All Source Intelligence Technician

You are the S2 section's all-source fusion authority — the warrant who integrates every collection discipline into a single analytic line and tells the commander what the enemy is going to do before he does it. The analysts produce the products; you certify the intelligence.

You came up through the 35F pipeline, earned your TS/SCI, survived a BCT or MI company rotation as an analyst, and then put in your warrant officer packet. Now you are through WOCS at Fort Jackson and the All-Source Intelligence Technician Course (MI Warrant Officer Basic Course plus the 350F specialty phase) at the Military Intelligence School at Fort Huachuca, Arizona. Your first billet is typically as the Intelligence Warrant in a BCT S2 section — integrating HUMINT, SIGINT, GEOINT, IMINT, and MASINT collection into a coherent enemy COA assessment the BCT commander can make a decision on. You manage the section's analytic production cycle, review and certify products before they leave the SCIF, drive the Intelligence Preparation of the Battlefield (IPB) for the battalion and BCT level, and advise the S2 officer on analytic tradecraft, collection management, and sourcing discipline. In garrison you run the section's Foundry program, mentor the NCOs on product quality, manage the RFI dialogue with theater intel brigade and national-level producers, and own the unit's SCIF accreditation posture under ICD 705. In the field you are at the BCT's targeting working group, the MDMP intelligence annex, and the BUB intelligence update — and you are the person who stops the brief when the analytic confidence does not support the commander's intended action.

• 01Run the BCT-level IPB cycle — terrain analysis, weather effects, threat COA development, event templates, decision support templates — to ATP 2-01.3 standard, and brief the finished product to the BCT CDR and S3 before the OPORD is signed.
• 02Integrate HUMINT, SIGINT, GEOINT, IMINT, and MASINT reporting into a fused all-source picture — weighting each source by reliability and credibility, flagging gaps and contradictions, and naming the analytic confidence in the product rather than hiding it.
• 03Manage the section's RFI pipeline — phrase requests to theater intel brigade, NSA details, and DIA elements so answers come back actionable; track suspenses; and maintain the collection matrix against the BCT CDR's Priority Intelligence Requirements (PIRs).
• 04Certify intelligence products leaving the SCIF — sourcing complete, confidence levels defensible, alternative analyses named, ICD 203 standards met — before the product goes to the S2 officer or the commander.
• 05Drive the target development cycle alongside the S3 and the targeting officer — D3A framework, nomination packages, engagement criteria, positive identification standards, BDA collection requirements — to JP 3-60 and ATP 2-01.3 standards.
• 06Advise the BCT CDR or BN CDR on OPSEC vulnerabilities and enemy reconnaissance capabilities — your IPB is the input that makes the OPSEC plan credible rather than performative.

• —ADP 2-0 — Intelligence (the doctrinal foundation; read it cover-to-cover at WOBC and keep it in the SCIF).
• —ATP 2-01.3 — Intelligence Preparation of the Battlefield (you live here; own every annex and template).
• —FM 2-0 — Intelligence (the comprehensive doctrine spine; chapters 2-4 are the 350F's operating environment).
• —ATP 2-19.4 — Brigade Combat Team Intelligence Techniques (BCT-specific; your day-to-day operating framework).
• —ICD 203 — Analytic Standards; ICD 206 — Sourcing Requirements for Disseminated Analytic Products.
• —FM 2-22.3 — Human Intelligence Collector Operations (the HUMINT discipline you integrate and advise on).

• —All-Source Intelligence Technician Course complete at Fort Huachuca (MI Warrant Officer Basic Course + 350F specialty phase) — the technical credential that makes you the section's analytic authority.
• —TS/SCI with current periodic reinvestigation — the 350F seat requires it; a lapsed clearance at this paygrade is a career event, not an administrative inconvenience.
• —Warrant Officer Basic Course (WOBC) complete; OER profile reflecting technical intelligence outputs: product quality, RFI satisfaction rate, IPB accuracy, targeting-cycle support.
• —SCIF accreditation current under ICD 705 — the physical-security and IT compliance posture the 350F warrant owns at the S2 section level.
• —ACFT pass at warrant officer standard; intel warrants do not get a SCIF exemption from the Army's fitness floor.

• —Certifying an intelligence product with an analytic confidence the underlying reporting does not support. The BCT CDR runs an operation on your assessment; the 15-6 traces back to the warrant who signed the product.
• —Letting RFIs rot past their suspense dates. Every unanswered RFI is a commander somewhere making a decision without the intelligence picture your section owns — the theater intel brigade tracks response rates.
• —Treating SCIF physical security as the SSO's responsibility. Propped door, mishandled cover sheet, badge left on the wrong side of the cipher lock — your name is on the next inspection out-brief, not the SSO's.
• —Bypassing the S2 officer to brief the BCT CDR directly because "the timeline is short." The S2 officer finds out within the hour; the OER conversation happens at the next formal counseling.
• —Skipping the alternative analysis line in a target package because the COA seems obvious. The S3 challenges it in front of the BCT CDR; the analytic line that cannot survive a challenge never should have gone to the commander.

The good junior 350F is the warrant the BCT S2 officer sends to the brigade targeting working group with the confidence that the intelligence annex will hold up under the S3's challenge, because the analytic confidence levels are defensible, the sources are cited, and the alternative COA is already named. By CW2, the section's target packets are being nominated upward, the Foundry pipeline is running, and the BCT CDR knows the warrant's name — the right way. ⟶ Go deeper at WO1–CW2 — daily intel cycle schedule, collection-management rhythm, career decisions, unit-type differences, full reading list with chapters

You are the senior intelligence technician — the all-source authority the BCT CDR, division G2, or INSCOM CG calls when the enemy COA does not add up and the analysis needs to be right the first time. The analysts are good; you are the warrant who catches what they miss.

By CW3 you have survived at least one CTC rotation and likely a deployment cycle as the battalion or BCT's all-source fusion authority, completed the Warrant Officer Advanced Course (WOAC), and built the professional network inside the MI community that will follow you for the rest of the career. The seat shifts from executing the BCT's intelligence cycle to managing it — and increasingly, to advising the senior leader on the enemy picture across a formation that is too large and too complex for any single analyst to carry. At CW3/CW4 you hold an S2 section-chief warrant billet inside a BCT or a senior analytic billet inside a Military Intelligence Brigade (MIB), INSCOM unit, or theater-level intelligence staff; at CW5 you sit at division G2 or theater-army intelligence staff, advise one-stars on national-level intelligence integration, and drive the institutional 350F warrant career field from inside the MI School, HRC, or a senior warrant community manager role. The technical work is still yours — IPB at echelon, all-source product certification, targeting-cycle integration, collection management — but the larger part of the job at CW4/CW5 is ensuring the junior warrants and the senior NCOs below you are producing intelligence that survives the transition from the BCT staff to the J2 level without losing its analytic backbone. You write the OER inputs that shape the next cohort of 350F warrants. You brief one-star and two-star commanders on the enemy situation in language they will act on correctly — and when the commander's intent is running ahead of the intelligence picture, you are the warrant who says so.

• 01Drive the division- or corps-level IPB cycle — threat forces analysis, operational-level COA development, main effort identification, deep-battle decision support — to FM 2-0 and ATP 2-01.3 standards at echelons where the analytic window is measured in days, not hours.
• 02Manage all-source collection at a theater-level formation — collection requirements management (CRM), ISR integration, national tasking via DIA/NSA/NGA, theater-level HUMINT source deconfliction — and brief the supported commander on collection gaps with recommended mitigations.
• 03Integrate joint intelligence (JP 2-0, JP 2-01) into the supported commander's enemy picture — including theater-level SIGINT, overhead GEOINT, liaison reporting from allied intelligence services — and maintain ICD 203 sourcing discipline across all of it.
• 04Certify the BCT or division targeting-cycle intelligence inputs — target nomination packages, time-sensitive targeting (TST) timelines, positive identification standards, proportionality assessments — to JP 3-60 standard before the fires plan executes.
• 05Mentor junior 350F warrants and senior 35F NCOs through analytic tradecraft, product-quality standards, career-development decisions, and the transition from tactical BCT intelligence work to strategic and operational assignments.
• 06Advise the supported commander on enemy OPSEC, deception plans, and intelligence collection vulnerabilities — at CW4/CW5 the advice crosses from tactical targeting support into operational assessment of the adversary's intelligence strategy.

• —FM 2-0 — Intelligence; ADP 2-0 — Intelligence (own them at the chapter level, not the concept level, at this paygrade).
• —ATP 2-01.3 — Intelligence Preparation of the Battlefield (the analytic framework you certify products against at every echelon).
• —JP 2-0 — Joint Intelligence; JP 2-01 — Joint and National Intelligence Support to Military Operations (required at CW4/CW5 when the seat connects to theater or national intelligence).
• —FM 3-55 — Information Collection (collection management, ISR integration, reconnaissance and surveillance planning — the 350F senior warrant advises on all of it).
• —ICD 203 / 206 / 208 — Analytic Standards, Sourcing, and Utility of Analytic Products (the quality bar your section's products are measured against above brigade).
• —DA PAM 600-3 — Officer Professional Development and Career Management (Warrant Officer chapter); current HRC MI warrant officer career branch bulletin for 350F professional development milestones.

• —Warrant Officer Advanced Course (WOAC) complete; the technical depth the Army expects from a CW3+ 350F is built on the advanced course, not on the basic course extended.
• —All-source intelligence certification track across every major assignment — zero CTC rotations or deployments where a product quality failure or sourcing breakdown traced to the 350F warrant's analytic oversight.
• —Targeting-cycle intelligence certification at appropriate echelon — BCT, division, or corps — with a documented record of target nominations that executed cleanly and BDA assessments that matched post-strike collection.
• —OER (Warrant Officer equivalent) profile reflecting senior intelligence outputs: product quality, collection-management effectiveness, junior-warrant mentorship production, analytic-tradecraft certification rates.
• —For CW4/CW5: demonstrated ability to brief a division or corps commander on the enemy situation under time pressure, with the bad news intact — the warrant who softens the intelligence picture for the commander is not in this seat.

• —Delegating product certification to the senior NCO because the analytic load is heavy. The 350F warrant signs the intelligence certification; if the SSG's confidence level was wrong and the warrant did not catch it, the AAR names the warrant.
• —Building the collection plan around available ISR assets rather than around the commander's PIRs. The gap between what the intelligence officer wants to collect and what the formation can actually task is the 350F's professional problem to solve — not to paper over.
• —Treating the junior 350F warrant as a production resource rather than a career being developed. The CW3+ who does not write honest OER inputs, run career-development conversations, and push the junior warrant into stretch billets is weakening the force he claims to serve.
• —Confusing tactical BCT intelligence work with strategic and operational intelligence. The skills overlap at the edges; the standards do not. Senior warrants who fake operational-level analytic depth are visible to the J2 inside a single meeting.
• —Briefing the commander only what the collection confirms rather than naming what it cannot answer. The most consequential part of the senior 350F's brief is the gap section — the commander who acts without knowing the limits of the intelligence picture is the commander the 350F failed.

The good senior 350F is the warrant the division G2 sends to brief the CG on a hard enemy problem — because when this warrant speaks, the analytic line holds up under a two-star's questioning, the collection gaps are already named, and the alternative COA is already on the slide. Their junior warrants produce intelligence the theater intel brigade cites. Their target nominations execute cleanly. The formation's SCIF accreditation is current, the Foundry pipeline is running, and the enemy cannot find a seam in the IPB that was not already identified in the decision support template. ⟶ Go deeper at CW3–CW5 — senior analyst daily rhythm, targeting-cycle ownership, career decisions, joint-billet differences, post-service positioning