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150UWO1-CW2

Unmanned Aircraft Systems Operations Technician

WO1 to CW2 (Junior Warrant) · Army

WO1–CW2CW3–CW5
HEADS UP

Your ADSO from completing the 150U Warrant Officer Basic Course at Fort Huachuca runs through Army Aviation branch assignment policy — verify the current figure in the applicable MILPER message before you make any post-school life decisions. The UAS community is small; the standardization officer who evaluated your first mission trainer qualification attempt will be in the same CAB rotation you are assigned to three years later. First impressions have long tails here.

The Honest MOS Read
150U — UAS Operations Technician — is the warrant officer track the Army built to give unmanned aircraft systems a technical intellectual center. You are not a pilot in the traditional rotary-wing sense; you are not flying the aircraft with your hands on a stick. What you are doing is managing the brain of the operation: mission planning, crew training, standardization, and the doctrinal integration that connects a $10 million UAS platform to the maneuver commander's intelligence requirements. The pipeline runs through Fort Huachuca, Arizona — the Army Intelligence Center of Excellence and the home of Army UAS training. Warrant Officer Candidate School at Fort Novosel came first, roughly six weeks of the leadership-and-professionalism phase at the Warrant Officer Career College under the 1st Battalion, 145th Aviation Regiment. Fort Huachuca hosts the 150U Warrant Officer Basic Course, the UAS operator schoolhouse that produced the 15W operators you are now going to evaluate and train. You know the Ground Control Station from the inside because you either promoted from 15W (the primary enlisted feeder) or you already had significant UAS operational experience before your warrant packet cleared the Aviation Branch board. First assignment is almost certainly a Gray Eagle company — the MQ-1C Extended Range Multi-Purpose (ERMP) platform that carries the Army's fixed-wing UAS tactical ISR and lethal-strike mission. The Gray Eagle companies sit inside Combat Aviation Brigades (CABs), the same structure that houses the Black Hawk, Apache, and Chinook battalions. Your company is the intelligence collection arm of the CAB, and the supported maneuver commander — brigade or division combat team — tasks you through the air mission request process. Your product is imagery, full-motion video (FMV), and in some configurations weapons effects. You are briefing intelligence products in language the supported commander can use, and you are doing it after a mission cycle that may have run through multiple GCS crews over 24 hours. In garrison, the weekly rhythm runs through crew readiness maintenance. TC 1-210 — the Aircrew Training Program for UAS — is the live document that governs everything from individual task qualification to the mission trainer designation the unit depends on for qualified evaluators. You track every crewmember's readiness level, schedule evaluations, write the evaluation documentation, and defend the results to the standardization officer. When the readiness-level record is right, the unit's qualified crew pool is credible. When it drifts, you fly a CTC rotation on paper and get destroyed by the OC/T team because the crew you put on the hardest mission was only rated for the training version of it. The production side — mission planning, air mission briefs, launch-and-recovery coordination — is where the first-year 150U either establishes credibility or doesn't. The air mission brief format is doctrinal per AR 95-1 and TC 1-210; what separates a good brief from a bad one is whether the crew leaves it knowing the route, the abort criteria, the comms architecture, and the supported unit's priority intelligence requirements — or whether they leave it knowing what time the aircraft launches. One of those produces a useful ISR orbit. The other produces footage nobody in the SCIF asked for. The SCIF is your professional home during any operational tempo above routine garrison. Classified imagery products, mission data, target packages — these flow through your hands from signature to storage to disposition, and the security manager's inspection is the event that makes a 15-6 investigation materialize if your accountability is casual. Sign for what you receive, store it where the regulation says, and brief the chain when something classified goes missing before the chain has to ask you about it. The peer group is small. The 150U community does not have the headcount of the rotary-wing aviator community. The senior 150U in your CAB likely knows the senior 150Us at the other two or three CABs in the division. Your reputation travels at the speed of a phone call. Do the boring work — the RL records, the IATF maintenance, the SCIF accountability — with the same care you give the mission brief. The community remembers who could not be bothered.
Career Arc
  • 01Warrant Officer Candidate School (WOCS) at Fort Novosel, AL — ~6 weeks under the Warrant Officer Career College.
  • 02150U Warrant Officer Basic Course (WOBC) at Fort Huachuca, AZ — platform qualification, mission planning, standardization fundamentals.
  • 03First assignment to a Gray Eagle company in a CAB — crew evaluations, air mission briefs, readiness-level management, SCIF accountability.
  • 04Mission Trainer Qualification on assigned platform(s) within the unit's standardization timeline.
  • 05WO1 to CW2 at 2 years in grade; begin building the OER profile and additional-duty portfolio for the CW3 board.
  • 06Instrument Proficiency Check (IPC) current per TC 1-210 across the assigned evaluation cycle.
  • 07Begin mentoring senior 15W NCOs toward 150U warrant packets — the community's next generation runs through your formation.
Common Screwups
  • ×DUI, Article 15, or drug pop — terminal for an aviation warrant career. Army Aviation has zero tolerance because the flight physical, the security clearance, and the command's trust in the technical authority all collapse simultaneously.
  • ×Classified material mishandling — a single incident of leaving SCIF products unsecured, mis-routing classified imagery, or failing to report a classified spill before someone else does starts a 15-6 investigation with your name on it.
  • ×Signing off crew readiness records that do not reflect actual proficiency. The standardization officer finds the pattern at the worst possible moment; the CTC OC/T team finds it in a way that generates a published finding that follows the unit for 18 months.
  • ×Allowing the relationship with the supported maneuver commander's intelligence staff to drift. A 150U who cannot walk into the SCIF and have a substantive ISR prioritization conversation in plain language is being diplomatically worked around, which means the missions are being tasked without technical input — and missions planned without the 150U's technical input tend to be missions that exceed aircraft capability on the back end.
  • ×Underestimating the leadership expectation at warrant grade. The 'pure technical expert' mental model misses how the Aviation Branch evaluates progression to CW3 — OER bullets on leadership impact, mentorship, and organizational contribution matter as much as mission hours.

A Day in the Life

  • 0500-0545PT — unit formation, then individual or crew PT. Aviation warrants at entry grade are in the same PT formation as the company; the 0530 formation is not optional because the company commander sees who is there.
  • 0545-0630Shower, uniform, breakfast. The day's first crew accountability — you want to know before the commander's morning brief whether your scheduled crew has a soldier at sick call.
  • 0630-0700SCIF open. Pre-mission intelligence update if a launch is scheduled today — AIR THREAT report, current weather, relevant NOTAM picture.
  • 0700-0730Company commander's morning brief. Aircraft status, crew readiness, mission schedule for the day, parts on order, deadlines. You brief the readiness slide and answer questions honestly.
  • 0730-0900Air mission brief for the day's primary sortie — conducted with the crew in the mission planning room. Route, threat, weather, comms architecture, abort criteria, supported unit PIRs, debrief time.
  • 0900-1130Mission execution — you may be in the GCS for a crew evaluation, at the LRS watching the launch, or coordinating with the supported S2 on real-time tasking adjustments. On non-mission days this window is training — simulator time, TC 1-210 task-list review, classroom evaluations of junior 15W operators.
  • 1130-1230Lunch. On extended mission days the crew rotation means someone is eating at 1130 and someone at 1300; you manage the rotation and eat when the crew is covered.
  • 1230-1430IATF audits, RL record maintenance, evaluation documentation. One hour of administrative work here every day prevents a week of remediation when the standardization officer arrives.
  • 1430-1530Mission debrief — review FMV product with the crew, write the debrief summary, coordinate with the supported unit S2 for intelligence product handoff and next-mission tasking update.
  • 1530-1630Coordination: SCIF material accountability check, parts tracking in GCSS-Army with the maintenance NCO, and any follow-up actions from the morning brief (crew training scheduling, evaluation scheduling, additional duty actions).
  • 1630-1700End-of-day formation. SCIF secured. Classified materials accounted for and logged. You do not leave until this is done.
  • EveningOn a training day, this is your own time. During deployment cycles or CTC train-ups, the evening window is where you review the next day's mission brief, study platform technical data, or run crew evaluation boards.

Weekly Cadence

Monday through Wednesday carry the heaviest operational and training weight. Monday is the planning day — mission schedule confirmed, crew assignments published, IATF audits run for the week, coordination calls with the supported unit's intelligence staff to confirm the week's tasking priorities. Tuesday and Wednesday are execution days: missions fly, evaluations happen, and the SCIF is active. If there is a named operation in the week, it will most likely have its most critical collection window in this block. Thursday is the administrative consolidation day. Evaluation documentation written Monday through Wednesday gets finalized, RL records updated, the weekly readiness report assembled for the company commander, and the follow-up coordination from the week's missions tied off. This is also the day the 150U should be running the mentorship conversation with the 15W NCO bench — not a formal session, but the fifteen-minute 'where are you on the packet, what does your OER say, what do you need from me' conversation that adds up over a year into a warrant packet on someone's desk. Friday is the variable day. Garrison admin, additional duties, the occasional equipment inventory or property accountability check. If the company has a Friday stand-to, the 150U runs it. The week ends when the SCIF is secured and the maintenance NCO confirms the aircraft status for the weekend. During CTC rotations and deployment cycles the week stops having a structure and starts having a rotation. Crew cycles run 24 hours; the 150U manages the day/night handoff, ensures the brief and debrief cycle runs for every shift, and coordinates with the supported S2 on real-time tasking changes. Sleep becomes something you schedule the same way you schedule crew assignments — deliberately, or not at all.

Key Skills — How to Drill Each

  1. 01
    Build a complete UAS air mission brief — threat, weather, performance planning, route, communications architecture, abort criteria — to the TC 1-210 standard.
    Start with the supported unit's priority intelligence requirements, then work backward through what the aircraft can actually collect at what altitude on what route given the weather window and the threat picture. A brief that starts with 'here is the aircraft's nominal collection altitude' and works forward to the mission is a brief about the platform, not the mission. The mission commander and the ground-force intelligence officer should be able to reconstruct the collection plan from the brief alone, without asking follow-up questions — if they are asking follow-up questions during the brief, the brief is not done.
  2. 02
    Evaluate 15W operator performance against TC 1-210 readiness-level task lists; document and upgrade RL1/RL2/RL3 records cleanly.
    Conduct the evaluation against the task standard, not against the soldier's history or your operational need for a qualified crewmember. The RL record is the unit's warranty on its own crew pool; a fraudulent RL upgrade is a warranty claim you cannot honor during a CTC rotation when the evaluating warrant officer is an OC/T with a clipboard. Write the deficiency honestly in the evaluation record, schedule the training event to close it, and upgrade the record when the standard is actually met.
  3. 03
    Coordinate launch-and-recovery with the maintenance NCO and the airspace deconfliction cell — no aircraft moves without the chain being clean.
    Build the launch-and-recovery brief so that the maintenance NCO, the GCS crew, the LRS (launch-and-recovery) crew, and the airspace deconfliction contact all hear the same abort criteria and the same communication failure procedures. The handoff from GCS to LRS is the most failure-prone moment in a Gray Eagle sortie — rehearse it in the brief and rehearse it in training until it is boring, because the failure mode that kills an aircraft is almost always the one that happens during a routine handoff.
  4. 04
    Brief and debrief the supported unit commander on mission results, imagery products, and ISR gaps in tactical language.
    Translate collection results into intelligence language: not 'the aircraft orbited the named area of interest for 4 hours' but 'we confirmed activity pattern at grid X, no activity at grids Y and Z, and the weather window closed before we could collect against priority target 3 — here is the recommended re-tasking.' The maneuver commander needs to know what changed in his intelligence picture, not what the aircraft did. Practice the debrief format with the unit S2 before the first deployment so the integration is not being improvised when it matters.
  5. 05
    Maintain the Individual Aircrew Training Folder and the unit Mission Training Plan currency on every crewmember assigned to the flight.
    Set a calendar-driven review cycle — monthly individual IATF audit, quarterly unit MTP status brief to the company commander, annual TC 1-210 readiness-level board. The warrant who reviews IATF records only when the standardization officer asks has already failed the standardization officer's first question, which is 'when did you last audit this?'

Manuals & References — What Chapters Matter

  • TC 1-210 — Aircrew Training Program, Unmanned Aircraft Systems.
    This is the live-document authority for crew readiness levels, task-list standards, evaluation criteria, currency requirements, and the mission trainer designation process. Every readiness-level decision you make, every evaluation you conduct, and every RL record you sign traces back to this document. At WO1/CW2 you comply with it completely; by CW2 you should know the exception and waiver language well enough to apply it without looking it up.
  • AR 95-1 — Flight Regulations.
    The legal and procedural framework Army aviation operates inside — including UAS. Chapters covering aircrew training, flight-crew qualifications, aviation safety officer responsibilities, and accident/incident reporting are the sections most relevant to a 150U's daily work. The air mission brief format and flight-authorization requirements in this regulation are the baseline the standardization officer measures your briefs against.
  • FM 3-04 — Army Aviation.
    The doctrinal map for how UAS integrates into the CAB mission and the broader ground fight. Chapters on aviation roles, air-ground coordination, command relationships, and the CAB task-organization architecture explain why your platform sits where it sits in the brigade's ISR collection plan. Read the sections on aviation mission planning and the interfaces between aviation staff and maneuver command before your first deployment.
  • TC 3-04.44 — Unmanned Aircraft Systems Operator (15W Soldier Training Publication).
    You need to know what your operators were trained to do and what standard they were held to during AIT. The 15W soldiers you evaluate and train were produced by this document; the gaps between AIT standards and operational standards are where your mentorship work lives.

Standards — How to Hit Each

  • Mission Trainer Qualification on all assigned UAS platforms within the unit's standardization timeline.
    Complete the Mission Trainer designation process per TC 1-210 — the standardization officer evaluates you on the task list, the evaluation procedures, and the documentation standards. Don't wait for the standardization officer to schedule it; build the self-assessment package before the formal evaluation and identify your own gaps first. The warrant who shows up to the MT evaluation with a gap-analysis already done demonstrates the self-standard the community is trying to build.
  • Instrument Proficiency Check (IPC) current per TC 1-210 for the UAS community.
    Track your own currency dates proactively. The IPC window matters because it directly affects the missions you are legally authorized to execute — an out-of-currency IPC on the day the CAB gets a named-operation tasking is not a scheduling problem, it is a readiness failure that the company commander will brief up the chain.
  • ACFT passing score, maintained annually.
    The aviation warrant designation does not exempt you from Army physical standards. Fitness matters operationally in extended GCS crew rotations and field deployments where the UAS company operates from austere locations. Build a consistent PT program that does not treat the ACFT as a quarterly alarm.

Technical Mistakes — Concrete Consequences

  • Building the air mission brief around the operational desire rather than the aircraft's actual capability envelope.
    The mission that exceeds performance limits — altitude, endurance, link margin in the assigned operating area — because the 150U said yes gets investigated after the loss. A Class A mishap involving a UAS platform triggers a formal accident investigation; the air mission brief is exhibit A for what the operations technician authorized. The brief either shows you understood the limits, or it shows you signed off on a plan that exceeded them because the supported commander needed the collection.
  • Letting RL records drift stale during high operational tempo.
    The standardization officer finds the lapse during a Safety Accountability Conference (SAC) review or a command inspection. The crew who was qualified on paper for the hardest mission in the CTC rotation but was actually RL2 is a finding that traces back to the 150U who signed the readiness record. The OC/T published finding follows the unit for the length of the after-action review cycle.
  • Signing off a launch without personally confirming the communications architecture — GCS-to-aircraft datalink, ATC coordination, LRS comms — is clean.
    The GCS-to-aircraft datalink that showed a marginal parameter during pre-launch checks and got waved off as 'within tolerance' is the link that fails at maximum range during a critical collection window. The AAR will note who approved the launch and what the pre-launch check showed. Communications failure is the leading cause of UAS class-B mishap events in Army aviation; it is also the most preventable.
  • Treating SCIF accountability as an administrative formality.
    A single classified material spill — imagery product routed to an unclassified system, classified mission data left in an unsecured container, a lost thumb drive that had mission data on it — triggers a security incident report that goes to the battalion S2, the brigade S2, and above. The warrant whose SCIF accountability is casual does not get to choose what the investigation finds; the investigation decides.

Career Decisions at This Rank

  • Stay at a conventional CAB Gray Eagle company vs. pursue a more specialized UAS assignment (joint staff, SOCOM-adjacent, or interagency).
    The conventional CAB assignment builds the foundational operational credibility — crew evaluations, standardization, CTC rotations, deployment cycles. This is the body of work the CW3 board reads, and it is hard to substitute. Specialized assignments (joint ISR cell, theater-level intelligence architecture, interagency UAS coordination) offer exposure and OER bullets that look different but do not replace the operational foundation. The honest read: do the conventional assignment first and well. The specialized assignment that comes after a clean CW2 rotation is a different proposition than the one that comes from bypassing the hard years.
  • Pursue the additional aviation qualification (e.g., 153A or 150U lateral move to a related specialty) vs. deepen 150U technical expertise.
    The 150U warrant is a technical specialist track, not a general aviation officer track. The temptation to chase the rotary-wing pilot qualification or a lateral move to 153A is real because the rated community is larger and the assignment options are broader. The countervailing argument: UAS is the Army's fastest-growing operational aviation domain, the senior 150U community is small, and the warrants who invest deeply in the UAS technical track and stay there are disproportionately influential in shaping doctrine, acquisition, and the community's future. If you wanted to be a rotary-wing pilot, you would have packeted 153A. Be the 150U expert the community needs, not a generic aviation warrant who happened to start in UAS.
  • Pursue the advanced civil schooling opportunity (master's degree in systems engineering, intelligence studies, or aviation management) vs. defer for operational experience.
    The CW3 and CW4 boards read civilian education as a signal of intellectual engagement beyond the operational track. A master's degree in a field directly relevant to UAS — systems engineering, computer science, intelligence studies, aerospace engineering — reads differently than a generic MBA. If the Army offers a funded slot at a quality program aligned to your technical work, take it. If it is a distance-learning program that takes 18 months of evening work alongside a full operational assignment, the question is whether the degree is good enough to justify the tempo. Most are. Start the application before the CW3 board rather than after.
  • Re-enlist decision at the post-ADSO window.
    The ADSO governs the Army-side clock; the civilian labor market governs the other side. UAS-qualified warrant officers are recruited aggressively by defense contractors (General Atomics, L3Harris, Northrop Grumman, government customers operating MQ-9/MQ-1C derivatives), federal agencies, and the growing commercial UAS sector. The financial gap between mid-grade Army warrant pay and what the market offers post-ADSO is real and worth modeling honestly before the reenlistment conversation. The countervailing case for staying: the CAB gives you access to operational systems and mission sets that a contractor position does not. If the work itself is what motivates you, the Army retains an experiential advantage over most civilian UAS jobs for another 10-15 years. If the financial and lifestyle math points toward the door, plan the transition 18 months early and leave with a relationship with the contracting side intact.

How the Seat Varies by Unit Type

  • CAB Gray Eagle Company (conventional)
    The standard first assignment. One or two GCS sections, a launch-and-recovery element, and a maintenance section (15W operators and 15E maintainers with 15F/15G/15N support). The 150U runs the operations section — mission planning, crew readiness, air mission briefs. Supported by the CAB's S2 and the maneuver brigade intelligence staff. Tempo varies: garrison is training-intensive, CTC rotations are near-continuous operations, deployments run 24-hour mission cycles. This is where the 150U foundational skills build.
  • Theater Army ISR Architecture (division or corps UAS element)
    At division or corps level the UAS employment is multi-company and integrated with a wider ISR collection plan — SIGINT, CI, HUMINT, and theater-level UAS assets from ARNG and USAR components. The 150U at this level is a planner and coordinator, not just a company-level operations technician. The joint intelligence community is in the room and the collection management language shifts from tactical to operational. The missions are bigger; the bureaucracy is also bigger.
  • National Guard or Reserve UAS unit
    One-weekend-a-month plus annual training cycle means the currency and readiness challenge is structurally different. RL records drift faster when the formation is not flying full-time. The 150U in a Guard/Reserve unit is managing currency gaps year-round and running a condensed qualification and evaluation cycle during AT. The operational payoff — state-side emergency response, counter-drug support, disaster relief — is different from the CAB deployment cycle but is real and produces credible OER bullets.

What Good Looks Like at This Rank

The good WO1/CW2 150U is the warrant whose name the company standardization officer uses as the example in the monthly crew-training brief — not because the 150U is flashy, but because the RL records are clean, the air mission briefs are complete, and the debrief product is what the supported S2 actually needed. The production side runs without drama because the 150U built the launch sequence properly and then didn't deviate from it under pressure. The work that makes a junior 150U visible at the right level is not the most dramatic ISR collection event — it is the unsexy maintenance of the standardization program. Every evaluation conducted honestly, every RL upgrade earned rather than pencil-whipped, every IATF record audited before the standardization officer asks — that is the body of work the CW3 board reads when it is deciding who the community should invest in at the senior tier. The OER bullets follow from the work. By the end of the WO1/CW2 tier, the good 150U has the Mission Trainer designation on the assigned platform, has run at least one CTC rotation where the ISR collection plan contributed to a published post-rotation finding that was positive, and has started the 15W-NCO-to-150U mentorship conversation in the formation. The community is too small for every generation to build itself from scratch. The junior warrants who are mentoring the senior NCOs toward the 150U packet before they are asked to are the ones who understand what the job actually is.

Preview — The Next Rank

CW3 is the promotion where the Army decides whether you are a technical expert or a senior technical expert — and the distinction is real. At CW3 you chair the Safety Accountability Conference, own the battalion or CAB-level standardization program, evaluate aircraft commanders, and advise the command on UAS readiness posture. The crew-evaluation role you held as a CW2 mission trainer becomes the oversight role: you are now building evaluators, not just conducting evaluations. The OER profile that gets you to CW3 is built at WO1 and CW2. Senior rater stratification, strong OER bullets on technical contribution, mission impact during deployments or CTC rotations, and visible mentorship activity in the formation are the inputs the board reads. The CW3 board is centralized at DA level; your battalion and brigade commanders' written assessments carry weight, but the paper is the floor. The practical shift at CW3 is that the community expects you to be building the next generation of 150U warrants, not just performing at your current level. The senior 150U who is still doing what he did as a CW2 — running good individual air mission briefs, keeping his own RL records clean — is stagnating. The CW3 who is worth promoting to CW4 is running the program, writing doctrine when the program has gaps, engaging TRADOC when the training pipeline misses what the operational force needs, and mentoring the WO1/CW2 tier with the honesty and investment that the community requires.
FAQ

150U WO1-CW2 — Frequently Asked Questions

Q01What does a WO1-CW2 150U (Unmanned Aircraft Systems Operations Technician) actually do?
You arrive at a Gray Eagle company inside a Combat Aviation Brigade after completing Warrant Officer Candidate School at Fort Novosel and the 150U Warrant Officer Basic Course at Fort Huachuca.
Q02What's the most important thing to know as a WO1-CW2 150U?
Your ADSO from completing the 150U Warrant Officer Basic Course at Fort Huachuca runs through Army Aviation branch assignment policy — verify the current figure in the applicable MILPER message before you make any post-school life decisions.
Q03What does a typical day look like for a WO1-CW2 150U?
Time-blocked day at the WO1-CW2 150U rank tier: 0500-0545 PT — unit formation, then individual or crew PT. Aviation warrants at entry grade are in the same PT formation as the company; the 0530 formation is not optional because the company commander sees who is there, 0545-0630 Shower, uniform, breakfast. The day's first crew accountability — you want to know before the commander's morning brief whether your scheduled crew has a soldier at sick call, 0630-0700 SCIF open. Pre-mission intelligence update if a launch is scheduled today — AIR THREAT report, current weather,…
Q04What mistakes get WO1-CW2 150U soldiers fired or relieved?
DUI, Article 15, or drug pop — terminal for an aviation warrant career. Army Aviation has zero tolerance because the flight physical, the security clearance, and the command's trust in the technical authority all collapse simultaneously; Classified material mishandling — a single incident of leaving SCIF products unsecured, mis-routing classified imagery, or failing to report a classified spill before someone else does starts a 15-6 investigation with your name on it;…
Q05What career decisions matter most at the WO1-CW2 150U rank tier?
Stay at a conventional CAB Gray Eagle company vs. pursue a more specialized UAS assignment (joint staff, SOCOM-adjacent, or interagency) — The conventional CAB assignment builds the foundational operational credibility — crew evaluations, standardization, CTC rotations, deployment cycles. This is the body of work the CW3 board reads, and it is hard to substitute. Specialized assignments (joint ISR cell, theater-level intelligence architecture, interagency UAS coordination) offer exposure and OER bullets that look different but do not replace the operational foundation.…
Q06What's next after WO1-CW2 for a 150U (Unmanned Aircraft Systems Operations Technician) in the Army?
CW3 is the promotion where the Army decides whether you are a technical expert or a senior technical expert — and the distinction is real.
Q07What manuals and regulations does a WO1-CW2 150U need to know cold?
TC 1-210 — Aircrew Training Program (ATP), Unmanned Aircraft Systems: the live-document authority for crew readiness levels, task lists, evaluation criteria, and currency standards.; AR 95-1 — Flight Regulations: the legal and procedural framework every Army aviation warrant operates inside, regardless of whether the aircraft is manned or unmanned.; FM 3-04 — Army Aviation: doctrinal map for how UAS integrates into the ground fight, CAB task organization, and air-ground coordination procedures.

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Published by the Honest MOS Editorial DeskVerified against DoD/.gov sourcesUpdated May 2026Editorial standards