Rear Adm. Anthony Carullo delivers keynote on naval warfighting and innovation at TSIS

By Cassidy Mills, Staff Writer

 

Rear Adm. Anthony Carullo, director of warfighting development (N7B) at the Office of the Chief of Naval Operations, spoke about the challenges and priorities facing the U.S. Navy in maintaining global maritime readiness, at the Training & Simulation Industry Symposium (TSIS), June 17.

 

TSIS is one of the key gatherings for the modeling, simulation and training (MS&T) community. Within Florida, it is second in scale only to the Interservice/Industry Training, Simulation and Education Conference (I/ITSEC). The symposium serves as an annual forum for representatives from industry and the U.S. military to discuss training and simulation requirements. Officials from the Army, Navy, Marine Corps and Air Force presented updates on current and future procurement needs. Topics included acquisition strategies, timelines and funding priorities.

 

Carullo opened by recounting a 2018 mission when the Navy assisted Argentina after the loss of its submarine ARA San Juan. Despite efforts involving multiple submarines deployed worldwide, all hands were lost. He emphasized the Navy’s role, not only for the United States, but also in supporting international partners.

 

“I don’t just want to put a somber start to this afternoon, but to tell you that story shows how important the United States Navy is, not just to the nation, but to the world,” Carullo said. “Hopefully, that will support some of my colleagues’ comments here.”

 

The current Navy force consists of over 100 ships and submarines deployed globally, with personnel operating across regions from the Arctic to the Indian Ocean. Carullo said the Navy’s ongoing mission involves safeguarding maritime interests amid increasing challenges from multiple adversaries.

 

“The Navy’s mission is and will continue to be a global mission. Safeguarding our ocean commons has never been more critical,” Carullo said. “With multiple adversaries challenging those interests, we must train, adapt and stay ahead of evolving threats.”

 

Carullo emphasized the pace of innovation is critical to maintaining an advantage in warfare. He referenced a historical comparison to the Cold War-era nuclear weapons development program, which rapidly expanded the U.S. arsenal and deployed nuclear-powered submarines and missile systems using manual calculations before the advent of computers.

 

He then contrasted that with modern efforts, noting that despite the availability of advanced technologies like supercomputers, data centers, 3D printing and artificial intelligence, the pace of innovation has slowed significantly.

 

“Modern warfare is, and will continue to be, unprecedented, shaped by how we harness emerging technologies,” Carullo said. “We most likely won’t be able to accurately predict how a future conflict will unfold, but at best, we may anticipate potential shifts in the center of gravity and what technologies could be used if the conflict becomes protracted.”

 

Carullo said training systems must evolve to reflect modern maritime combat’s complexity, requiring fast, adaptable and precise simulation environments. These systems should model diverse operational environments and support training ranging from individual tactical skills to strategic decision-making.

 

He also advocated for integrated simulation models that serve multiple purposes, including pilot training, operational exercises and leader education. He emphasized the need to accurately incorporate adversary capabilities, strategies and motivations into models to improve decision-making confidence.

 

“If we want leaders to make timely, confident decisions, the simulations we use must reflect the reality of our adversaries, not just what they have but how they think and fight,” Carullo said. “We can’t just train for what we hope will happen. We have to model for what might happen.”

 

During a question-and-answer session, Carullo acknowledged challenges in aligning military strategic goals with acquisition and funding processes. He highlighted ongoing efforts within the Department of the Navy to accelerate innovation cycles by streamlining decision-making and delegating risk management authority to commanders operating closer to the tactical environment.

 

“We have to fix that process somehow,” Carullo said. “We’ve got to push decisions down to the right level and empower the people who understand the risk, live the mission and can move faster than the bureaucracy.”

 

The need to review contracting and acquisition practices to enhance support for innovation was also highlighted, noting that incentives could encourage faster development and balanced risk-taking.

 

“We need to create an environment where innovation isn’t slowed by outdated processes,” Carullo said. “Encouraging speed and responsible risk-taking is essential to maintaining operational effectiveness.”