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By Cassidy Mills, Staff Writer
March 2, 2026
Members of the Combined Professional Associations Group (CPAG) gathered Feb. 20 at Central Florida Tech Grove for the 2026 CPAG Defense Forum Breakfast, where leaders in modeling, simulation and training (MS&T) shared updates on defense, national security and regional collaboration.
Hosted by CPAG, AFCEA Orlando and the Central Florida Chapter of Women in Defense, senior leaders representing Team Orlando’s military services participated in a panel that briefed attendees on the state of their individual commands, addressed current events relevant to the MS&T industry and answered questions in a brief Q&A session.
The panel included Brig. Gen. Christine A. Beeler, capability program executive of Simulation, Training, Test & Threat (CPE ST3); Capt. Jedediah J. Magda, executive officer of Naval Air Station Orlando (NAWCTSD & NSA Orlando); Col. Anthony Graham, commander of the Air Force Agency for Modeling and Simulation (AFAMS); and Col. Wynndee Young, program manager for training systems at Marine Corps Systems Command (PM TRASYS).
Beeler spoke first, outlining the evolving mission of CPE ST3 and explaining that the new name reflects a broader, more integrated capability portfolio. She said the change represents a deliberate effort to unify capabilities under a single enterprise focused on delivering realistic, modernized solutions to the force.
“It’s really more than about changing the name,” Beeler said. “When we changed the name, we wanted to make sure we represented the entire capabilities set that is underneath the CPE.”
By building and sustaining systems from common digital baselines, Beeler said the Army can ensure simulations more accurately match real-world platforms while modernizing how capabilities are fielded and sustained.
“If we can keep those threads together, then my simulations should, in fact, stay as current as possible as we go forward in the future,” Beeler said.
She also described organizational adjustments aimed at improving alignment, accountability and speed within the acquisition process, including realigning simulation and virtual training efforts and strengthening forward support to operational units.
“Our industry partners shouldn’t be thinking, ‘I’ve got all this stuff in there, they’re playing with it, and they love it, but the Army’s not making a decision on whether it needs it or not,’” Beeler said. “We’ve got to pull that experimentation into the acquisition process and make decisions sooner, so it doesn’t just die on the vine.”
Young provided an overview of the Marine Corps’ training and modernization efforts, emphasizing that while the service is not fully synchronized with recent Army restructuring, it is undergoing its own transformation.
“We are not in sync right now with the Army, but we are currently making changes to be better,” Young said. “We are taking a hard look at how we modernize and improve our capabilities for the future.”
She also stressed the importance of acquisition as a strategic enabler, describing funding as a long-term investment in readiness and outlining the use of tools such as Other Transaction Authority (OTA) to accelerate prototyping and innovation.
“My weapon of choice is acquisition, and that is how we deliver capability over the long term,” Young said. “Money is a weapon system, and we have to apply it within the rules and regulations at the speed of relevance.”
Young detailed ongoing work across range systems, synthetic training environments, cyber and unmanned aerial systems trainers, as well as sustainment of legacy platforms—underscoring her team’s priority to deliver scalable, adaptable training capabilities that prepare Marines and sailors for real-world missions.
Magda underscored NAWCTSD’s push to deliver capability to sailors faster and more efficiently, aligning with broader Navy acquisition reform efforts. He pointed to initiatives such as the Virtual Joint Environment for Tactical Training Systems (VJETTS), a virtual component of the live, virtual and constructive (LVC) construct, designed to enhance testing, evaluation and mission rehearsal in secure environments where sensitive capabilities cannot be exposed in open-air ranges.
“There’s a lot of capability out there that we don’t want to radiate in the open air,” Magda said. “We’re bringing VJETS home to strengthen the virtual component of the LVC construct.”
Magda also discussed efforts to streamline engagement with industry through monthly outreach forums, small business support and the planned establishment of an Orlando-based rapid capabilities office to expand acquisition pathways, including OTA.
“If you want to do business with us, your primary entry points are our product directors and small business office,” Magda said. “We’re creating more opportunities to collaborate and get capabilities out to the fleet faster.”
He highlighted that despite potential higher-level restructuring within the Navy, NAWCTSD’s core mission remains unchanged: delivering timely, relevant training capabilities that prepare sailors to deter, fight and win decisively.
Graham discussed the Air Force’s evolving MS&T enterprise, highlighting its transition from an administrative office to an execution-focused organization supporting both the Air Force and Space Force.
“We’ve shifted from being primarily administrative to becoming the execution arm for M&S across the Air Force and Space Force,” Graham said. “This move allows us to accelerate capability delivery and better support warfighter readiness.”
He emphasized the expansion of capabilities beyond flight simulation to include all aspects of M&S, noting that this growth will require new personnel, retraining and a focus on readiness for near-peer conflicts.
“As we expand into all areas of modeling and simulation, we’re bringing on new experts and retraining our team to ensure we’re ready for the next conflict,” Graham said. “Readiness must be immediate, not something we plan for years down the road.”
Graham also highlighted the importance of tapping outside expertise as the Air Force broadens its M&S mission, noting that no single organization can anticipate every challenge or solution internally.
“There is more expertise in this room than I have in the Air Force, and we don’t know what we don’t know,” Graham said. “There is more expertise in this room than I have in the Air Force, and we don’t know what we don’t know,” Graham said. “We need to collaborate with industry, academia and our sister services to make sure we’re capturing the best ideas and capabilities.”
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