General John P. Jumper
Chief of Staff, USAF
AFA National Symposium – Los Angeles
November 21, 2003

General Jumper: It is a pleasure to be here today. When I saw the A&M football score that day, I thought it was 11 to nothing. I didn’t think it could possibly be a 77 to nothing. I have two Aggie brothers and I wrote them in an email, “don’t jump” [Laughter].

It is a pleasure to be here to be able to talk to you and to be able to share this room with the legends of air power that are our Eagles that got together last night and join us here this morning. It was a great show last night. I can’t thank enough the corporate sponsors, especially Northrop Grumman, who helped us put that on for a great and appreciative audience. It is also a pleasure to be here with Mr. Pete Teets, who does such a great job for us making sure that the space part of our Air Force is a part of the warfighting of our Air Force. And, of course, General Martin and General Lord.

I am especially nervous this morning because Ellen is here and she is always my greatest critic. As Lance says of his wife Beccy—she‘s not only the wind beneath my wings, she’s the specific impulse beneath my gimbals. I must admit she likes wind beneath the wings a little bit better than that [Laughter].

A hundred years. It is hard to imagine the ground we covered in the last hundred years. As we contemplate and put it in the context of our space mission, it is just a few miles from here where General Schreiver founded the Western Development Division, which has now evolved into the Space and Missile Center. And around this part of California, very close to us today, are all of the companies now reformed and re-merged many times over that got this nation into space; companies that are still invested and still dedicate themselves to the heart and soul of the space business.

We all remember that, just like the Wright Brothers, getting off the ground is the toughest part. All those years we went through the evolution of the airplane, the biggest threat to the airplane was the airplane itself. It was much more dangerous just getting up and off the ground than facing the enemy. It was actually not until World War II that we started losing more airplanes to the enemy than we did to mechanical failure or to the weather.

In between World War I and World War II, we saw the advancement of technologies and materials of engines, the invention of things like the Nordon bomb site that finally made the airplane emerge as a truly useful tool of war. In space we went through the same sort of evolution, except it was more of a shock. We all remember that day on October 4, 1957, when we woke up to these beeps and squeaks from the little satellite that was launched by the Russians, the Sputnik satellite. I was 12 years old at the time, but I remember the day that this nation was shocked into the fact that we had an enemy space craft overhead the United States and there was nothing we could do about it. We were behind, a position where Americans don’t like to be.

We were instantly made aware of this infinite possibility of space. And we invented terms instantly like rocket science. Rocket science was that impossible step it took and very smart people had to do it and if you were the smartest person on earth, you were a rocket scientist. If you were not so smart, if you went to Texas A&M, you were not a rocket scientist [Laughter]. Being the man with the microphone is like debriefing a BFM engagement. You’ve got the chalk. You know what I mean? You’ve got the power.

Think back to those days when we blew up more rockets on the pads than we got into space. It wasn’t until about 1968 in the late ‘60s until we even realized an 85 percent launch reliability rate with our rockets. Unheard of was where we sit today—32 in a row. It was out of the question at the time. We evolved into those manned space programs with the names that evolved from Roman mythology—the Mercury, the Apollo, the Gemini programs. We created heroes out of those astronauts. But the mythology of space became the reality of space. On that day in July of 1969, it was like that day on October 4, 1957—we all remember where we were as we watched the first landing on the moon.

Ellen and I were newlyweds at the time and it was the night before I left to go to my second tour in Vietnam. We all sat there in disbelief watching these fuzzy images—could it possibly be true? That is when we, as Americans, and the world fully understood the power of marshaling the human spirit, the limitless horizons of mankind’s abilities. It all came together on that day in 1969.

It had been back in 1962 when the Air University published the first space handbook and it was in 1960 that we actually launched the first reconnaissance satellite—an old squeaky thing called GRBE. The first early warning satellite was an old thing called MIDAS and we put up our first weather satellite in 1963 and in 1964 the first navigation satellite called TRANSIT, and the first discuss communications satellite in 1966. None of these were very sophisticated until we invented the transistor and the traveling wave form technology and solid state electronics. It all came along in time. But those early capabilities were developed in isolation or what we call today’s stovepipes.

Until we get to Desert Storm. By Desert Storm we have 18 global positioning system satellites in space. We have enough communications to deal with the bandwidth demands of the time. We have an early version of a defense satellite that can see SCUD missiles very crudely. And we begin to use our national satellite capability to help the warfighter. We begin to crack a stovepipe that goes way back to guys sitting here in the first and second row, who will remember the days of Vietnam, where as a common scumbag fighter pilot, you couldn’t even look at a U2 photograph.

It wasn’t until the early 1990s that you could put the letters ‘N’, ‘R’ and ‘O’ together in the same sentence without going to jail. It was during that period of time that the warfighters began to talk about this fella. Nobody knew who this fella was, and it was the guy with the thick glasses who lived in the basement and had no life. We don’t know where he was, but we knew he had our satellite pictures and we knew we weren’t allowed to look at them. And all that began to change as we began to understand that the focus of our attention, the focus of our ability, what the nation pays us to do is win its wars.

We still had to overcome stovepipes and tribes. We had GPS during Desert Storm, but only about five percent of our airplanes were able to use it and a handful of people on the ground with commercial units that were large and clumsy. We had no GPS bombs in Desert Storm. The GPS bomb doesn’t come along until 1999 in Operation Allied Force. The communications was a lot better, but it was swamped. We had 143 super HF ground receivers, a thousand UHF ground receivers from space, about 40 commercial ground receivers, but none of them were networked to work together. We had four types of weather satellite receivers, again not compatible with one another. We still had our intelligence process pretty much on strategic timelines, not often usable to the tactical user.

By 1993, our GPS satellite constellation becomes operational. We have a DSP satellite we call ALERT that can see things that we’ve never seen before. We have better sharing. And we begin to learn, down to the lowest warfighter, that space is absolutely critical to everything that we do. And here we stand today.

We face a monolithic threat, this global war on terrorism, and the subject of the sentence today as it has been in the past, the United States Air Force, the subject of the sentence is “winning the nation’s wars.” That is what we are here for. We don’t win wars in airplanes or in ships or in tanks by themselves or with a satellite by itself. We win wars by our power to bring these things together.

The magic and the miracle is in the integration, not in the platform. It all comes together in this specter, for me anyway, of that guy on the horse in the middle of the desert in Afghanistan, Sergeant Linehart. Sergeant Linehart is on the ground and he is riding this horse around. The laptop computer is bouncing off the saddle horn. The tripod with the laser goggles is bouncing off the butt of the horse. A B-52 is 39,000 feet overhead and he stops and sets up the satellite dish, pulls out the laser goggles, keeps one eye on the horse—those are mean horses they have over there, I understand—and he sites that enemy over on the next ridge line and through the miracle of our satellite communications is able to get the data up to the B-52 that has the bomb on it that kills the enemy.

The technologies there spread over decades—the horse from 18th century warfare; the GPS satellite and its connectivity from the current day, as is the laptop; the B-52 built by Curtis E. LeMay to fly over the heart of Russia and drop nuclear weapons, now doing a close air support role, unheard of (Curt’s rolling over in his grave at the thought of such a thing). And it occurs to all of us at that moment as we learn about this—Who are we working for? Who is our customer? Who are we doing this for? We are doing it for Sergeant Linehart and the people who were threatened by the terrorists on the ground.

All of a sudden it is not about the B-52 or the satellite dish or the GPS or the GPS-guided bomb. It is about getting the job done for the sergeant. And we are all working for Sergeant Linehart. We continue to make these capabilities better. We just built a new bomb rack for the B-2 bomber. About three weeks ago we took it out in the desert and we dropped 80 of these weapons. The furthest miss was 18 feet. Seventy-four bombs were within 10 feet. The circular error probable of all the bombs was 4.75 feet, less than the length of the bomb. Individually guided to individual targets.

With this capability, we can handle any target set we know in any war plan with six B-2 bombers. It is not about the bomber. It is not about the bomb. It is not about the GPS that guides it. It is about a leveraging capability that will win the nation’s wars that will put terrorists at risk. That is what this United States Air Force brings to the fight.

We’ve got more bandwidth today. We’ve got more capabilities. We’ve got smaller comms. We’ve got laser communications coming around the corner. It is all about more capability, but who are we working for? Let’s not forget.

What we need now is an intellectual leap that focuses on that soldier, sailor, airman and Marine in a concept that I call cursor over the target. The cursor over the target is a concept for me that brings it all together. It means that when I put the cursor over the target and I click the mouse, that I have everything in the air and the space that is manned, that is unmanned, that is on the ground, everything going to work for me that is going to tell me where that target is exactly and what that target is exactly. And then I can make a choice—I can kill it. I can save it, as we do in humanitarian operations, or I can proceed to learn more about it as we do in intelligence collecting. But it all comes together in that very simple principle. We are doing better at this.

During Operation Iraqi Freedom, remember the dust storm at the end of March? We listened carefully on the news as the news reporters told us this was tragic—the Army had to come to a halt and the enemy was not being dealt with and we were in a pause and did the war plan fall apart? And the people on the television said, “oh this is the unraveling of the war plan.” You remember all of that? I got interviewed during that period of time and I said I would like to talk to the commander of the Medina Division just south of Baghdad right now and ask him if he knew when the hell the pause was. Because he was getting the crap hammered out of him 24 hours a day.

Now, if you are looking at the dust storm from an airplane, it looks something like this [picture]. You are not going to see much down through that. But that is what it looked like from the air. There is nothing you are going to do with that. If you are sitting in a JSTARS, it looked like this [picture]. Now, this image is not too good, but if it were as bright as it should be, you could see the images of the moving targets coming down the roads in that picture. And the Joint STARS sat up there and we watched the movements, we watched them gather and they communicated seamlessly with the Global Hawk. And the Global Hawk was able to take imaging infra-red pictures and in that cluster in the center of the screen you see them clustered and it took that data and up through satellites and down to places in the United States we were able to measure those coordinates down to exactly where each of those targets were and pass that back to bombers that put bombs on their head.

Here is a clip and here is a guy who knew he was caught and tried to go off the road to escape. He didn’t make it. Here is an A-10. This wasn’t part of the dust storm. I put this in here just ‘cause it looked good. It is an A-10 taking care of a target. And to remind us of what we’re all about. None of this would happen without the leveraging capabilities of space. But what it is about is destroying targets.

Another great capability that has emerged since Kosovo in 1999 is the B-1 bomber and here we put the B-1 bomber over and we stack them and we let those B-1 bombers stand by and deal with whatever the emerging target situation is. The B-1 bomber is a great leveraging capability. It can carry three bomb bays worth of weapons. It sits in orbit and it waits for whatever comes up and one of the cases we had was the case of when we thought we had Saddam and his henchmen located in a building behind a restaurant. And in 12 minutes from the time the B-1 bomber got notified of where the target was and permission to hit it, bombs were on the target. Now, how did that happen? It wasn’t the bomber that did that. It was the sophisticated communications that went on back and forth across vast quantities of land to get the permissions and get the conferences done that got the permissions to go drop those weapons and then the precise satellite information that came to it to get the weapons on the target. That is what put it all together. Again, who were we working for? We were working for the guy who wants the target dead.

The story of the 173rd brigade, this is the brigade that we dropped up into Northern Iraq in one of the largest airdrop missions we’ve seen in years. What doesn’t come out and the drama of the story is the mission was that close to being scrapped because of weather. We have a great Air Force weatherman named Captain John Roberts and Roberts, looking at the detailed information from our weather satellites, saw that there was enough of a break in the weather to get this mission going and he went and briefed that and the decision was made to press on.

And we saw, as a result, one of the most successful airdrops we’ve ever seen. Again, who were we working for? We were working for the airmen flying those C-17s. We were working for those soldiers that were jumping out of that. And by the way, we had 20 airmen that jumped in with those soldiers and their job was to get that airfield turned and ready to go. How did they do that? They got on the ground and they set up what? Satellite communications to reach back to the base where we had all the equipment standing by that was going to be needed to get that airfield into operation.

We have a nice interview that I heard with one of our Marines during the war and he said, “I don’t know much about this space stuff. You just give me my rifle and my GPS and I’ll go kick butt anywhere [laughter].”

That is a compliment to us, gang. That is a compliment to us because we are making the life of that Marine and the soldiers on the ground and the airmen on the ground that much better.

So, what is this intellectual leap we are talking about? The idea of this cursor over the target. How do we do that? How do we make that happen? How do we bring this notion of space into the seamless integration of the other elements of war?

What we’ve done in the United States Air Force is we’ve started to write concepts of operations that describe how we fight and how we win the war, how we interface with other services, how we integrate manned/unmanned and space, how we bring space directly to the warfighter.

And we write these concepts of operations, not about platforms, but about effects. As we look forward to the next generation, how do we see it unfolding? If we are truly going to work for the sergeant on the ground or the airman on the ground, this notion of bringing a very stealthy platform deep behind enemy lines that can persist for long periods of time, that carries enough weapons to be useful so that the kid on the ground can dial up exactly what kind of weapon he or she wants and get that weapon delivered very quickly. What is this stealthy thing? I don’t know exactly, but it is air refuelable. It carries a lot of weapons. And it has sensors that guide the weapons to the platforms we have in space.

There is enough concept I think is useful. We talk about reliable launch, reliable space launch all the time. Why don’t we combine the terms of reliable space launch and rapid space launch? Why don’t we aim that at the warfighter? Integrate it with the national systems, but have a capability to rapidly launch things into space, things like micro-sats, that can focus on an area for a short period of time, be a part of the network instantly, and be responsive to that sergeant on the ground.

Why don’t we put the emphasis on integration platforms, not by pedigree but by utility, so that satellites can talk seamless to other platforms on land, air, sea, manned or unmanned? And depending on the priorities of the warfighter, focus on what is the most important thing at the moment. If closer is better, let’s do it closer. If high ground is better, let’s do it by high ground. And let’s solve that area in between by integrating the platforms for the good of the sergeant.

Let’s let the digits discuss what the target is and where it is, rather than having to come down through a proprietary tribal member or tribal work station for permission to send information further on. Most of the time the digits know exactly where the target is and most of the time what it is. But we don’t allow the digits to talk to one another. It is time to get over that.

What is the next generation of long-range strike? I have people telling me all the time, “What is the bomber road plan? Show me the bomber road map.” We don’t have a bomber road map, but we do have a roadmap that talks about the next generation of long-range strike technology because I resent programs where the name implies the solution. And we will continue to look at the technology that applies and we will see if the next generation of long-range strike technology is something that is airborne, something that is manned or unmanned, something that goes in or through or from space. We are going to figure out where the technology lies and when we have to get there and we are going to plot it out and that is what we are going to do. But it is not going to presume an airborne solution or a propulsion solution or a platform solution.

The utility of space doesn’t stop with the sexy part of winning the war, the kinetic part or the information warfare part. Those are the obvious things. It also gets down to the mundane part of warfighting, the logistics, the global mobility and in our global mobility conops, the biggest player besides the mobility platforms that actually take things across the ocean. The biggest player is the space C4ISR conops that gives us the connectivity to know what we are doing and where we are doing it. That is the biggest player.

We write a conops also for space C4ISR because in many cases we deploy that capability by itself to gather information, to collect, to analyze and report. But we will truly get it when we are able to transition seamlessly from the tradition of collect/analyze/report to using those same platforms inside the kill chain to find, fix, track, target, engage and assess. And we can shift seamlessly back and forth between the two based on what? Based on what the sergeant needs. What the joint force commander says is the priority. It all comes together for that person whose job it is to win the war, the commander.

How do these things come together? Here is a little thing I thought you might enjoy. It is about the Predator UAV. This is Baghdad Bob. You know Baghdad Bob? He was a very enjoyable—we just blew him up here—but Baghdad Bob was down there in Baghdad telling us how the Americans weren’t really there as you heard the tanks rumbling in the background. We were trying to kill Baghdad Bob and we killed the big building and all of communication nodes that were in his main building. But then he started using these portable satellite dishes and we were able to track one down again by the proper integration of Rivet Joint, signals intelligence to satellites, and working with the Predator. They were able to narrow it down and find this thing, but we couldn’t hit it with a one thousand or two thousand pound bomb because where we found it was right next to the Grand Mosque. So we went in with our little Predator UAV with Hellfire missiles and the pilot that day was a former F-15 female pilot and she flew this thing in there. We had the Baghdad Bob satellite dish and about a hundred meters away was the Fox News dish. We weren’t sure which one was which. So we tuned in to Fox News as we were taking the shot, hoping it didn’t go away.

Now the Predator UAV is a neat little critter. It is about the size of a Cessna 172. It stays airborne for 24 hours and it goes about 70 miles an hour and we like to say, in a 70 knot wind, it can go or come back, but it can’t do both. As she took that shot she says, “I’m going to turn around now and dash out of here.” The dashing was up to 75 knots, I think. This is a small example of the sort of thing we need to do, a leveraging capability that we have with this kind of thing. It is a niche that we will fill and these kind of niches can grow into major capabilities with the right kind of integration.

I close every speech I make by reminding us once again how this all becomes possible. It is the people that make it all possible. I apologize to the many who have heard me tell this story before but I am going to tell it again, because I tell it every time…[laughter].

Dr. Roche and I, when we get a little bit discouraged with the activities in Washington, DC, like to go down to Lackland Air Force Base. Every Friday morning at Lackland, we bring a thousand new airmen into our Air Force. It is fun to go watch this magnificent parade and these newly minted airmen and they are so proud of themselves and they march by and what is fun is to sort of sit off in the shadows as the parade finishes and these airmen come back together with their parents.

And if you sit back and you look hard enough, you can find the same scene every single time—some newly minted airman standing in front of his or her mother or father, saying, “Mom, it’s me!” And the Dad standing back and saying, “That ain’t my kid. That ain’t the kid I brought here. No, no way. The kid I brought here looked like he fell down the steps with his tackle box in his hand with a pierced ear, and a pierced lip and a pierced eye. This kid is standing up straight, saying ma’am and sir.”

And that is about the time I like to sort of strut out into the sunlight, act all proud and important and I get spotted. And it is always the mothers that come up and say, “how did you do that? I tried for 17 years to do that with this kid and you’ve done it in just a few short weeks.”

And it is their kid. You go out and you shake hands with these kids and you say, “How do you feel about what you have just been through?” “Oh sir, I’m so proud I can hardly stand it.” Or, “Sir, this is the first time anybody has ever told me they’ve been proud of me or the first time I have ever felt like I’ve accomplished something.”

This generation is a little bit more difficult to deal with. They’ve been brought up on Beavis and Butthead and The Simpsons, and they’ve been taught that there is nothing to respect of institutional value. So it takes a little bit more effort to expose them to how it feels to be proud, to feel like you’ve accomplished something. Once you feel that pride, you can never go back. You just want to feel proud again.

I like to tell my audiences from that greatest generation, from World War II, I like to reassure them that indeed their sacrifice was the greatest. But today’s generation, when properly lead and motivated, is no less patriotic, dedicated or committed to this nation than any generation that ever lived. And we ought to be damn proud of that [applause].

I am reading a book right now called An Army at Dawn by Rick Atkinson and in that book we are reminded of the true horrors of war, those that many of our Eagles lived through. From September 1, 1939 until the end of the war in 1945, there were 2,174 days of war. Listen to this very carefully: For each and every day of that war, 26,400 people died. Twenty-six thousand, four hundred people died every single day. We had better not forget that. Because it is what happens when freedom and liberty become unraveled, when we give way to tyrants.

We have this guy Osama bin Laden who came and flew airplanes into our buildings and killed three thousand of our citizens and it was three thousand, but if it could have been thirty thousand or three hundred thousand or three million, he would have done that, too. Why? He wants us all dead. He wants us all dead because we are free, because we can make choices, because we tolerate one another, because we can vote, because we can have an opinion, because we are not like him. We sit here and talk about leveraging our capabilities. What do we do that for? We do it because we have nothing in common with Osama bin Laden. There is no room for negotiation. There is no common ground. We got one choice and that is to track him and take him out and everybody like him. And that is what we are going to do, this United States Air Force along with the other services. Make no mistake [applause].

I get to work with the president quite often and I can tell you, there is no one more focused on this than our President of the United States. He understands what we are dealing with here and the importance of it and the importance of not giving in. So, we ought here in the audience who wear the blue suit, those who have worn the blue suit and those others who wear other uniforms of our nation, look in the mirror and be damn proud of what you see.

There is no greater air force on the planet than our United States Air Force. Saddam Hussein buried his airplanes in the sand rather than face us. That is respect. And we can’t lay down on the job. We’ve got to make sure that when we take these capabilities that we have in space and air and manned and unmanned capabilities and we put them together in the right way and we remember who our customer is. This nation expects us to do that. This nation counts on us to win its wars. And we will not let them down.

So God bless each and every one of you for coming out here at this time of the morning and I appreciate the opportunity to speak to you. God bless all of you and God bless this great United States of America. Thank you.

Q: You talked a little bit about how we are working on integrating our air and space capabilities. A big part of that is our people. How do you see our progress in what we used to call the “black doors,” in breaking down the black and green doors?

General Jumper: I tell you what; the guy that gets the credit for working that for us is Mr. Pete Teets working with the NRO.

You know, I talk about it and we kid about this guy that lives in the basement, has thick glasses and has no life. We found that guy and we put him in the CAOC. And we put him in the CAOC with his tribal work station and we are beginning to break that stuff down because everybody gets to see the leveraging capability that you have when you put this stuff together with the warfighter.

And there are certainly huge hurdles here. There are great cultural differences—not differences so much, but concerns and things that we do have to pay close attention to when it comes to guarding the secrets of our nation. There is no doubt about it. But we continue to work that and Mr. Teets is leading that charge and I can tell you we are blessed to have Mr. Pete Teets working this for us. I can’t think of anyone in the nation that the president could have called on to deal with our space programs as proficiently and effectively and competently as Mr. Pete Teets. So God bless you sir and thank you for all you do for us. And we are going to continue to break these things down.

Q: As we continue to work on space integration, how do you see us increasing opportunities for our space warriors in leadership positions in our Air Force?

General Jumper: If you go around and you look at a Combined Air Operations Center in combat or any of the reach back centers around the world, what you see is a bunch of space warriors. If you haven’t had the chance to go out to Nellis AFB and look at the space weapons school, take that opportunity. We’ve got space warriors integrated all over our Air Force now and we couldn’t do without them…

Again, remember who our customer is. I get the question all the time, are we ready or a separate space force? I don’t think so. Not as long as the nation depends on its Air Force to integrate the air and space power of this nation to win its wars. Some day we are going to migrate up into space and we are going to fight wars in space and that is the time to think about that. But the time is not now.

So, the opportunities will come. The opportunities are here now. With our new program of force development, we are making sure that our space warriors get the opportunities they need to continue to progress in the warrior fields and it will continue to get better.

Q: Will there always be manned fighters?

General Jumper: Here’s the deal. Let me give you the five second or the two minute version on UAVs. It is not about whether they are manned or unmanned. It is a matter of making sure that we stick with what our competencies are. And there should be a very simple test that you give the subject of unmanned air vehicles. And that is, would we buy this vehicle if it were manned? Does the vehicle itself advance the art so much that we would buy this vehicle even if it were manned?

Let’s think about that for just a minute. The Predator UAV is valuable to us not because it is so high tech. Hell; it has got a snowmobile motor in it. It is the size of a Cessna 152 and it goes 70 miles an hour. That is not sophisticated. But what do we value about that Predator or that Global Hawk? We value the fact that it can stay airborne for 24 hours. It has what we call digital acuity. It doesn’t get tired. It is just as sharp in its 24th hour as it is in its first hour. It can persist. It can endure. So if that is the thing that we value, when we go to build a UCAV, let’s not build a UCAV to act like an F-16 and fly close formation and do Thunderbird maneuvers. Let’s buy a UCAV that can persist for long periods of time over the battlefield with such stealth that it cannot be detected. Let’s make sure that we balance it the right way so that we don’t invest in large self-defense technology and software so that it can defend itself like an F/A-22. Let’s let the F/A-22s protect it during the daytime. Let’s make it air refuelable so we can get that persistence out of it with a stealthy shape and let’s make it carry enough weapons that it can stay there for a long period of time and service targets for as long as it needs.

A lot of people say, “Well, can’t you do that with a cruise missile?” No, you can’t. You can’t do that because the guy on the ground is going to need a weapon there right away. You can’t afford an hour and 20 minutes time of flight for a cruise missile. What you have to have is one time of flight away from being able to do that kid on the ground some good, measured in seconds, not minutes or hours. Now you’ve got something that is a useful concept. But we don’t willy nilly go out there and say we are just going to replace the fighters, the way the fighters do business today, with unmanned vehicles and give away the biggest advantage this nation has. As Dr. Roche is fond of saying, that would be like Hershey’s deciding to take the chocolate out of their candy. There is a temporal dimension here. We have to bring this along and see exactly what we’ve got with these unmanned vehicles. We’ve got to see how fragile the technology is to link them up in the right kind of network. And then we’ve got to do the right thing. And if that right thing is unmanned, that is what we will do.

I think, for the time being, especially in the daytime, when stealthy objects are rather vulnerable, I think we are going to have to protect them with things like the F/A-22. That is why we are so big on that platform.