By: Capt Scott Wyman, Capt Ryan McCarver, Capt Gary Murley, Capt Christopher Leighton
Introduction
Munitions Officers (21Ms) are forged in the fires of precision, discipline, and technical expertise. From managing explosive safety arcs to leading munitions storage areas and combat-ready teams, our career field is built on execution. Getting it right every time. Yet today’s operational environment demands more than technical excellence; it requires adaptability, enterprise awareness, and the ability to think strategically across domains.
Authors stand in front of the Minuteman III Monuments at Hill AFB, Utah. (Photo courtesy of the author)
Recognizing that need, the Air Force developed the Special Experience Exchange Duties (SPEED) programs – a curated list of broadening opportunities designed to expand an officer’s skill set beyond their core functional area. For munitions officers, SPEED represents a chance to gain exposure to advanced academics, acquisition, enterprise-level logistics, and industry – experiences that challenge us to grow as leaders, not just technicians.
In this article, four 21M officers reflect on their journeys through SPEED assignments: The Air Force Institute of Technology (AFIT) graduate program, the Acquisition and Logistics Experience Exchange Tour (ALEET), the Logistics Career Broadening Program (LCBP), and Education with Industry (EWI). Each program took us out of the bay and into the fray – where complex, strategic problems replaced checklists and timelines. What we brought back – and continue to gain – is not just perspective, but readiness for the next fight.
What is SPEED?
The SPEED program is a career development resource managed by the Air Force Personnel Center (AFPC) to identify and promote officer broadening opportunities across functional communities. Designed to complement traditional career paths, SPEED assignments offer curated positions that stretch officers beyond their primary Air Force Specialty Codes (AFSCs) and expose them to enterprise-level challenges.[i]
Functionally, SPEED operates as a roadmap for deliberate talent management. It highlights programs that develop critical thinking, adaptability, and strategic perspective – qualities essential for officers expected to lead in increasingly complex and contested environments. These assignments range from academic institutions and interagency partnerships to industry immersion and cross-functional logistics roles.
AFIT – Captain Scott Wyman
The Air Force Institute of Technology (AFIT) offers advanced academic degrees to active-duty officers, enabling deep technical and logistical expertise in support of national defense objectives.
When I applied to AFIT, I was looking for more than just a master’s degree. I wanted a framework for thinking critically about complex logistics challenges. Coming from a munitions background, I was used to execution: planning, posturing, and delivering. What I hadn’t yet developed was the ability to connect tactical actions to strategic outcomes, especially in contested or resource-constrained environments. AFIT was rigorous. The workload was intense, the subject matter highly technical, and the pace unforgiving. But that rigor was essential, and it was amplified by the expertise and dedication of the faculty. The professors at AFIT weren’t just academics; they were seasoned professionals and subject matter experts who brought real-world experience into the classroom. Their guidance was instrumental in helping me connect theoretical concepts to practical applications. It forced me to move beyond surface-level understanding and dig into system-level thinking: how supply chains interact, how policy affects readiness, and how data drives decision-making.
The experience gave me the academic tools to analyze problems from first principles rather than relying on experience More importantly, it sharpened my communication. I learned to brief complex ideas clearly, justify recommendations with evidence, and translate logistics concepts for broader audiences. These are skills I didn’t know I lacked until I needed them. Returning to the field, I now approach my 21M role with a different lens. I don’t just ask, “Can we support this operation?” I ask, “What’s the risk or trade-off? What does the data tell us? How do we shape conditions before the request hits our inbox?” AFIT didn’t change what I do, it changed how I think.
Capt Scott Wyman at the AFIT campus, Wright-Patterson AFB, Ohio. (Photo courtesy of the author)
ALEET – Captain Ryan McCarver
The Acquisitions and Logistics Experience Exchange Tour (ALEET) places logistics officers in acquisition-focused roles at Major Commands or programs offices, providing firsthand insight into requirements development, budgeting, and lifecycle management.
When I applied to be part of the ALEET program, I was most interested in the opportunity to see how the Program Office operates. As a 21M, I was accustomed to working with the hands-on users in the field and I was constantly hearing that the Program Office was slow to meet the needs of the users. I now better understand why the Program Office takes the time it does to acquire and sustain a particular weapons system. Being part of the acquisitions process will better prepare me for a future in maintenance leadership. Procuring new technology for the field isn’t something that can happen overnight. However, it is important that we operate efficiently because what we acquire directly addresses the needs of operators and maintainers in the field. I now feel confident explaining why the Program Office requires significant time to acquire new technology.
Being in a Program Office has challenged me as a leader and allowed me to further develop my leadership style. My past experiences have all been in large maintenance organizations directly supervising many enlisted Airmen. Coming to ALEET, I would be more directly focused on one program with a small team. Working in this environment has reinforced the importance of communication. Communication is not only key in large organizations but also essential among smaller teams executing a larger mission. Being in a Program Office as part of ALEET has expanded my knowledge of the Air Force while developing my leadership skills for the future.
Capt Ryan McCarver and Capt Christopher Leighton stand outside the Minuteman III System Program Office at Hill AFB, Utah. (Photo courtesy of the author)
LCBP – Captain Gary Murley
The Logistics Career Broadening Program (LCBP) places officers into rotational assignments across different Air Force Sustainment Center and Air Force Materiel Command functions, providing enterprise-level exposure to supply chain operations, depot maintenance, and program execution. The two locations for Munitions and Missile Maintenance Officers to complete LCBP are Ogden Air Logistics Complex at Hill AFB, Utah and the Air Force Nuclear Weapons Center at Kirtland AFB, New Mexico.
I completed my LCBP experience in the Ogden Air Logistics Complex. At Ogden, career broadeners complete six-month rotations within the depot, systems program office, and supply chain squadrons. One of the reasons I pursued LCBP was to gain experience in weapon system sustainment outside of the traditional operational levels. LCBP is unique because a career broadening officer is not restricted to stay within the realms of their individual Air Force Specialty Code. LCBP offers opportunity and experience to learn all aspects of sustainment from the perspective of the entire 21X community.
LCBP provided the opportunity to gain an understanding of the Air Force Sustainment Center and its Global Enterprise Network for Universal Sustainment (GENUS). The program provided me the opportunity to gain relevant sustainment experience while also immersing myself in the Department of Defense’s Regional Sustainment Framework. LCBP challenged me with initiatives to grow in the areas of strategic planning, collaborating with U.S. Embassies, and fostering relationship building with our partner and ally nations around the world. Overall, LCBP has developed me into a strategic minded leader with a focus on sustainment, military readiness, and operational flexibility. I highly recommend LCBP to not just the 21M community, but to all 21X officers.
Capt Gary Murley stand outside the Ogen Air Logistics Complex at Hill AFB, Utah. (Photo courtesy of the author)
EWI – Captain Christopher Leighton
Education with Industry (EWI) embeds officers with leading private-sector companies for 10-12 months, exposing them to cutting edge logistics, supply chain, and innovative practices to bring back into Air Force operations.
I was fortunate enough to be selected to fill a 21R EWI slot as a 21M. I had the pleasure of partnering with Amazon Air for my fellowship. I spent 11 months at Amazon Air’s corporate HQ in Bellevue, WA, learning the ins and outs of the Fleet, Aviation, Sourcing, and Technical Team (F.A.S.T). The FAST team is charged with acquiring, sourcing, maintaining, and developing contracts, equipment, and technology to sustain and improve Amazon Air flight operations. I specialized in managing all Amazon owned Aircraft Ground Equipment by monitoring and upgrading their respective data systems for real time data analysis. Due to my deep integration into Air’s support equipment, I quickly learned what was needed to maintain their high ops tempo and what pain points were in Air’s logistics network. I also interfaced with the nexus of ground and air logistics, furthering my understanding of Amazon’s robust ground logistics network. The biggest takeaway I was hoping to gain from my fellowship was how one company was able to comprehensively dominate the logistics industry. It was easy to see how and why Amazon became the industry standard in global logistics.
Amazon Air showed me how a robust logistics base can work hand in hand at incredible speeds. Is it possible for the military industrial logistics base to mimic Amazon’s one for one? Not quite. Amazon’s logistics system is closed to only Amazon products and all systems are centrally networked solely through Amazon Web Services. However, there are aspects and themes that are ingrained in Amazon’s processes that can be adopted into the military industrial logistics base. Using common languages, accurately forecasting demands from customers, and being customer focused above all else are the key components to Amazon’s logistic success. Supply is something all 21X officers must understand to perform their duties effectively. Knowing how, what, and with whom to communicate supply concerns will drastically decrease lead times for critical parts needed in the field. Accurately and consistently signaling parts needs to the supply system, will allow the supply system to have the parts you will need available. At the end of the day, we all have a customer that we are serving, and we all need to do our best to deliver what that customer needs above all else. I hope to take these lessons back with me as I transition back into the 21M career field. I highly recommend that any 21X apply for SPEED/AAD programs. These programs will give you valuable insight into what the Air Force supply system is and how it integrates DLA, Air Force Supply Chain Management, Depots, and SPOs to get you what you need in the field to complete your unit’s mission.
Common Threads & Key Takeaways
While AFIT, ALEET, LCBP, and EWI offer distinct experiences, they converge on a shared objective: cultivating strategic and agile logistics leaders aligned with the Air Force’s evolving needs. These assignments are designed to broaden perspectives and hone essential skills, moving officers beyond tactical execution to a deeper understanding of the entire enterprise. A key theme is the development of systems-level thinking, enabling officers to connect tactical actions to strategic outcomes and optimize processes across the supply chain. By experiencing different facets of the Air Force, these programs bridge the gap between functional areas, such as the field and program offices, fostering improved communication and collaboration. This directly supports the Major General King’s call for enhanced enterprise logistics, where the 21X communities collaborate to solve readiness challenges at the lowest level.[ii]
Furthermore, these assignments provide exposure to innovation and best practices, both within the Air Force and from leading private-sector companies. This exposure drives improvements in efficiency, effectiveness, and adaptability. The emphasis on acquisition logistics through programs like ALEET directly addresses the need to build “AcqLog” strength.[iii] Finally, these experiences sharpen critical communication and leadership skills, preparing officers to tackle complex challenges and lead effectively in a dynamic operating environment. Investing in these special experience assignments is a strategic imperative, ensuring the Air Force has the forward-thinking leaders needed to maintain its competitive edge, strengthen joint logistics capabilities through future assignments, and support the Warfighter.
Why it Matters to LOA
The Logistics Officers Association (LOA) exists to collaborate and grow logistics professionals across the DoD, industry, and academia. That mission is reflected in every SPEED assignment completed. Whether through exposure to sustainment operations at the enterprise level, private-sector innovation, or advanced academic research, each program directly contributed to our development across LOA’s four focus areas: Warfighting, Innovation, Sustainment, and Education (WISE).[iv]
SPEED isn’t just about individual growth, it’s about preparing officers to lead logistics efforts that are smarter, faster, and more agile. For 21Ms, that means expanding beyond the bay and engaging in joint, interagency, and enterprise-level challenges. It’s about building munitions officers who understand the full lifecycle of the capabilities we support, from acquisition to employment to sustainment, and who can translate tactical realities into strategic impact.
That’s why these experiences matter to LOA. They foster collaboration across services, organizations, and sectors. They cultivate logisticians who are ready to drive change, not just execute it. By sharing our stories, we hope to contribute to the LOA community’s ongoing efforts to grow Warfighters, innovators, sustainers, and educators who are ready for tomorrow’s fight.
When Opportunity Meets Merit
Assignments for 21Ms, as well as 21As and 21Rs, are selected during the Development Team (DT) cycle, with AFIT selections typically finalized during the spring board and other SPEED program selections made during the winter DT board. The process is competitive and deliberate. Officer records are scored and ranked in order of merit, with MyVector preferences, leader comments, and the Statement of Intent (SOI) all carrying significant weight. In fact, the DT reviews every SOI carefully and strives to match officers to programs based on both developmental value and personal intent.[v]
Because these programs take officers outside their core AFSC, they’re considered “all in” — meaning members must commit fully and understand the impact on career milestone timing. That said, SPEED tours are seen as high-value opportunities to develop strategic awareness, prepare for future leadership roles, and build breadth across the logistics enterprise.
Conclusion
Each of us stepped into our SPEED assignment with different expectations, but we came away with a shared understanding: broadening experiences push you out of your comfort zone, challenge your assumptions, and ultimately make you a stronger, more capable leader.
Capt Wyman (AFIT): “Academic rigor gave me new tools, but more importantly, new ways of thinking about munitions challenges. I wholeheartedly recommend a special experience tour. It will challenge you and you will not regret it.”
Capt McCarver (ALEET): “I saw how policy, contracts, and logistics intertwine – and how 21Ms can shape that conversation. I recommend getting out of your comfort zone and completing a special experience tour.”
Capt Murley (LCBP): “Rotating through enterprise-level logistics gave me a big-picture view I never had at the unit level. I absolutely recommend a special experience tour.”
Capt Leighton (EWI): “My time in industry sharpened my focus on innovation, agility, and what it means to deliver value in a contested environment. If you’re looking for a unique way to learn enterprise logistics, I highly recommend a special experience tour.”
According to our 21M Career Field Manager, Colonel Jason Vattioni, “Officers who step into SPEED assignments return with the kind of operational agility and strategic awareness we need across the enterprise. If you’re interested, reach out to our Force Development Team; they’re here to guide and assist you with these development opportunities.”
While our experiences reflect just a few of the opportunities outlined in the SPEED guide, they highlight the powerful impact these development programs can have on 21M officers and the broader logistics enterprise. If you are considering what’s next, do not underestimate the value of stepping into the fray. The tools you gain, the perspectives you earn, and the networks you build through SPEED aren’t just for you – they’re for the fight ahead.
The views expressed in this article are those of the authors and do not necessarily reflect the official policy or position of the Air Force, the Department of Defense, or the US Government.
About the Authors
Capt Scott Wyman is a USAF Missile and Munitions Maintenance Officer currently serving as the ICBM Systems Chief of Logistics, ICBM Systems Directorate, Air Force Nuclear Weapons Center, Hill AFB. After earning his commission from Officer Training School in 2017, he has served in a variety of assignments, including various Flight Commander and Director of Operations positions within maintenance and training organizations. He can be contacted at scott.wyman@us.af.mil.
Capt Ryan McCarver is a Missile and Munitions Maintenance Officer currently serving as an Acquisitions Program Manager, Minuteman III Program Office, ICBM Systems Directorate, Air Force Nuclear Weapons Center, Hill AFB. After commissioning through ROTC at Rutgers University in 2017, he has served in a variety of assignments, including Conventional Munitions Flight Commander roles and ICBM Flight Test positions. He can be contacted at ryan.mccarver.1@us.af.mil.
Capt Gary Murley is a Missile and Munitions Maintenance Officer currently serving as a Logistics Career Broadening Officer within the Ogden Air Logistics Complex, Air Force Materiel Command, Hill AFB. Capt Murley was commissioned through Officer Training School and has served in a variety of assignments including missile maintenance, aircraft maintenance, munitions, and stockpile management. Upon completion of LCBP, he will serve as Director of Operations in the 1st Munitions Squadron. He can be contacted at gary.murley@us.af.mil.
Capt Christopher Leighton is a Missile and Munitions Maintenance Officer currently serving as an Acquisitions Program Manager, Minuteman III Program Office, ICBM Systems Directorate, Air Force Nuclear Weapons Center, Hill AFB. After commissioning through ROTC through the University of Tennessee-Knoxville in 2019, he has served in a variety of assignments, including nuclear roles such as Special Weapons Flight Commander and multiple MMIII ICBM OIC positions. He can be contacted at christopher.leighton.2@us.af.mil.
Works Cited
[i] Air Force Personnel Center. (2025). USAF Academic Year 2026 Advanced Academic Degree (AAD) and Special Experience Exchange Duty (SPEED) Selection Process Guide. https://myfss.us.af.mil/USAFCommunity/s/knowledge-detail?pid=kA08300000001jVCAQ
[ii] King, J. (2025, June). 21X Spring 2025 Developmetn Team (DT) Outbrief [PowerPoint slides]. AF/AFL. https://avolve.apps.dso.mil/#/display/55be0611-b99f-421a-a854-3bef49d9fbb3
[iii] King, J.
[iv] Logistics Officer Association. (2023). Strategic Plan. https://atloa.org/members-only/guidance/
[v] Vattioni, J. (2025, February). 21M Winter DT Outbrief December 2024 [PowerPoint slides]. https://avolve.apps.dso.mil/#/display/cd7d10cb-ae0d-4b63-98cf-629dd9886b15