Empowering Soldier Innovation in the Digital Age with LTG Chris Donahue

[00:00:00] Donahue: People can go out and develop anything. But if you can't put it into the system and sustain it to your point and pay for it and build new algorithms, test your algorithms, and get the authorities to operate, right?

[00:00:12] Bonnie: All right. Good morning, ladies and gentlemen, this is Bonnie Evangelista with the chief digital and artificial intelligence office. I have a hard-hit guest today. He has been described to me by multiple people as a force of nature, the one and only general Donahue. So sir, if you don't mind introduce yourself and let everyone know who you are and where you sit in government.

[00:00:56] Donahue: Well, one bond, you have to hang out with other [00:01:00] people because I think there are probably other people that are really that, but thanks for having us in. Good. Good to see you again. yeah, so pretty easy. I'm the 18th Airborne Corps commander and, responsible for, an incredible organization, but probably more importantly than anyone else, you know, we're the joint task force level, that kind of operational tactical level headquarters that's on alert all the time and goes out to all the COCOMs.

[00:01:23] Donahue: So because of all that, that drives everything that, that we're going to talk about. So, you know, whenever we talk about this organization, you know, we have incredible people and we want to make them great. and we have to make sure that we can go anywhere in the world and either stop a crisis from happening, so deter, allow those COCOMs to compete and we're a vehicle to help them out with that.

[00:01:44] Donahue: go out, solve a crisis for a COCOM in our nation, and then if required, stay and campaign in support of that COCOM commander.

[00:01:52] Bonnie: Yeah, I sit in this CDAO organization where we think about technology all the time, but I know, and I recognize that not [00:02:00] everybody has that privilege or that luxury. How are you in your seat dealing with the intersection of what's happening in technology especially cutting edge technology with artificial intelligence and whatnot?

[00:02:13] Bonnie: And how are you trying to bring together the new with the status quo, I would say?

[00:02:20] Donahue: Well, the first thing is we do none of this by ourselves. We have a great relationship, as you know, with CD, CDAO, NGA, and USDA. Then of course, within the army itself, I got a great boss in general Pappas who understands, you know, as we're going to talk about this, the why behind what we're doing experienced.

[00:02:40] Donahue: Warfighter, joint staff, time, just everything else, you know, could not ask for a better boss. And then I got guys like General Rainey out there from Army Futures Command and his whole organization. And then you have at the top, you know, our secretary and chief of staff of the army, those two understand everything that, that we have to do in the [00:03:00] Y.

[00:03:00] Donahue: So we have really good alignment right now. So it's really exciting to be able to do these things. Again, I cannot thank CDO, and CDAO enough for what y'all are going to help out. So it's pretty simple, right? We're at that inflection point. And you're seeing it across the world, right? If you're watching what's going on in the Middle East if you're watching what's going on in Ukraine if you're watching what other nations are developing, there are these new forms of mass that are out there and you can be observed everywhere. And all this is coming together. And oh, by the way, you still have all of your other traditional forms of mass and equipment. And because of data, because of the new transport layers, because of our ability to compute, the ability to write algorithms, the ability to use artificial intelligence, you know, all those types of things, they're all coming together.

[00:03:47] Donahue: But at the end of the day, it goes back to what we started with. We have to be ready now and build into the future to answer the three things that we described. So all that's playing out live and our most recent. [00:04:00] deployments, we've been able to leverage this and get a, as we always say a commander's decisive decision-making ability.

[00:04:06] Bonnie: Yeah. Do you find that you have to now put a focus on training soldiers to be tech-savvy to be comfortable with rapid change? That's kind of the environment I feel like we're entering where technology is changing so fast that we also have to be agile. As a force.

[00:04:25] Donahue: Yes. And it's different at every level, right? So for people, in my generation and even our mid-level leaders and above, we have to be very specific with their Education their what we ask of them. So as an example, you know, my least, you know, tech-savvy data-savvy leaders I have are my staff primary officers, right?

[00:04:49] Donahue: They're great, super talented people, but they've never, this is the first time they've had to deal with it. So, you know, whenever, you know, everyone has their way of counseling, right? So may we talk about [00:05:00] them, their family, where they want to go. And then we talk about their organization. But the number one bullet I have is to tell me what your data plan is. Okay. So that then we can see how are you incorporating your data into everything that we're doing. So, and then everybody who comes into, you know, 18th Airborne Corps, the staff, you have to go through a data literacy course, everybody, regardless of rank. Okay. And then as you move down to, you know, the youngest you know, paratroopers we have here they already know how to code the vast majority of them.

[00:05:33] Donahue: They, so to them, this isn't, Difficult or new. This is like, come on, catch up. Let's go. We can be doing a heck of a lot better. So you can see where your workforce is varied, right? At the lowest levels, they're like, let's go. We have to do more. We're waiting for you. And they understand that. Why? And they're looking at across the world.

[00:05:52] Donahue: So they, they feel that sense of Hey, we, we have to change and we have to continuously change, right? And our chief of staff of the army no [00:06:00] longer calls it transformation or anything else. He calls it continuous transformation and he's right.

[00:06:07] Bonnie: Yeah. I appreciate you pointing out the generational differences, not, and I wouldn't even caveat it as struggles because it just means you, there are different needs at those levels and I appreciate that. I think that's just honest, a way of honestly looking at it so that you can drive toward better solutions for each of those audiences.

[00:06:27] Bonnie: I love that.

[00:06:27] Donahue: Yeah. And it should be exciting, right? You should want to go out and learn, right? you are a, at this point, you're a senior non-commissioned officer, or you're a senior officer responsible for all these things that we talk about. You should be you should feel empowered. You should feel like this is great.

[00:06:44] Donahue: I'm not doing the average everyday thing. I joined the army to do great things. Look at what I'm being exposed to. Look at what I'm able to develop. So, and that's how they feel, by the way.

[00:06:54] Bonnie: Yeah. This I think is a good segue. soldier innovation a little bit. So [00:07:00] empowering soldiers. I talked to your group in particular, a lot about soldier innovation, and I think they're from the impression I get at your level is there, there's wide recognition that soldiers have good ideas.

[00:07:12] Bonnie: But debate or criticisms are the acquisition system, maybe stifles some of those ideas. So how are you breaking down walls and letting innovation breathe under your command to get those good ideas out?

[00:07:26] Donahue: So the first thing is my predecessor now Carrillo.

[00:07:31] Donahue: You know, we were two peas in a pod on this, right? So when I was down in the 82nd. I had a boss just like I do now that, you know, not only you know, wanted us to do it, but he underwrote, he pushed us. He wanted us to do more, right?

[00:07:45] Donahue: So the first thing at every level, we're kind of doing different things too, to do what you just described, at this level, right? We're empowering everyone at the core level of this is how we're going to fight. [00:08:00] How does your director or section feed into how we're going to fight? It's not one person telling you how we're going to fight.

[00:08:07] Donahue: It's a collective. Right. We're all doing it. And then what we do is every 90 days and you know, General Carrillo started Scarlet Dragon, but then based on several deployments that we've had, we've morphed Scarlet Dragon. His initial focus was on a very specific area. Right. Had to do with targeting and I got to keep it G-rated just because this was in class.

[00:08:30] Bonnie: Right.

[00:08:31] Donahue: And then what we did is we said, Hey, wait a minute, that's good, but that's one source of data. Right. And we said, well, and by the way, we fight in COCOMs. So now to cut to the chase every 90 days we go out to a COCOM and cause we're going to, so that it drives interoperability. With everything they're doing, drives interoperability with their con plans, drives interoperability with their data, networks, all that stuff.

[00:08:57] Donahue: Right. And then, so it's great training for us. [00:09:00] And then we experiment, okay, this is the next thing we're going to experiment as we continue to master, you know, everyone else calls it JADC2, we call it CJADC2P. The coalition, you're always going to fight in a coalition and you're always going to fight with a partner and you have to be able to integrate all the stuff we did in Ukraine with a partner,

[00:09:19] Donahue: Iraq, Afghanistan partner, you can go on and on.

[00:09:22] Donahue: Right? So. You must build everything to be able to fight out in a COCOM part of a coalition with partners. And then the other thing we do, so we do our experimentation to make sure we can do that, and then we ask the COCOM, what problem do you want us to solve? And then we solve one of their problems. So, you know, our next one here is with UCOM, and General Cavoli and General Williams both have given us a very specific thing to solve. So that's your use cases to put it in tech boards. And then we just, and we have our roadmap of where we want to get to. And we're constantly updating that roadmap to get to CJAD C2P.

[00:09:59] Donahue: So [00:10:00] that's at that kind of JTF level. And then the other thing that General Kirill started, which was great, was Dragon's Lair. And that's where all the soldiers from across the 18th Airborne Corps could put in their ideas. And what we did is we said, well, let's go out to COCOMs for this as well. And we reduced the number that we did because we wanted to link and we brought in Army Futures Command and General Rainey and others, but predominantly General Rainey and any, whoever the winner is, we automatically get funding for it. to start the prototype or put into you know, actual to buy that for the organization. And there are a couple of different funding sources that are out there that allow us to do that. we, when I say we, the military, and it's really neat to watch these young kids as they come in. And the other thing too, that I'm proud of is. You know, we got whenever, like, you know, with so calm, we competed with so calm, right? So all of those are great and I come from that world. So all of those great, innovative special operations folks came in [00:11:00] and you know, from the third infantry division one, they beat everybody. And it gave them just incredible confidence in what they do.

[00:11:09] Donahue: So, and then also within each of our formations, we have, an innovation outpost. And all those are

[00:11:18] Bonnie: this is new, right, Innovation Outpost? Relatively new.

[00:11:21] Donahue: Yeah, correct. So what we did is we started one here when I was in the 82nd called the Airborne Innovation Outpost. And this is where you go and solve problems that you have with warfighting or making your people better. And then all the other divisions had their, they've now started theirs.

[00:11:38] Donahue: And they all have it and they're all coming up with incredible things, but it's linked to their priority. So it's not a thousand blooming, you know, flowers, but rather it's linked to actual needs and requirements and then it feeds back into the system. If it makes sense. And each of them has developed something.

[00:11:57] Donahue: Incredibly, we need it on the [00:12:00] battlefield today and it's building into the future as well.

[00:12:04] Bonnie: Yeah. Have you seen any successes coming out of either Dragon's Lair or Innovation Outpost that are showing you that, yes, this is 

[00:12:13] Donahue: Oh, yeah. 

[00:12:13] Bonnie: this is empowering those under you?

[00:12:15] Donahue: Oh, yeah. False. I mean, kinds of really neat things, right? That again, we are using today. the first one is down at the third infantry division. They brought in a university that was Purdue in this case. And they said, Hey, we want to look at decoys. And again, I'll keep it G-rated for this.

[00:12:33] Bonnie: Yeah.

[00:12:34] Donahue: And those decoys we're now using. Okay. And they're cheap. They're effective. And we're using them at our training centers. We're using them as we go out and do training. And we're constantly refining them and making them better. So, there's one. The other one is how do you make your people better?

[00:12:50] Donahue: Okay. This is called the leader engagement tool. And what it does is track. So what, you know, whenever a CQ, a [00:13:00] charge of quarters goes out or a staff duty officer, any of these people, you put up a QR code. in these barracks or whatever areas you want. And that means that the staff duty officer has to go to that QR code at a certain time and ask these questions of people.

[00:13:14] Donahue: So if you know that you have certain trouble at two o'clock in the morning on a Friday night, in this barracks, have the staff duty officer show up at two o'clock in the morning, and then ask these 10 questions, right? And then whatever 10 questions you want to ask, Hey, when are you going on block leave?

[00:13:30] Donahue: Tell me about the barracks. Tell me about it, do you know where you're going to be training in six months? It allows that. And then. All of that goes back to a database that we put everything else into and every day I would come in the 82nd and I could see on my dashboard when it popped up, I could see all the questions that were answered. You've automatic feedback of did the staff duty went to that spot at that time and everybody gets to see it right? So now suddenly you're using all this tech to help people to make them [00:14:00] great. And I was also, and I could give you like 10 more examples. So there's an operational example of a subordinate division, another subordinate division.

[00:14:07] Donahue: And oh, by the way, the guy that developed that app was a warrant officer. He wrote it.

[00:14:12] Bonnie: Yeah.

[00:14:12] Donahue: Okay. And the command sergeant major of the division, Dave Pitt, was the guy that drove it. Right.

[00:14:16] Donahue: And, In country division.

[00:14:18] Bonnie: in that example where your warrant officer is writing code, who then sustains it after like you decide this, there's value here. We want to continue it. Do you have a system or infrastructure to take it and let it scale and do that continuous transformation you're talking about?

[00:14:35] Donahue: Yeah. So what we did is we took that one, you got to make sure that you can use it on a network, all the stuff, you know, better than I do. So we developed it, got to test it, make sure that it actually can work at the authorities to operate. We then got the funding to scale it. And then at the time, command sergeant major Holland, who's now the force com command sergeant major, he was the 18th Airborne Corps CSM.

[00:14:55] Donahue: He put this and put it on his back and he drove it. And now it's, it will, [00:15:00] it's already been employed here in 18th Airborne Corps and about now, I think probably about two or three weeks. It'll go out because it does more than what I just described.

[00:15:09] Bonnie: Right, 

[00:15:10] Donahue: And then it's going to scale across all of the forces commands.

[00:15:12] Donahue: So all the operational forces in the army will be using this. And it all started with solving a problem in the barracks, but all kinds of other stuff would come in. I would invite Command Sergeant Major Holland to be on, one of your next podcasts. And he can explain all this to you, how he's doing that.

[00:15:29] Bonnie: For sure.

[00:15:30] Donahue: So I want to steal his thunder.

[00:15:31] Bonnie: Yeah, but it just I think it's worth just conversing about how things go from ideas to actual no kidding. It's being used in a unit or at scale across the core to address, but I, as you said, started with a problem in the barracks, and the people at your level know that the best.

[00:15:53] Bonnie: And so creating those channels for them to bring problems to the surface and play. With [00:16:00] possible solutions is I think there should be a lot, we should be doing everything we can to make more of that a thing and then creating the channels for it to be integrated into the I don't know the system.

[00:16:10] Bonnie: So to say,

[00:16:11] Donahue: Yeah. So I call that culture and process, right? The culture is, Hey. in this core, our culture is, I'm not going to bore a bit, just to keep it down very quick is we focus on warfighting and making sure we can go anywhere in the world, deter, solve a crisis, or go into campaigning and win and bring our people back.

[00:16:29] Donahue: And so that means we focus on warfighting and we focus on our people. Our people, join the army to do great things. We're going to make them great. We're not going to make them resilient. Right. We're gonna make them more than resilient. We're going to make them great. So we use innovation, tech, and everything else to do that.

[00:16:46] Donahue: Those two, that, that's sort of your two foot. That's your culture. And then you're talking about the process. That's great. People can go out and develop anything. But if you can't put it into the system and sustain it to your point and pay for it and build new [00:17:00] algorithms, test your algorithms, get the authorities to operate, right?

[00:17:04] Donahue: That's the hard part. Innovating is easy,

[00:17:06] Bonnie: I 

[00:17:06] Donahue: making it part of a process and out, you know, that's the real magic, right? And that's where we spend the majority of our time, as you know.

[00:17:15] Bonnie: Yeah, for sure. So, the example you gave to me was a clear data analytics solution, right there. It started with a problem, but they found ways to collect data and help bring situational awareness or inform certain individuals so that certain actions or behaviors could take place more easily and reduce that friction.

[00:17:33] Bonnie: Do you, at your level, have a focus on Taking data and using AI, or are you just waiting to see what use cases AI can be applied to? What does it look like for you?

[00:17:43] Donahue: No. So the first thing Our goal is for all of our updates to be nothing but live data. So that's the first thing. And then, so, as an example, the 3rd Infantry Division does all of their updates live on data. Up here at the Corps, we're doing that as well. Other, the other divisions [00:18:00] are doing that as well.

[00:18:00] Donahue: But my point, the reason I bring that up is that's like, we should have already been doing that, right? So using data, we have a long way to go. Right. But that's the now. And then, you know, to keep it kind of, you know, for someone simple like me, you know, an algorithm is designed to solve a specific will answer a specific question.

[00:18:21] Donahue: AI will answer a question, but it's continuously learning. Right. And I think that's where sometimes, and I know there's more to it than that. But just as you explain that to people, it's like, Hey, listen, AI will look at something. Right. And the more photos you give it, it will get better and better and better at learning that algorithm.

[00:18:41] Donahue: And you just want that algorithm to tell you, hey, this is the vehicle, or this is the, here are the multiple ins that come together. That's a target. It won't get better, right? You have to go back and rewrite an algorithm and do stuff. It's not going to teach itself. AI will teach itself. And again, as you know better than I [00:19:00] do, there's more to it than that.

[00:19:01] Donahue: But people have to understand that too. And that's why all these, the education and all these courses are so, so important. Because people will throw out, Hey, we're going to use AI. Nah, you're not. You're going to use data and you're going to write an algorithm. It's going to answer a question for you faster, you visualize it, whatever.

[00:19:18] Donahue: So what do you need things to be able to learn and get better? That's part of your process. So that's the first thing you prioritize AI to do within your command. So obviously for us sensing and understanding is the focus we have on AI and then some maintenance and logistics stuff.

[00:19:38] Donahue: Right. And again, I don't want to get into classified stuff here, but. There's other stuff that we don't want AI to screw with right now because we don't think it's going to help us out and we don't think we're there with AI, whether internal or external to be able to do it. And we always want to make sure from a, you know, everyone's always worried about ethical, moral, et cetera, [00:20:00] with AI we are too.

[00:20:02] Donahue: But that's why we kind of put it into those two buckets I described because there will always be a human that's going to put a check on it.

[00:20:09] Bonnie: Yeah. No,

[00:20:11] Donahue: it's only going to help us get faster.

[00:20:12] Bonnie: that's relatable, even in other functional lanes across the department, mine as well, and acquisitions. You mentioned kind this sense of play with AI. do you find a lot of AI capabilities in those exercises you described earlier, where you're doing a lot of experimentation?

[00:20:27] Donahue: Oh, yeah. know, and you I'm going to be very generic, but yes we're constantly looking at these types of things. And this isn't AI, but large language models too. Right. Yeah. 

[00:20:38] Bonnie: That's big

[00:20:38] Donahue: which is another kind of form of an algorithm, right? So we're starting to look into that to help out with, you know, especially you know, military decision-making process.

[00:20:49] Bonnie: Yeah. Well, switching gears a little bit more back to 18th Airborne Corps and kind of the challenges you're facing because it's not only the department who's grappling with technology, [00:21:00] our adversaries are as well. So do you think we're ready to take on adversaries who are as technologically equipped as we are, but they also will not likely have the standards that we have, so they will likely not care about bias and the things that you were just saying so what's your take on that in terms of how do you prepare for that?

[00:21:18] Donahue: know, and you're really in a classified area right now, but here's anything, this is my belief we're the United States. We're always going to do it the right way. Okay. And probably our allies are going to be that way as well. We won't always get it right. Cause we never do, but we're going to do it as close to right.

[00:21:35] Donahue: And we will always have the right ethical, moral, standards that we're going to live up to, right? That's just who we are. So I'm not so much worried about that. The real question then is how do we make sure that we can adapt and integrate faster than any adversary that won't do that? And then how do we take advantage?

[00:21:54] Donahue: Of what I would consider a weakness that they're going to do with that, right? And maybe they'll get [00:22:00] on occasion, a short-run advantage, but in the long run, it won't help them out. And we can probably use that as a weakness, not a strength. and turn it back on them.

[00:22:10] Bonnie: No, I that lands pretty firmly with kind of my seat as well in terms of time will be a difference maker in this, I don't know, this next. Era for the department us be able to truly understand how to optimize time to our advantage. The Air Force Research Lab CIO. Her name is Alexis Bonnell.

[00:22:30] Bonnie: She, feel like I've been quoting her a lot recently because she says time is the only thing we share with the adversary. So we have to be masters of time to your point. So I think that's a very prudent point.

[00:22:41] Donahue: There's, well, there's two things, time and, geography never change either time and 

[00:22:46] Bonnie: there you go. 

[00:22:46] Donahue: right? So those are the two things, right? So, you know, just cause we're on a little bit on geography, you know, right now there's a great, you know, if you are, everyone's focused on China right now.

[00:22:56] Donahue: Right. And we should be, I'm not acting like we shouldn't be. But what are you reading to [00:23:00] understand China, right? You probably need to understand them. How are they going to fight and then go back and look at history, and understand the geography of the Indo Pekom AOR, right? There's a great trilogy out there called the Pacific Trilogy.

[00:23:14] Donahue: Guess what? The geography and terrain haven't changed. the same issues that you're going to have in World War Two or then for Ukraine, before we did anything for Ukraine, we read a bunch of books about the fighting in World War Two. in that area. And guess what? That helped us make decisions better. A large language model, you should be able to dump all these things into it and it should kick you out these results, by the way.

[00:23:39] Bonnie: Yeah. Yeah. What are, what else are you reading? What has interested you the most recently right now? It doesn't have to be connected to your current role or not. It could be personal.

[00:23:49] Donahue: So, just, you know, I'm always reading tech stuff. You know, I just read a book about he gave it to me a while ago, but about microchips, right? And how [00:24:00] they're built, where they are, who has them, everything else is a fascinating book. There's a couple of different you know, just tech books that, that have, you know, just recently started.

[00:24:09] Donahue: So what I do is I'll read a professional book and then I'll usually read something about tech and then, you know, I read, I got five kids, I'll read, you know, something with one of my kids, right? So one of my, you know, I have 15-year-old twins, 11-year-old twins and a nine, he turns nine today.

[00:24:26] Donahue: So I'll sort of pick and choose books for them.

[00:24:28] Donahue: So,

[00:24:29] Bonnie: Wow. What are your kids reading? What are they like right now? Is it Dr. Seuss? Is 

[00:24:33] Donahue: So my. No, so my 15-year-olds are teenagers now. So, and they're both incredible. Like they're doing great. You know, it's generally schoolwork, right? And they still like Dad and like to hang around dad. So that's just a win there. So it's my 11-year-old and my 11-year-old son, he.

[00:24:55] Donahue: Loves to read. So we just read a book called Snow Treasure. It's a cool [00:25:00] book about World War ii, up in, you know, one, Scandinavia, it's in Finland, you know, they have to move this gold away from the Nazis, sort of an adventure type thing. And then he's always reading about World War II.

[00:25:13] Donahue: He loves World War II. He's a big sports guy and everything. So he's not like a, you know, a little weird, you know, military guy, but, so that, and then I can't believe I can't remember the name of the book series. He has, it's about a cat. It'll come to me in a second. My nine-year-old reads these books all the time.

[00:25:29] Bonnie: Is it like a graphic novel or?

[00:25:31] Donahue: can't remember,

[00:25:31] Bonnie: Yeah. Okay.

[00:25:33] Donahue: That and then you know, they all love the underpants guy,

[00:25:36] Bonnie: Yes. Captain Underpants. Yes.

[00:25:38] Donahue: Captain Underpants. Yeah. They love Captain Underpants. We probably could put one of them through college with Captain Underpants books right now. if we just, 

[00:25:49] Bonnie: Well, sir, this has been truly a pleasure. I'm going to give you the last word. You have a captive audience here. What do you want to leave us with? What have we not talked about? Or what do you want to continue to [00:26:00] encourage us to think about or to pursue?

[00:26:02] Donahue: mean, I think the yesterday we talked a

[00:26:08] Donahue: everything that we're talking about. And you know, everybody loves talking about, well, this is what's going to be like in 2040 2030. Okay. Well, my point to everybody is 2030 and 20 forties now it's not that far out. And if you look at the, and this was one of the tech books that I was reading how fast do we actually innovate and how fast does this come around?

[00:26:31] Donahue: So I would argue 2030 and 2040 are probably In some cases, they're now or they're 12 or 24 months away. So the first thing is to educate yourself. The second thing is to look for others to start with who do you go out to and talk to and understand about these things? Who are you building and talking to teams about to make sure that you're prepared? And then, you know, the world has changed. Just acknowledge it. And then the last thing is, Hey, it's your moral responsibility to take great care of your [00:27:00] people and make them great. And this is another avenue to do that. And then war fighting, clearly we understand the imperative, right? It's your moral obligation to go out and be able to deter, solve a crisis, or campaign, and win in all of those, and do everything you can to give all of your subordinates the best chance to survive.

[00:27:18] Donahue: And you better get good at these things. And you're seeing it play out right now—Scott Wentz, you know, the 2nd Brigade, 10th Mountain Commander. You know, he's out there shooting down and integrating close-range ballistic missiles and drones, unlike anybody we've seen in a while. And he's out there living this right now, okay?

[00:27:37] Donahue: Ukraine, you know, any other place, the Houthis right now, right? What CENTCOM's dealing with. All these things, you know, we're in this right now. We can't wait. So, you gotta do it right. But your sense of urgency should be high. Make sure that you are owning and being a great steward of your profession driving change and making us as great as we truly can be.

[00:27:59] Bonnie: There you have it, [00:28:00] folks, from the CG himself, we are the change, it's up to us. Thank you, sir, this has been truly a pleasure again. Can't thank you enough.

[00:28:07] Donahue: All right. Thank you all. We'll see you. Have a great day.