Home Care In Point Mugu Nawc, CA

Ask Rear Adm. Keith Hash, commander of Naval Air Warfare Center Weapons Division, about "soft skills," and he'll set you straight.

"In leadership, everyone calls them soft skills. I don't call them very soft," Hash said. "They're some of the hardest things I've ever learned in my career."

Leadership EDGE (Engagement, Direction, Growth and Empowerment) equips leaders with the skills to engage teams, set direction, drive growth, and empower others to achieve their full potential.

The first three cohorts celebrated their achievement at capstone events Aug. 5 at Point Mugu and Aug. 6 at China Lake. The 82 graduates completed a journey of 18 months that transformed how they lead themselves, their teams, and the organization.

Leadership EDGE replaced the Professional at All Levels program (PaaL) in 2023. That program lasted three years, and the new one compresses three separate yearlong steps into a focused development experience.

So what does it take to complete this intensive program?

Two hundred ten hours across two fiscal years while maintaining their full workload. At least 24 hours of coaching sessions. And more than 20 hours dedicated to capstone projects on top of everything else.

They carved out 19 days for concentrated courses, starting with "Building a Learning Organization," progressing through team dynamics and talent management. The journey culminated with "Communicating for Lasting Impact."

For Lori Miller, Leadership EDGE content program manager and Organizational Development Cohort 2 lead, the classes were only the beginning.

"We couldn't run these programs without the coaches. It would not be effective," Miller said. "We've had a lot of people say the classes were really good, but the thing that really did it for me was the coaching component."

Beyond the classroom

Ask any graduate what made the difference, and they will point to the monthly coaching sessions built into the program. While classes happened every other month, coaching filled the gaps, two hours at a time, where participants tackled real workplace challenges with their peers.

Robyn Newcomb, officer in charge of construction and integrated master schedule lead at China Lake, brings years of coaching experience to Leadership EDGE.

Newcomb said coaching future leaders is an investment in NAWCWD's success over the long term.

But for her, it is also personal.

"The opportunity to coach is what keeps me coming to work. Seeing the difference it can make in people's lives is phenomenal," she said.

Lindsay Randall, branch head for Mission Planning and Readiness for Electronic Warfare at Point Mugu, credits coaching with shaping her own career.

"This work really helped me to the path I am on today," Randall explained.

Now she watches participants discover that same power.

"Coaching sessions are special because they allow for a group of peers to learn and grow through the program together," Randall said. "Finding meaning and benefit in coaching allows them to take that new skill back to their teams."

Building tomorrow's leaders today

Pat Schuett, director of Air Wing Integration and Interoperability, remembers the faces from December 2023.

Doubts filled them as they wondered what they had gotten themselves into. When he returned at program completion, he saw transformation.

They had found their leadership voice.

"I'm looking at a bunch of leadership Jedi in here," Schuett said. "You're going to keep evolving because we as leaders continue to evolve."

That evolution meant finding their own leadership voice, not copying the leader before them or mimicking someone they admired, but discovering what worked specifically for them.

Each graduate had to learn their own way to lead.

Finding their way

Leadership EDGE attracts surprising candidates.

Miller says each cohort typically includes three or four participants who don't see themselves as leaders, with likely more who aren't yet comfortable admitting it.

Miller remembers December 2023 clearly.

Several participants stood up during orientation and admitted they did not see themselves as leaders.

"All those people who said 'I don't see myself as a leader' started to shine," Miller said. "They've become good leaders in the process."

Isaac Espinoza was one of them. A human resources specialist at Point Mugu, he entered the program as someone who had "always been reluctant to take supervisory or lead roles."

The experience changed everything.

"I'm no longer avoiding conflict. I'm now looking to improve my difficult conversation skills," Espinoza said. "The coaching aspect was extremely important because I learned how to help colleagues come to their own conclusions. I learned how to ask the right questions to ignite critical thinking."

For Gabrielle Burkhart, confidence was not the issue.

As a resource specialist at China Lake who completed Step 1 of PaaL in 2019, she entered Leadership EDGE already confident in her communication and coaching abilities.

Then came FranklinCovey's "Leading at the Speed of Trust" workshop, a session that immersed participants for three days in building trust through transparency, clarity, and accountability.

Burkhart's transformation went beyond difficult conversations. The Belbin assessment taught her to see team dynamics differently. She stopped looking for people like herself and started building teams with complementary strengths. Her coaching style shifted from giving advice to asking questions.

"By utilizing coaching questions, you allow the other person to talk through their problem and find their own solution," Burkhart said.

The bigger picture

As threats rise and response time shrinks, NAWCWD must equip leaders to deliver for the fleet. The command's dual bottom line demands leaders who can achieve mission success while ensuring workforce well-being.

These 82 graduates understand both imperatives.

"Our whole organization gets stronger when our leaders get stronger," Hash said. "This is an opportunity for you all to help the entire organization get better at what we do, so we can deliver the outcomes that our warfighters need."

These 82 graduates got better by getting real about their strengths, their weaknesses, and their potential to lead.

"You've been given some skills here to lead this organization," Schuett said. "And we need you. We need people to get people innovating."

The program attracts employees at the journey level, team leads, supervisors, and managers. But titles do not define leadership at NAWCWD. What matters is stepping up, influencing change, and guiding others.

"I have all the confidence in the world that you are positioning this organization to continue," Schuett said. "And I really look forward to continuing to partner with you."

Before the U.S. Army fired a Standard Missile-6 from its Typhon system during Exercise Talisman Sabre on July 16, a Navy aircraft from Air Test and Evaluation Squadron (VX) 30 had already flown the mission as a silent rehearsal.

The modified KC-130T Hercules served as a surrogate missile, allowing ground systems in Australia to test communication, telemetry, and tracking before the real launch. Its flight provided critical trajectory data that enabled the Army’s first live Typhon launch outside the continental United States.

“We turned the plane into a fake missile,” said Nathan Stock, platform coordinator for VX-30. “They tracked us like they would track the actual missile.”

The Army’s 3rd Multi-Domain Task Force carried out the live fire days later, striking a maritime target with an SM-6. It marked the first overseas use of the Typhon launcher, known as the Mid-Range Capability.

“The deployment of the MRC and successful execution of an SM-6 live-fire against a maritime target is another significant step forward in our ability to deploy, integrate, and command and control advanced land-based maritime strike capabilities,” said Col. Wade Germann, commander of the 3rd Multi-Domain Task Force.

The mission began with a short-notice request routed through U.S. Army Pacific. VX-30 was selected for its ability to carry long-range test equipment, modify aircraft quickly, and deliver both flight data and in-flight support from remote locations.

Sam Newcomer, a VX-30 engineer supporting the mission, said the Army’s Virtual Onboard Missile system was shipped directly to Australia. The squadron never had physical access to it until arrival at Nackaroo, an Australian Army training area in the Northern Territory.

“We didn’t even see it until we landed at Nackaroo,” Newcomer said. “It had to be sanitized and shipped ahead of us. We built everything to spec without laying eyes on it.”

That meant the team had to design the aircraft modifications using only technical data and part numbers. There was no way to verify fit, power, or interface compatibility before leaving Point Mugu.

“It had to work the first time,” Newcomer said. “And it did.”

To overcome Australia’s limited range infrastructure, VX-30 used the Satellite Communications Range Extension Aircraft Modification system, or SCREAM. Installed in 2024, the system enabled beyond-line-of-sight communications via Starlink and leveraged the aircraft’s existing power, RF, and GPS systems.

The SCREAM integration gave the Army a real-time link to the surrogate missile flown by VX-30. During rehearsal flights, the KC-130T validated telemetry connections and simulated the missile’s trajectory to confirm range coordination before the live launch.

“SCREAM proved its value in a real-world environment,” said Capt. David Halpern, commodore of Naval Test Wing Pacific. “It gave the Army a direct link to their surrogate missile across terrain that otherwise would’ve gone dark. That’s the kind of flexible capability we need in contested environments.”

NAWCWD’s Innovation Lab accelerated preparations by providing computer-aided design (CAD) resources to develop the adapter and plan its integration. Engineers used 3D-printed prototypes to verify the fit on the aircraft. Once confirmed, the parts were sent out for machining. That step saved time and helped avoid costly rework.

“Without the Innovation Lab, we probably would have been dead in the water,” Stock said.

VX-30 engineer Drew Hines designed the new antenna adapter installed on the modified aircraft. While the squadron had previously installed antennas on the aircraft’s skin, this was the first time a team engineer designed a custom adapter plate from scratch.

“Modifying the primary structure isn’t something we take lightly,” Stock said. “This one was actually pretty unique. It used two adapter plates stacked together to match the hole patterns on the skin and the antenna. It had to survive long-range flight over open ocean with no margin for error.”

VX-30 also relied on support from the Point Mugu Sea Range Airborne Systems Team, who built wiring harnesses and helped integrate electrical components into the modified aircraft.

In Australia, success depended on real-time coordination and leadership. Lt. Cmdr. McKenna Cox, officer in charge of the VX-30 detachment, led efforts to align mission timelines, aircrew planning, and evolving Army requirements on the ground.

“This was our first time operating in that part of Australia, so we had to figure out things like airspace, who to coordinate with, and how to stay flexible in a crowded exercise schedule,” Cox said.

From mission request to execution, the entire process took less than three months.

“We only started doing our own aircraft mods last summer with the first Starlink integration,” he said. “Since then, we’ve built the capability to take these requests and deliver.”

Cmdr. Barry Carmody, VX-30’s commanding officer, said the operation reflected the squadron’s technical readiness and commitment to joint warfighting.

“This mission showcased our aircrew and engineers’ ability to rapidly understand, plan, and execute test requirements, all while maintaining sharp focus on warfighting capability,” Carmody said.

For VX-30, the work reinforced the value of technical readiness, agile teams, and mission-driven collaboration. It also confirmed NAWCWD’s ability to deliver capability where and when it matters.

“The Bloodhounds will continue to conduct flight tests worldwide and integrate seamlessly with the Joint Force,” Carmody said.

At around ten years old, Darli Nguyen watched an aircraft drop from the sky. A surface-to-air missile struck the South Vietnamese jet just after it released flares. From where Nguyen stood, the blast lit the horizon. The war ended soon after, but the memory never did.

Thirty-five years into his civilian career, Nguyen still thinks about that moment each time he helps deliver safer aircraft to the fleet.

Nguyen now heads the Countermeasure Systems Branch at Point Mugu, where he oversees teams that create and deliver electronic warfare software. Their work helps protect aircraft and aircrew in combat zones. His contributions to mission data files and operational flight programs support fleet survivability, reflecting a career shaped by urgency, resilience, and a deep sense of purpose.

Nguyen reported to Naval Air Warfare Center Weapons Division in July 1990, nervous but ready. He checked in at a security office near the middle gate and was told to find Building 361.

That first day set the tone for the rest of his career: unfamiliar, demanding, and worth the effort.

"I had no idea how the Navy labeled buildings," he said. "I drove up and down the road, guessing. It took a while, but I finally found it."

Nguyen started by writing software for radar warning systems and other onboard electronics. The lab computers were nothing like the laptops of today, but for a young engineer, it felt like stepping into the future.

"The actual machine was in the back room and filled half a wall," he said. "We connected to it using a terminal. We stored all our software tools and data on that system.”

Not long after he started, Operation Desert Storm broke out in 1991. Nguyen's team received the task of turning around a software update in 24 hours. It was his first experience with the speed and seriousness that would define his career.

"I was brand new, doing support testing in the lab," he said. "We didn't hear back from the pilots, but we knew the update made it to the fleet."

Today, his engineers focus on electronic warfare systems for the F/A-18. One key component is the ALQ-214, a defensive jammer. It helps aircraft detect and counter radar-guided threats. They also support the EA-18G Growler, the electronic attack variant of the Super Hornet.

As both a branch head and functional lead, Nguyen balances people management with hands-on technical oversight.

"We're a matrix organization now," he said. "I manage the team, but I also lead the system integration work that gets these tools to the fleet."

Recently, a fleet squadron operating in the Middle East urgently requested updates to its mission data files. Nguyen's team of sensor and system engineers developed, tested, and delivered a fix within days.

"Later, we heard from the aircrew that it helped them detect a threat and complete their mission safely," Nguyen said. "That felt good. We don't always get that kind of feedback."

Nguyen built his career on curiosity and consistency. He arrived with a degree in electrical engineering but little software experience. His quiet approach didn't go unnoticed. One of the junior professionals who started with him in 1990 is now his department head.

"Though quiet, he carried a big technical brain that showed itself when needed most," said Gerardo Garcia, now the Spectrum Warfare Department head. "Darli quickly became someone we looked to for solutions. We even sat next to each other in class. He was so sharp, I could never catch up to him in that department."

Nguyen learned by asking questions, testing ideas, and walking back and forth between his desk and the lab. Early in his career, a patient task manager taught him to program by handing him a broken application and a manual.

"He didn't just help me at work," Nguyen said. "He showed me how to plan for things in life, like saving for retirement or buying a car."

Nguyen now passes those lessons on to new engineers. When someone joins the team, Nguyen asks if they've set up their retirement account. He offers advice, checks in, and shares what he's learned from decades of government service. Some of his former employees have successfully advanced their career at NAWCWD.

"I don't take credit for that," Nguyen said. "But it feels good to know I helped point someone in the right direction."

For more than two decades, Nguyen supported Foreign Military Sales programs as both a software engineer and technical lead. He delivered mission data updates and software tools to allied forces in Europe and Asia, including Switzerland, Finland, Spain, Italy, Taiwan and South Korea.

"Darli has always had a deep understanding of the EW systems we support, especially the software aspect of them," said Thanh Huynh, former Tactical Aircraft Foreign Military Sales Product Lead. "His technical knowledge has shaped how we build and test system software and mission data. His expertise and dedication have also built long-lasting relationships with many of our FMS customers."

There were hard years, too. During budget cuts and uncertain times, Nguyen watched as leaders scrambled to protect their people.

"I've never seen someone get laid off because of funding," he said. "We've always found a way to keep people working. That's one reason I've stayed. It's a place where people take care of each other."

That matters to Nguyen in a personal way. He didn’t grow up with that kind of security. His early life was shaped by war, loss, and instability. The contrast between those years and the support he found in civil service is something he doesn’t take for granted.

After the war, the new regime imprisoned his father for six years because of his military service. Authorities forced the family out of their home and relocated them to a remote mountain area.

Nguyen never finished high school in Vietnam. At 17, he escaped by boat, then lived nearly a year in refugee camps in Malaysia and the Philippines before arriving in California. Without a diploma, he enrolled in community college and later transferred to the University of California, Santa Barbara, where he earned a bachelor’s degree in electrical engineering. After years of perseverance, he earned a master’s degree in electrical engineering from California State University, Northridge.

He never forgot what brought him to NAWCWD.

"I want to protect the aircraft and protect the pilot," he said. "Even if they don't know my name, I know our work is helping them come home."