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351MCW3-CW5

Human Intelligence Collection Technician

CW3 to CW5 (Senior Warrant) · Army

WO1–CW2CW3–CW5
HEADS UP

At CW3 you are no longer the warrant who runs a source. You are the warrant who is responsible for whether the program works — legally, operationally, and developmentally. The source problems your WO1s bring you are your problems now. The commander who calls the MI Battalion asking why the HUMINT program missed a requirement is going to end up in your office. Get comfortable being the accountable party.

The Honest MOS Read
The CW3 through CW5 HUMINT warrant has moved into program management and senior advisory territory. The collection techniques you mastered as a WO1 and CW2 are still in your toolkit, but the work is now primarily about managing the collection architecture, ensuring legal and regulatory compliance, advising commanders at O-6 and above on what HUMINT can do for them, and developing the junior warrants who will carry the program forward or run it into a wall if you don't invest in them properly. In a Theater MI Brigade or INSCOM unit, you are the HUMINT collection manager — managing the ICR cycle across multiple collection elements, coordinating with national-level consumers, liaising with DIA theater components and CIA elements on reporting channel assignments and source deconfliction, and briefing the G2 on program health. The administrative program management at this tier is substantial: AR 381-102 compliance across the entire program (not just your files — your subordinates' files), the annual source validation review cycle, the counterintelligence referral pipeline, and the Inspector General coordination when an adverse finding surfaces. The most demanding part of the senior warrant's role is the adverse finding conversation. The WO1 who didn't file the CI referral when he should have, the CW2 whose source validation lapsed because the deployment cycle disrupted the schedule, the IIR that came back with a reliability grade that suggests the source may have been fabricating — those problems land on the senior warrant's desk. The CW4 who surfaces these problems to the MI Battalion commander early and with a remediation plan is doing his job. The CW4 who soft-pedals adverse findings to protect the program's apparent production record is creating a larger problem that surfaces later and publicly. In joint or interagency environments — working alongside CIA DO officers in deployed theater environments, coordinating with FBI HIG in detention operations, or representing the Army HUMINT element in a Joint Intelligence Support Element — the senior warrant is the Army's HUMINT voice in the room. That means knowing the boundaries of Army collection authority under AR 381-10, knowing when a collection opportunity requires IC-level coordination versus Army-level approval, and knowing how to say 'no' to a tasking that would put the program outside its legal authority without killing the relationship with the IC partner who sent the tasking. The developmental role is the one that creates the senior warrant's professional legacy. The CW3 who invested time in his WO1s — working through their debriefing transcripts, reviewing their source validation assessments, explaining why an IIR graded the way it did — created the CW2s and CW3s who run the program effectively for the next decade. The warrant who was too busy to mentor produced a program that struggles after his PCS. The HUMINT warrant community is small and the institutional knowledge is not in doctrine — it lives in the relationships between senior and junior warrants.
Career Arc
  • 01CW3 promotion: program management and collection architecture responsibility; HUMINT Warrant Advanced Course complete.
  • 02Collection management billet: MI Brigade, INSCOM, or division G2X — managing ICR cycle across multiple collection elements.
  • 03Joint or interagency coordination role: DIA theater element, CIA coordination, FBI HIG, or JISE HUMINT cell.
  • 04Senior HUMINT advisor function: briefing O-6 and general officers on program status and collection strategy.
  • 05CW4 promotion: institutional recognition as program lead; may include MI School instructor or doctrine development assignment.
  • 06CW5 (for those who reach it): Army-level HUMINT subject matter expert, DA-level advisory functions, potential HQDA, DIA, or ODNI staff role.
  • 07Civilian transition planning: CIA Directorate of Operations, DIA HUMINT, FBI HIG, SOCOM J2, or HUMINT contractor support to IC programs.
Common Screwups
  • ×Allowing a collection activity to run at the wrong approval authority level because the operational tempo made the approval process inconvenient. AR 381-10 doesn't have a tempo exception. The operations that create Inspector General findings always have a senior warrant who knew or should have known the authority issue.
  • ×Soft-pedaling an adverse program finding to the MI Battalion commander because the program's production metrics look good and you don't want to disrupt the momentum. The IG audit that surfaces the problem after you've transferred is worse for your reputation than the honest conversation you had the authority to have while you were there.
  • ×Treating source deconfliction with IC partners as a competitive negotiation rather than an operational necessity. The CIA officer and the DIA element are not your competitors — they are the partners whose separate collection can either confirm your reporting or expose the source as a fabricator. The deconfliction coordination exists to protect both programs and the sources.
  • ×Failure to develop junior warrants — leaving WO1s and CW2s to figure out source management, AR 381-102 compliance, and IIR technique through trial and error. The program problems that emerge three years after a CW4's PCS almost always trace back to development shortcuts taken during his tenure.
  • ×Losing TS/SCI access due to lifestyle issues, foreign contacts, or financial problems that weren't reported when they were manageable. At CW3 and above, the clearance revocation investigation is public enough to affect your usefulness in joint and interagency environments even if it gets resolved. The 351M warrant community is small. Report early.

A Day in the Life

  • 0530-0630PT — at CW3 and above typically individual or with the MI Brigade/Battalion staff. Garrison default; deployed environment compresses this.
  • 0630-0730Shower, transit to SCIF. Badge in, safe open, terminals on. Read overnight traffic: DIA station IIR feedback, any new ICRs from the G2X, any security-related notifications, any joint partner coordination messages.
  • 0730-0830G2X collection managers' sync — program status brief to the G2X or MI Battalion S2, ICR prioritization for the week, collection gap identification, joint partner coordination items that need action before mid-week.
  • 0830-1030Collection management work: ICR mapping against assets and scheduled collection activities, HUMINT Support Plan update or initial draft for an upcoming operation, coordination call with DIA theater element or IC partner on deconfliction or reporting channel assignment.
  • 1030-1130Junior warrant development time: reviewing a WO1's most recent IIRs against the debriefing notes, checking a CW2's source validation files, or working through a collection planning problem together. This block is protected as much as the operational work.
  • 1130-1230Lunch. In garrison, out of the SCIF.
  • 1230-1430Program management: AR 381-102 compliance review calendar check, source validation status across the program, CI referral pipeline review, any adverse finding documentation that needs to be in the queue. Administrative work for HRC, unit career management, or professional development coordination.
  • 1430-1530G2 or division commander brief preparation if a program update is scheduled, or participation in the OPORD development process if HUMINT collection is being integrated into an upcoming operation — HUMINT Appendix to Annex B review or drafting.
  • 1530-1630Program update brief to the G2 or the MI Battalion commander — five slides, no surprises, gap analysis included. The brief the senior warrant has given so often that it takes 20 minutes to deliver and answers three questions the commander doesn't know to ask yet.
  • 1630-1700End-of-day SCIF close: files secured, access logs complete, classified properly stored, safe secured. Walk the section — make sure the WO1s and CW2s are closing their working spaces correctly.
  • 1700-onwardGarrison end of day. In a deployed or high-tempo operational environment, this block extends as long as the collection operation requires.

Weekly Cadence

Monday anchors on the collection requirements cycle — new ICRs from the supported commanders and the G2X come in, and the senior warrant's first task is mapping them against available assets, identifying gaps, and deciding which gaps require a coordination call to a partner agency versus a new source development effort. The week cannot be reactive; the collection architecture has to be a step ahead of the commander's information demand, not catching up to it. Mid-week is the heaviest production management block — IIRs from the current collection cycle are being finalized, the DIA station or J2X is grading earlier submissions, and the junior warrants need feedback on the reports that came back with low grades. The collection management function at this tier means tracking not just what was produced but what the grades say about technique and source quality. A program that produces high-volume IIRs with consistently low grades is a program wasting collection capacity; the senior warrant who sees that pattern early and corrects it mid-deployment is doing his job. Friday is program integrity day. AR 381-102 validation review calendar, CI referral pipeline status, any compliance gaps that surfaced during the week, and the professional development touchpoint with junior warrants who are approaching promotion windows, school applications, or career decision points. The HUMINT warrant community's institutional knowledge lives in these Friday conversations — the things the regulation doesn't say but every senior warrant knows.

Key Skills — How to Drill Each

  1. 01
    Manage a theater-level or division HUMINT collection requirements cycle — prioritize ICRs, task collection, track IIR production, and deliver gap analysis to the G2.
    The collection requirements cycle is a weekly rhythm: ICRs come in from the supported commanders and national-level consumers, you map them against available assets and scheduled collection activities, you track IIR production against the tasking, and you deliver a gap analysis that tells the G2X what HUMINT cannot answer this week and why. The senior warrant who just delivers IIRs without the gap analysis is a report-tracker. The senior warrant who delivers IIRs with the gap analysis and a proposal for addressing the gaps is doing collection management.
  2. 02
    Advise a general officer or senior commander on HUMINT program status and capability limitations in plain language.
    The general officer brief is not a technical deep-dive — it's a confident statement of what the program has, what it can access, what the legal authorities permit, and what the collection architecture needs to be effective in the next operational phase. Practice the five-slide format: program status (sources active and productive), collection results (IIRs against PIRs, with a gap line), legal posture (no adverse findings, current approvals), risks (what might disrupt collection), and decision (what the commander needs to decide to enable the next collection phase). The senior warrant who loses a general officer in technical detail has miscalibrated the brief.
  3. 03
    Coordinate HUMINT deconfliction with IC partners in a joint or interagency environment.
    Deconfliction is a relationship, not a form. The DIA theater element and the CIA station have their own collection programs and their own equities. The coordination call that establishes source boundary agreements — who can approach which contacts, what reporting channels carry which IIRs, what the shared access zones are — needs to happen early in the deployment or the operational period, not after a source contact collision creates a problem. Build the personal relationship with the partner agency HUMINT officer first; the deconfliction paperwork follows more easily when there is a working relationship behind it.
  4. 04
    Develop, mentor, and correct junior HUMINT warrants on source validation, IIR quality, and compliance.
    The mentorship that sticks is specific, not general. Review an actual IIR with the WO1 — read his debriefing notes alongside the final report and show him where the language shifted from what the source said to what he inferred. Walk through the source validation file together and check every element against AR 381-102 requirements — not to catch him out, but to wire the standard into his operating rhythm. The junior warrant who has had his source files reviewed by a CW4 who explains the why behind each requirement is dramatically more likely to maintain those standards independently.
  5. 05
    Write or review the HUMINT Appendix to an Intelligence Annex that survives the G3 and the division SJA.
    The HUMINT Appendix to Annex B is the document that commits the program to specific collection activities for the operational period. The G3 reads it for operational integration — are the HUMINT collection activities synchronized with maneuver tasks and timelines? The SJA reads it for legal authority — is every collection technique listed inside the AR 381-10 authority framework at the echelon that's approving the OPORD? The senior warrant who writes both reads into the document before it goes to the command group saves the G2 from getting a call from the SJA asking about technique authorities.

Manuals & References — What Chapters Matter

  • FM 2-22.3 — Human Intelligence Collector Operations
    Still the program foundation, but now you're the warrant responsible for enforcing its standards across a shop. Chapter 10 (HUMINT Collection Management) is the section that maps directly to the senior warrant's collection management function — collection planning, asset management, and the gap analysis process that makes the program a planning tool rather than a report generator.
  • AR 381-10 — U.S. Army Intelligence Activities
    At CW3 and above you are advising on legal authority sufficiency, not just applying it. The distinction between the approval authorities in Table 3-1 by echelon and technique — and the implications when an operation crosses from one authority threshold to another — is the senior warrant's professional knowledge base. The SJA calls you when there's an AR 381-10 question about a specific operation; you need to answer without looking it up.
  • AR 381-102 — U.S. Army Human Intelligence Collection Programs
    Program management. At senior warrant rank you are the accountable officer for the entire program — source registry, validation cycles, CI referral pipeline. The regulation's requirements for program reviews, adverse finding reporting, and approval authority chains are the audit checklist the IG runs against your program.
  • ICD 304 — Human Intelligence
    Joint and interagency environments require this framework. In a JISE or in coordination with CIA and DIA elements, ICD 304 governs how HUMINT reporting is characterized, how sources are identified in joint reporting, and how IC-level standards apply to Army collection activities that have IC consumers. The senior warrant who knows ICD 304 is useful in interagency coordination rooms; the one who doesn't is dependent on the CIA or DIA officer to define the ground rules.
  • ATP 2-91.8 — Supporting Human Intelligence Operations
    This ATP covers the integration of HUMINT collection with targeting and assessments at the brigade and battalion level — the downstream use of IIRs in the supported commander's decision cycle. Understanding how your collection products are being used in the targeting and intelligence process makes you a better collection manager; you can shape the IIR format and content to be more useful to the analysts and commanders who consume it.

Standards — How to Hit Each

  • TS/SCI with polygraph (CI or Full Scope) for joint and IC-adjacent billets.
    Manage the poly schedule proactively — don't let it lapse because you're busy. The billet that requires a current poly is the billet that opens the joint and interagency doors. A lapsed poly is an administrative problem that becomes a career problem when you're being considered for a Theater MI Brigade or INSCOM collection management assignment and the billet requires a current adjudication.
  • IIR program quality grade — rolling program average in the reliable-source / likely-true range or better.
    Track this at the section level, not just for individual warrants. If two WO1s in your shop are producing IIRs that consistently grade in the 4-5 reliability range, that's a collection technique problem that requires intervention — additional training, reviewed debriefing sessions, source reassessment. The senior warrant who can tell the MI Battalion S2 his program's rolling IIR grade at any sync meeting is the one managing the program.
  • AR 381-102 compliance review clean — no open adverse findings, no lapsed validation approvals, no CI referral backlog.
    Build the compliance calendar at the start of every assignment: every source validation review date calendared, every CI referral logged against a response deadline, every required program review scheduled. The IG inspection cycle is not when you discover compliance gaps — it's when you demonstrate that the program has been clean all along. Compliance is a weekly maintenance task, not a pre-inspection sprint.
  • HUMINT Warrant Advanced Course graduate (Fort Huachuca, MI School) — required credential for CW3 collection management billets.
    The Advanced Course covers collection management, program oversight, joint and interagency integration, and the legal authority framework at the level the senior warrant is expected to operate. Go having already run a collection program — the instruction lands differently when you can map it onto operational experience. The warrants who get the most out of the Advanced Course are the ones who come in with questions from the field, not the ones who come in with a blank slate.

Technical Mistakes — Concrete Consequences

  • Allowing a collection activity to proceed at the wrong approval authority level because the timeline was compressed.
    An unauthorized intelligence activity under AR 381-10 requires reporting to the Department of the Army Inspector General. The MI Battalion commander's phone rings. The program gets reviewed. The senior warrant who approved or allowed the activity without proper authority writes the adverse finding report and explains it to the MSC G2. There is no version of this that doesn't affect the CW3 or CW4's evaluation and promotion consideration.
  • Soft-pedaling an adverse collection finding to the MI Battalion commander to protect the program's production metrics.
    The IG audit that surfaces the problem after the senior warrant has PCS'd is worse for the program and his reputation than the honest conversation he had the authority to have. Senior warrants who bury adverse findings are protecting short-term appearances at the cost of long-term program integrity. The commander who gets surprised by a finding his HUMINT warrant knew about is not a commander who will fight for that warrant's next assignment.
  • Treating IC partner deconfliction as optional in a joint environment.
    Source contact collisions in joint environments damage both programs, create IC-level deconfliction problems that surface at the DIA station level, and occasionally endanger sources. The senior warrant whose program was the one that ran into a CIA or DIA boundary without coordinating is the one who gets the phone call from the MI Brigade commander asking what happened. The deconfliction coordination is not bureaucracy — it is operational security for the program.
  • Failing to invest in junior warrant development, leaving WO1s and CW2s to learn by failure.
    The program problems that emerge after the senior warrant's PCS — lapsed source files, IIR quality degradation, AR 381-102 compliance gaps — are the developmental failures that compounded while the senior warrant was too busy to mentor. The HUMINT warrant community is small enough that those problems trace back to his tenure. The CW5 whose successors run clean programs is the warrant who developed well.

Career Decisions at This Rank

  • Theater MI Brigade collection management vs. operational deployment — which builds the senior warrant faster?
    Theater MI Brigade collection management at CW3 or CW4 builds the program architecture and joint coordination skills that define the senior warrant function. Operational deployment into a high-tempo collection environment builds the source operations and technical collection skills that the institutional billet rests on. The warrants who eventually reach CW5 have almost always done both — typically an operational assignment at WO1/CW2 followed by a collection management billet at CW3, then an interagency or joint assignment at CW4. The pure institutional track (INSCOM only, no deployment exposure) and the pure operational track (back-to-back deployments, no institutional billets) both produce limitations the other track would have filled.
  • MI School instructor tour at Fort Huachuca — worth it for a CW4?
    The instructor tour at Fort Huachuca is how the HUMINT Warrant Basic and Advanced Courses stay operationally current. CW4s who instruct bring the field experience that makes the doctrine meaningful rather than abstract. The institutional relationship with the MI School also provides access to the doctrinal development process — FM 2-22.3 revisions, ATP updates, new collection management guidance. The warrants who shape the courses shape the next generation of 351Ms. For a CW4 with strong operational credentials, the instructor tour is a professional contribution that the community values; it should not be the only thing on the CW4 record, but one tour's worth is a net positive.
  • Joint or HQDA-level advisory billet at CW4/CW5 — is the Washington DC assignment worth the lifestyle cost?
    The DA-level advisory billets — DIA staff, ODNI representative, HQDA G2 HUMINT section — are where Army HUMINT warrant expertise shapes policy and IC-level programs. They are also in the National Capital Region, which carries the lifestyle cost. For a CW5 who has done the operational work and the collection management work, the DA-level billet is the contribution that shapes the MOS beyond his own program. The warrants who want to have institutional influence on how Army HUMINT is resourced, doctrinally developed, and integrated into the IC do their best work from those seats.
  • Civilian transition planning — when to start and where to look?
    The civilian demand for experienced HUMINT warrant officers is real and well-documented: CIA Directorate of Operations, DIA HUMINT (the Defense Clandestine Service), FBI High-Value Detainee Interrogation Group, SOCOM J2 contractor support, and HUMINT-focused IC contractors all draw from the 351M warrant population. Start the transition planning two to three years before the separation date — building the network, understanding the clearance transition process (TS/SCI is the hire; the poly is the contract separator), and identifying which civilian HUMINT roles match the operational or collection management track you've been on. The 351M who leaves at CW3 or CW4 with a clean program record, strong IIR production history, and IC coordination experience is competitive for the roles that pay well and use the full skillset.

How the Seat Varies by Unit Type

  • Theater MI Brigade (INSCOM) — Collection Management Billet
    The theater MI Brigade collection management assignment is the senior warrant environment that most closely resembles the full scope of the 351M function: broad geographic coverage, multiple collection elements to manage, routine IC partner coordination, and direct interface with the supported theater commander's G2. The program reviews are more frequent, the compliance requirements are more stringent, and the visibility is higher than in a divisional assignment. The senior warrant who performs well here becomes the benchmark for what a 351M at this rank tier is supposed to do.
  • Division G2X (Organic HUMINT Element)
    Close proximity to the supported division commander's decision-making is the defining characteristic. The collection program is tightly integrated with the maneuver planning cycle — your HUMINT collection schedule follows the division's operational tempo, not the other way around. The senior warrant here is the one who knows the division G2 and the ADC-M by name, who briefs the commanding general's staff on collection status, and who adjusts the collection architecture when the division's priority intelligence requirements shift mid-exercise or mid-deployment.
  • Joint Intelligence Support Element (JISE) — HUMINT Cell
    The JISE HUMINT cell is the most interagency-intensive environment a 351M warrant works in. CIA, DIA, NSA, and FBI elements are all present; the deconfliction coordination is daily and the reporting channel management is complex. The Army HUMINT warrant who represents his program credibly in this environment — knowing his legal authorities, maintaining his source boundaries, contributing collection that complements rather than conflicts with IC partner programs — is performing at the level that defines the senior end of the 351M career field.
  • 902nd MI Group — Counterintelligence and HUMINT (Domestic)
    The 902nd MIG operates in the Force Protection and CI investigative space — a distinct operational environment from the theater HUMINT collection programs most 351Ms occupy. The legal framework is different (AR 381-10 authorities for domestic activities are narrower), the CI integration is closer, and the collection targets are different from the foreign-intelligence environments of deployed or INSCOM assignments. Senior warrants in this environment need to be current on the domestic intelligence legal framework; the AR 381-10 Table 3-1 distinctions between foreign and domestic collection authorities are not academic.

What Good Looks Like at This Rank

The high-performing CW4 or CW5 HUMINT warrant is not visible in the same way that a productive WO1 is visible. He is visible through what doesn't happen: the program doesn't get an adverse IG finding, the IIRs don't come back consistently graded in the unreliable range, the junior warrants don't run operations outside their authority because they don't know where the line is. His program runs clean because he built it to run clean, not because he's watching every move. The general officer who has worked with him calls the MI Brigade commander when the next major operation is being planned and asks if that specific warrant is available. The G2 who has received his collection briefings describes him as 'the one who tells me what HUMINT can't do as precisely as he tells me what it can.' The CIA or DIA officer who has worked alongside him in a joint environment considers him a professional peer rather than a coordination obstacle. What his week actually looks like: Monday morning collection requirements review, mapping ICRs to assets and flagging gaps before the G2X sync. Mid-week is his senior warrant time with the WO1s and CW2s — reviewing IIR production, working through a source assessment together, checking the AR 381-102 validation calendar. Thursday is the G2 program update — a five-slide brief that doesn't hide anything and doesn't oversell anything. Friday is administrative and compliance maintenance — source file reviews, CI referral log, the professional development counseling for the junior warrant who needs a course of action plan for the CW3 board. The program is never surprised because he's never surprised.

Preview — The Next Rank

For the CW4 approaching the CW5 window — if the Army offers it — the question is what kind of senior warrant you want to be remembered as. CW5 is a strategic advisory rank in a small community; the selection is competitive and the expectation is that the CW5 contributes at the level that shapes the MOS, the doctrine, or the IC relationship beyond his individual program. For most 351M warrants who will retire at CW4, the next level is actually the civilian transition — and the framing that applies is the same: what did you build that didn't fall apart after you left? The programs that stayed clean, the junior warrants who ran solid operations independently, the G2 or theater commander who called you 'the most useful HUMINT advisor I had' — those are the evaluation metrics that don't appear on the OER. Start thinking about the institutional contribution now. Write the after-action report on the program problem that your section solved. Submit the TC or ATP revision comment that fixes the guidance that confused your WO1s. Sponsor the junior warrant for the Advanced Course slot that his chain of command didn't know to request. The HUMINT warrant community is too small for senior warrants to be invisible — and the ones who shaped it for the better are the ones who are remembered long after they've PCS'd.
FAQ

351M CW3-CW5 — Frequently Asked Questions

Q01What does a CW3-CW5 351M (Human Intelligence Collection Technician) actually do?
At CW3 and above you have moved off the collection floor and onto the collection management level — or you are the senior collector in a unit where both seats are yours.
Q02What's the most important thing to know as a CW3-CW5 351M?
At CW3 you are no longer the warrant who runs a source.
Q03What does a typical day look like for a CW3-CW5 351M?
Time-blocked day at the CW3-CW5 351M rank tier: 0530-0630 PT — at CW3 and above typically individual or with the MI Brigade/Battalion staff. Garrison default; deployed environment compresses this, 0630-0730 Shower, transit to SCIF. Badge in, safe open, terminals on. Read overnight traffic: DIA station IIR feedback, any new ICRs from the G2X, any security-related notifications, any joint partner coordination messages, 0730-0830 G2X collection managers' sync — program status brief to the G2X or MI Battalion S2, ICR prioritization for the week, collection gap identification,…
Q04What mistakes get CW3-CW5 351M soldiers fired or relieved?
Allowing a collection activity to run at the wrong approval authority level because the operational tempo made the approval process inconvenient. AR 381-10 doesn't have a tempo exception. The operations that create Inspector General findings always have a senior warrant who knew or should have known the authority issue; Soft-pedaling an adverse program finding to the MI Battalion commander because the program's production metrics look good and you don't want to disrupt the momentum.…
Q05What career decisions matter most at the CW3-CW5 351M rank tier?
Theater MI Brigade collection management vs. operational deployment — which builds the senior warrant faster? — Theater MI Brigade collection management at CW3 or CW4 builds the program architecture and joint coordination skills that define the senior warrant function. Operational deployment into a high-tempo collection environment builds the source operations and technical collection skills that the institutional billet rests on.…
Q06What's next after CW3-CW5 for a 351M (Human Intelligence Collection Technician) in the Army?
For the CW4 approaching the CW5 window — if the Army offers it — the question is what kind of senior warrant you want to be remembered as.
Q07What manuals and regulations does a CW3-CW5 351M need to know cold?
FM 2-22.3 — Human Intelligence Collector Operations (still the program foundation — you are now also responsible for teaching it, not just applying it).; ATP 2-22.3 — Human Intelligence Collector Operations Techniques (the technical standard your junior warrants are graded against; you own the QC function).; AR 381-10 — U.S. Army Intelligence Activities (at this tier you are advising on legal authority sufficiency, not just compliance — know the approval thresholds by echelon).

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