Disclosure: my perspective in this article is that of someone who has recently made the switch over to tactical as I am now approaching the half-year mark. I’m not here to speak in absolutes or as an authority figure regarding TSAC but simply to provide insight into what the transition into this world has been like for a coach who recently left the collegiate realm.
This is part III and the conclusion of our mini-series breaking down the transition for an S&C coach into the tactical setting. This part will focus on the ‘unknown’. These are parts of the job that don’t get publicised until after you’ve signed along the dotted line. The problem with that, it’s a little too late if you decide it’s not for you. So, I’ll try and provide you with all the information I wish I knew before getting started.
The Unknown
The reality of all of this is that no one truly knows what direction this will head long term. The H2F pilot program started back in 2018 and anyone that’s spent any amount of time on the project will tell you things are constantly changing and that, at best, all we can do is speculate on what our situation will look like one, three, five, and ten years down the road.
The recent contract has increased the number of strength coaches at each base by an astronomical amount; my base, which was previously home to 12 SCCs, is adding roughly 80 new coaches across the Installation. All of that after just three short years operating at a small-scale level really demonstrates not only the value of this program but also the potential growth that lies ahead. Of course, our impact will always be limited by the degree to which we can convince the Army to give us autonomy over the training process and begin to shift the culture away from overtraining and more to one that prioritizes soldier well-being and performance. The hope is that as H2F continues to demonstrate its value, especially with more coaches on staff being able to reach more soldiers, that this will result in more money, resources, and staffing allocated to the project.
My primary concern given the recent influx of coaches from all over that have made the jump to TSAC centers around one of the first principles of economics that most of us were exposed to – supply and demand. With more coaches expressing interest in TSAC and the case being made for more S&C coaches within each installation, we run the risk of both the quality and compensation of each coach decreasing as opposed to the Department of Defense spending more money on the project to continue to pay the qualified individuals appropriately. Does the US invest more into Defense spending than every other country on the planet? Yes. Does that mean we’re on the receiving end of such a lucrative budget? Not in the slightest. Because of that, TSAC needs to exercise caution in ensuring that we do not become collegiate strength & conditioning reincarnated where we become oversaturated with coaches and the inherent value, and subsequent compensation, of each coach steadily declines.
The other primary concern from a professional standpoint, especially for those with a family to provide for, is what the future of contracting looks like for H2F. Obviously, as this initiative is still developing it’ll take time to determine the best path forward but from a logistical standpoint, it is quite risky to be switching employers every few years, let alone every single year if more contracts mirror the current one where an organization gets a 1-year guarantee with the possibility of an extension. For certain companies, you are unable to take advantage of some of the benefits (CEU budget, 401K investment matching, etc.) provided until after 12 months of employment; but where does that leave us when the government is putting out a contract that could, theoretically, turnover every 1-2 years? Without any sort of continuity of benefits, we run the risk of never being on the receiving end of benefits that can really add up over time, not to mention the hassle of having to go through new employee orientation, enrollment in new insurance providers/plans, and the headaches that come with that especially if you have a family to factor into your decisions as well.
Beyond the concerns of the profession itself, there are some other honorable mentions having to do with the logistics of the job itself. However difficult you thought planning and programming were in the collegiate world, working in the military (not including Special Operations) will provide you with the most unique and challenging constraints you’ve been faced with. This is mainly due to the minimal resources you’re given to train a large number of soldiers. In my current setting, a typical company, anywhere from 150-250 soldiers, has 1-2 “boxes” at their disposal (see the image below) and a ~90-minute window to train everyone simultaneously. This means approximately 4 racks, 4 barbells, 4 hex bars, some kettlebells and other miscellaneous equipment per box, and no dumbbells are all you have to get the job done.
For what it’s worth, not all brigades have this exact set-up; some have more, some have less, and you’ll almost never have every single soldier at a given training session. It’s worth noting that, in my experience, these boxes do not have 2.5 or 5lb plates in them either so implementing a plan predicated on progressive overload can also be problematic if you have a novice athlete where a 20lb jump represents a sizable increase in intensity. From a professional development standpoint, I think this is a valuable opportunity to determine how pragmatic you are as a coach and your ability to think outside the box (I hate myself for making this pun but it happened so deal with it) to build a program that is logical, scalable, and progressive. Did I mention that, in many cases, these boxes are outside without any overhead covering?
Now, brigades are to be outfitted with a Soldier Performance Readiness Center (SPRC) in the next few years which will provide brigades with the resources and facilities to properly address the needs of soldiers everywhere; however, I’d exercise caution to those who may be excited about this as to whether they’ll adhere to the proposed timeline. Regardless of your thoughts on government in general, I believe we can all come together and agree that no matter which side is running things, there always tends to be a lag in the urgency with which things are done to address needs in a timely manner… but I digress.
Conclusion
At this point, if you’re still on board with making the switch (or have already accepted a position), welcome! Regardless of which boat you find yourself in, I hope this article was able to provide you with more insight into what the future could have in store for you or if you are on the fence, has helped you decide one way or the other.
Far too often, individuals try to sugarcoat the realities of their profession and fail to be truthful about the journey that lies ahead and the sacrifices that will need to be made to find success (definitely not talking about you Collegiate S&C). Not every up-and-coming coach in their early twenties needs to have their life figured out and sometimes the best thing a mentor/colleague can do is provide them with the necessary and honest information to help them make the decision that is best for them.
If you have further questions, I encourage you to reach out to me and the numerous other coaches on Strength Coach Network that currently work in the tactical setting!
This is part III and the conclusion of our mini-series breaking down the transition for an S&C coach into the tactical setting. This part will focus on the ‘unknown’. These are parts of the job that don’t get publicised until after you’ve signed along the dotted line. The problem with that, it’s a little too late if you decide it’s not for you. So, I’ll try and provide you with all the information I wish I knew before getting started.
The Unknown
The reality of all of this is that no one truly knows what direction this will head long term. The H2F pilot program started back in 2018 and anyone that’s spent any amount of time on the project will tell you things are constantly changing and that, at best, all we can do is speculate on what our situation will look like one, three, five, and ten years down the road.
The recent contract has increased the number of strength coaches at each base by an astronomical amount; my base, which was previously home to 12 SCCs, is adding roughly 80 new coaches across the Installation. All of that after just three short years operating at a small-scale level really demonstrates not only the value of this program but also the potential growth that lies ahead. Of course, our impact will always be limited by the degree to which we can convince the Army to give us autonomy over the training process and begin to shift the culture away from overtraining and more to one that prioritizes soldier well-being and performance. The hope is that as H2F continues to demonstrate its value, especially with more coaches on staff being able to reach more soldiers, that this will result in more money, resources, and staffing allocated to the project.
My primary concern given the recent influx of coaches from all over that have made the jump to TSAC centers around one of the first principles of economics that most of us were exposed to – supply and demand. With more coaches expressing interest in TSAC and the case being made for more S&C coaches within each installation, we run the risk of both the quality and compensation of each coach decreasing as opposed to the Department of Defense spending more money on the project to continue to pay the qualified individuals appropriately. Does the US invest more into Defense spending than every other country on the planet? Yes. Does that mean we’re on the receiving end of such a lucrative budget? Not in the slightest. Because of that, TSAC needs to exercise caution in ensuring that we do not become collegiate strength & conditioning reincarnated where we become oversaturated with coaches and the inherent value, and subsequent compensation, of each coach steadily declines.
The other primary concern from a professional standpoint, especially for those with a family to provide for, is what the future of contracting looks like for H2F. Obviously, as this initiative is still developing it’ll take time to determine the best path forward but from a logistical standpoint, it is quite risky to be switching employers every few years, let alone every single year if more contracts mirror the current one where an organization gets a 1-year guarantee with the possibility of an extension. For certain companies, you are unable to take advantage of some of the benefits (CEU budget, 401K investment matching, etc.) provided until after 12 months of employment; but where does that leave us when the government is putting out a contract that could, theoretically, turnover every 1-2 years? Without any sort of continuity of benefits, we run the risk of never being on the receiving end of benefits that can really add up over time, not to mention the hassle of having to go through new employee orientation, enrollment in new insurance providers/plans, and the headaches that come with that especially if you have a family to factor into your decisions as well.
Beyond the concerns of the profession itself, there are some other honorable mentions having to do with the logistics of the job itself. However difficult you thought planning and programming were in the collegiate world, working in the military (not including Special Operations) will provide you with the most unique and challenging constraints you’ve been faced with. This is mainly due to the minimal resources you’re given to train a large number of soldiers. In my current setting, a typical company, anywhere from 150-250 soldiers, has 1-2 “boxes” at their disposal (see the image below) and a ~90-minute window to train everyone simultaneously. This means approximately 4 racks, 4 barbells, 4 hex bars, some kettlebells and other miscellaneous equipment per box, and no dumbbells are all you have to get the job done.
For what it’s worth, not all brigades have this exact set-up; some have more, some have less, and you’ll almost never have every single soldier at a given training session. It’s worth noting that, in my experience, these boxes do not have 2.5 or 5lb plates in them either so implementing a plan predicated on progressive overload can also be problematic if you have a novice athlete where a 20lb jump represents a sizable increase in intensity. From a professional development standpoint, I think this is a valuable opportunity to determine how pragmatic you are as a coach and your ability to think outside the box (I hate myself for making this pun but it happened so deal with it) to build a program that is logical, scalable, and progressive. Did I mention that, in many cases, these boxes are outside without any overhead covering?
Now, brigades are to be outfitted with a Soldier Performance Readiness Center (SPRC) in the next few years which will provide brigades with the resources and facilities to properly address the needs of soldiers everywhere; however, I’d exercise caution to those who may be excited about this as to whether they’ll adhere to the proposed timeline. Regardless of your thoughts on government in general, I believe we can all come together and agree that no matter which side is running things, there always tends to be a lag in the urgency with which things are done to address needs in a timely manner… but I digress.
Conclusion
At this point, if you’re still on board with making the switch (or have already accepted a position), welcome! Regardless of which boat you find yourself in, I hope this article was able to provide you with more insight into what the future could have in store for you or if you are on the fence, has helped you decide one way or the other.
Far too often, individuals try to sugarcoat the realities of their profession and fail to be truthful about the journey that lies ahead and the sacrifices that will need to be made to find success (definitely not talking about you Collegiate S&C). Not every up-and-coming coach in their early twenties needs to have their life figured out and sometimes the best thing a mentor/colleague can do is provide them with the necessary and honest information to help them make the decision that is best for them.
If you have further questions, I encourage you to reach out to me and the numerous other coaches on Strength Coach Network that currently work in the tactical setting!
