College (RMC). Leading a section of approximately 40 IT workers and overseeing a $1.5M annual budget, he was responsible for a wide variety of IT procurement and support, ranging from voice and data network services to cable plant maintenance and secure strategic messaging service. Routinely managing IT projects, he significantly upgraded the telecom infrastructure on the base, installing a fibre optic backbone and structured wiring for all the buildings. He was also responsible for ensuring the base was Y2K compliant by updating the entire network with new servers and network devices, new desktops, an Uninterruptible Power Supply (UPS) and diesel generators for an alternative power source. All this while coordinating the move of his entire section to two new collocated buildings.During the three month absence of his superior, the Base Engineering Services Officer, Chris became responsible for all construction, engineering and maintenance (including vehicle maintenance) support to the base. It was during this time that he developed and implemented a successful housing plan for the Kosovo refugees who received emergency shelter at CFB Kingston.

Chris was the CO of CFCMU, a 40-person unit with the exclusive responsibility for installing all classified networks and cryptographic devices across DND and the CF. Working with the Communications Security Establishment, this top secret level unit was also responsible for all acceptance-testing on all new cryptographic devices and for the depot level repair and overhaul of all cryptographic equipment within DND and the CF. As the CO, Chris was accountable for all aspects of unit’s conduct, training, performance and well-being. It was during his appointment that he represented the unit in two transformation studies initiated by headquarters: an Alternative Service Delivery Study and an Amalgamation Study. In spite of intense pressure to undergo pointless transformation, the unit remained unchanged. Chris also led his unit, as part of Op Recuperation, to provide several weeks of aid and support to the people of Mallorytown in the wake of ice storm of '98.

In his capacity as the School Training Officer at the Canadian Forces School of Communications and Electronics (CFSCE), Chris was responsible to the Commandant for providing oversight and advice on hundreds of technical and operational courses conducted at the school annually. He was also a key enabler of transformation by helping realign priorities, cut operating costs, and repositioning redundant personnel during the downsizing so characteristic of that decade. The result was a streamlined school that continued to deliver quality training.

As the Course Director, Chris was responsible delivering several serials of a three month technical course to junior land and air Communications and Electronics Engineering (CELE) Officers at CFSCE. He taught students, directed their development and training, developed course content, managed the course schedule and resources, and supervised the performance of four other instructors.

In his first position following occupational training, Chris was responsible for telecommunication support, airfield communication services, and strategic messaging to Air Command Headquarters and CFB Winnipeg.