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EME7

Electrician's Mate

E-7 (Sergeant First Class) · Navy

E1–E3E-4E-5E-6E-7E8–E9
HEADS UP

Making Chief is the event that defines the EM rating's career trajectory. The CPO selection is competitive, board-driven, and reads the entire service record — not just the last cycle. The first year as an EMC is the initiation into the Chief's Mess, the most distinct leadership culture in the enlisted military. Nothing about the first year as a Chief is like the last year as an EM1 — the technical work is familiar, but the leadership accountability is different in kind, not just in degree.

The Honest MOS Read
You made Chief — EMC, Electrician's Mate Chief Petty Officer — and the Navy's most significant enlisted career threshold is behind you. The selection was competitive, the initiation period was formative, and the first day wearing anchors carried a weight that the uniform change alone doesn't explain. The Chief's Mess is an institution within an institution. It has standards, culture, and accountability that are distinct from the officer wardroom and distinct from the enlisted force below it — and the EMC who doesn't internalize that distinction in the first year struggles with everything that follows. The EMC's primary function is not electrical maintenance. It is the development, welfare, and professional readiness of every sailor in the division. The EM1, EM2, EM3, and EMFNs below the EMC are the EMC's direct output — their advancement rates, their warfare qualification completion, their reenlistment decisions, their readiness to perform at sea are all attributable to the EMC's work. When the division officer writes the EMC's evaluation narrative, the question being answered is: how is the electrical division performing, and what did the EMC do to make it perform? The technical authority role for the EMC is different from the EM1's. The EMC is not the person who executes corrective maintenance — she is the person who sets the standard, ensures the standard is met, and is responsible when it isn't. When the ISIC inspection team writes a deficiency for the E-division, the EMC's name is on the corrective action plan, not the EM1's. When the commanding officer asks the executive officer about the electrical plant's readiness during a pre-deployment brief, the XO's answer came from the department head, who got it from the chief engineer, who got it from the divisional report, which the EMC owns. The nuclear track EMC (EMCN designation or nuclear-department-assigned EMC on a CVN or submarine) carries the most technically demanding leadership position in the propulsion plant below the officer rank. The EMC who is the work center chief for the nuclear department's EM division is the senior enlisted nuclear specialist in that space — the person the chief engineer and the reactor officer consult on technical judgment calls, the person whose qualification record and propulsion plant watch history is the foundation of everything the division does. On a submarine, the EMC is in the middle of a small, high-pressure community where every operator's performance is visible and the qualification standard is absolute. The Chief's Mess community — the CPOA (Chief Petty Officer Association), the mess at the command level, the horizontal relationships with chiefs across the fleet — is the EMC's professional network for the rest of the career. The CMC (Command Master Chief) at the command is the senior voice of the Mess and the EMC's mentor; the relationships built in the Chief's Mess during the first tour as a chief shape the next set of orders, the school opportunities, and the reference letters that go to the SCPO and MCPO selection boards years later. The EMC who engages actively in the Mess is building capital. The one who shows up for meetings and avoids the informal culture is not.
Career Arc
  • 01CPO initiation period — Chief's Mess induction, CPOA membership, first formal mentorship as the junior chief in the Mess.
  • 02Division ownership — first independent leadership of an electrical division's entire performance picture: readiness, advancement, retention, welfare.
  • 03Command Master Chief (CMC) relationship — the EMC who earns the CMC's trust becomes a resource for command-level sailor advocacy.
  • 04SCPO (E-8) selection zone — building the competitive record for Senior Chief: eval narrative, school attendance (Naval Senior Enlisted Academy, SEA Newport), special program leadership.
  • 05Deployments as EMC — the first deployment as a chief is categorically different from the last deployment as an EM1; the EMC is the division's constant presence, not just the technical lead.
  • 06Nuclear propulsion senior technical qualifications (EMCN) — the highest enlisted watchstander positions on CVN or submarine.
  • 07Post-service transition planning starts at the first reenlistment decision as an EMC — 20-year retirement math, VA disability documentation, GI Bill, civilian nuclear plant operator or commercial electrician pathway.
Common Screwups
  • ×Remaining a senior technician instead of becoming a leader — the EMC who spends his first year as a chief executing maintenance rather than developing the sailors below him has missed the promotion's purpose and the CMC will notice within 90 days.
  • ×Burning bridges in the Chief's Mess — the Mess is a small professional community; the EMC who earns a reputation for not contributing to the collective work of the Mess (CPOA events, mentorship of junior sailors, mess fund obligations) creates problems that outlast the command tour.
  • ×Missing the SCPO zone because the evaluation narrative never made the leadership case — technically excellent EMCs who don't lead programs, develop junior chiefs, or carry command-level responsibility beyond the work center are not selected.
  • ×NJP, DUI, or a sustained fitness failure at the chief level — any of these is a career-ending or career-limiting event at a rank where the selection rates are already competitive and the records are thin.

A Day in the Life

  • 0500-0530Check messages — command message traffic, NAVADMIN alerts, any overnight operational message that affects the ship's electrical plant posture. The EMC who walks in at 0800 and discovers a NAVADMIN published at 0200 that affects her division's scheduling is already behind the department head's morning brief.
  • 0600-0700PT. The EMC who leads the command PT formation is making a visible statement about the standard. The command fitness leader relationship starts here on PT days — the EMC who is the CFl is running the formation, not watching from the back.
  • 0700-0800Hygiene, breakfast, Chief's Mess morning muster. The CMC puts out command-level information at the Chief's Mess morning muster that never reaches the plan of the day. The EMC who misses the Mess muster is missing the information that shapes the morning.
  • 0800-0900Division muster oversight — the EM1 runs quarters, the EMC is present but not running it. The EMC who takes over quarters from the EM1 every morning is undermining the EM1 in front of the division. Be there, contribute the command-level information, and let the EM1 run the formation.
  • 0900-1100Maintenance oversight walkthrough, CSMP review, readiness brief preparation if the department head has a weekly sync today. The EMC walking the spaces is not checking PMS card compliance — the EM1 handles that. The EMC is looking at the overall picture: are the right people in the right spaces, is the work center organized, is anything at risk that the EM1 hasn't brought to the EMC yet.
  • 1100-1200Chief's Mess administrative time — mess fund paperwork, CPOA event planning, mentorship session with a junior sailor referred by the CMC or another chief. The EMC's door (or the Chief's Mess door) is open for sailors with career questions during this block.
  • 1200-1300Chow in the Chief's Mess. The Chief's Mess is a separate meal facility and the EMC eats there — not at the mess deck, not in the work center. The mess meal is part of the Mess culture and the junior chiefs who are present absorb the professional norms during the meal.
  • 1300-1500Department-level or command-level meetings — department head weekly sync, command advancement advisory board if the EMC is a voting member, pre-deployment readiness review, SIMA availability planning meeting. The EMC represents the E-division and the Chief's Mess perspective in these forums.
  • 1500-1600Sailor development sessions — individual sessions with the EM1 or EM2 who is in a development or counseling track. Eval input preparation for the division's upcoming evaluation cycle. SCPO record review — is the EMC's own record building the competitive picture for the SCPO zone?
  • 1600-1700Released (most in-port days). The EMC who stays late every night is not demonstrating commitment — she is demonstrating poor time management and failing to develop the EM1 to run the work center independently.

Weekly Cadence

The EMC's week runs on two simultaneous tracks: the division's maintenance and readiness track, and the command-level leadership track. Monday is the information day — the department head's weekly sync, the CMC's Chief's Mess muster information, the plan-of-the-week review for the division. The EMC's job on Monday is to make sure the EM1 has the week's information and the week's priorities are clear before the first maintenance evolution begins. Tuesday through Thursday are the execution days. The EMC is present but not in the work center spaces executing — the EM1 and the EM2s are in the spaces. The EMC is in the meetings that shape the next week's schedule, the counseling sessions that develop the sailors below her, and the Chief's Mess events that are the texture of the chief's professional life. One walkthrough per day keeps the EMC current on the division's actual status without displacing the EM1. Friday is close-out and preparation. The EMC reviews the week's PMS completion, updates the CSMP items that changed status, and prepares the readiness input for the department head's Friday brief. The Chief's Mess end-of-week event — if the command has a standing Friday Mess event — is attended by the EMC as a matter of professional commitment, not as a social obligation. The sailor welfare conversations that happen at the end of the week in the Chief's Mess are the conversations that produce the retention decisions and the welfare referrals that shape the command's climate. The EMC who is present for those conversations is doing the job. The one who is not is missing them.

Key Skills — How to Drill Each

  1. 01
    Brief the division officer and the department head on the electrical division's readiness picture — PMS completion, CSMP backlog, maintenance history, personnel qualifications — as a periodic report that gives the chain enough information to make resourcing decisions.
    The readiness brief is not a status update; it is a decision package. Prepare it as: current status (PMS rate, open CSMP items with age, qualification completion), trend (improving or declining and why), risk (what happens to readiness if the ship deploys in the current posture), and request (what resources would resolve the risk — parts priority, SIMA support, school seat). The division officer who gets a brief in this format can act on it. The division officer who gets 'we're at 94% PMS' is getting data, not intelligence.
  2. 02
    Mentor a junior chief or EM1 through the Chief's board preparation cycle — understanding the selection criteria, building the competitive record, and managing the candidate's career counselor conversations.
    The most valuable thing the EMC can do for a strong EM1 who is approaching the Chief's zone is explain what the board actually reads. Pull the most recent BUPERS selection board report for the EM CPO cycle and go through it with the EM1 — what percentage of selectees had warfare qualifications, what the education pattern was, what the eval narrative patterns looked like. The EM1 who understands the board criteria three years before she enters the zone has time to build the record; the one who finds out six months before the board submits has a problem.
  3. 03
    Conduct a command-level reenlistment retention counseling session — identifying the sailor's motivations, addressing retention risks, and presenting an honest case for or against reenlistment based on the sailor's specific situation.
    Retention counseling is not a sales pitch. The EMC who tells a borderline sailor 'the Navy is a great career' because the command wants the reenlistment number is doing the sailor a disservice. The honest retention counseling says: here is what the next four years look like (sea tour length, likely duty station, NEC availability), here is what the SRB looks like (pull the current NAVADMIN, show the number), here is what the civilian electrician pathway looks like (IBEW apprenticeship, nuclear operator market, average salary at three years post-service). The sailor who reenlists after that conversation is a sailor who stayed for the right reasons. The one who separates may come back later — and they both remember which chief gave them the honest version.
  4. 04
    Lead a command-level electrical safety training event — planning the curriculum, securing participation from across the department, and delivering training that changes behavior rather than just completing the annual requirement.
    Annual electrical safety training that nobody remembers changes nothing. The EMC who runs a training event built around a real scenario from the command's maintenance history — a specific tripped breaker from the last deployment, a tag-out discrepancy from the last ISIC inspection — is delivering training that the junior sailors connect to their own experience. Thirty minutes of scenario-based training that the EM3 talks about on the pier that evening is worth three hours of slides. Build the scenario from the command's own record; the sailors already know the context.
  5. 05
    Interface with the SIMA or Naval Shipyard planning team during a scheduled maintenance availability — representing the command's electrical work package requirements, tracking progress against the maintenance plan, and escalating schedule risks.
    The EMC is the command's senior liaison to the SIMA or shipyard for electrical work packages during an availability. Know the work package in detail: every CSMP item submitted, the priority, the expected completion date, the parts status. When the availability schedule slips, the EMC is the person who briefs the department head on which items can be deferred and which are operationally critical. The EMC who doesn't know the work package in detail at the start of the availability is behind from day one.

Manuals & References — What Chapters Matter

  • NSTM Chapter 300 — Electric Plant — General
    The EMC is the command's subject-matter authority on NSTM 300. When the division officer has a question about whether a particular maintenance deviation requires a technical authority waiver, the answer comes from the EMC reading the chapter, not paraphrasing it. Own the sections on system configuration, protection coordination, and the acceptance test criteria that govern return-to-service decisions.
  • OPNAVINST 4790.4 — Ships' Maintenance and Material Management (3-M) System
    The EMC manages the work center's 3-M posture at the command level. The ISIC inspection that finds a 3-M discrepancy in the EMC's division is writing a finding against the EMC's record, not the EM1's. Know the instruction at the level of being able to brief the department head on what constitutes a material readiness deficiency, when a CSMP item requires TYCOM notification, and what the quarterly PMS completion reporting requirement is.
  • MILPERSMAN — Current volumes applicable to enlisted administration, advancement, and career counseling
    The EMC fields sailor questions about advancement eligibility, reenlistment options, hardship duty requests, and administrative records. The EMC who doesn't know the MILPERSMAN guidance gives sailors incorrect information about their own careers — and incorrect career advice from the Chief is the kind of error that becomes a formal grievance. Know the volumes that affect the sailors in your division: advancement requirements, reenlistment eligibility, SRB eligibility windows, administrative remarks procedures.
  • Naval Senior Enlisted Academy (SEA) curriculum — Newport, RI
    The Naval Senior Enlisted Academy at Naval Station Newport is the career PME school for E-7 and E-8 senior enlisted leaders. SEA attendance is a competitive differentiator for SCPO selection. The curriculum covers strategy, leadership theory, joint operations, and senior enlisted professional development at a level that the chief's mess alone does not provide. Apply for a seat early in the EMC tour — the school is available and the application is straightforward through the command's training coordinator.
  • BUPERS CPO/SCPO selection board report — most recent EM selection board
    The selection board report is the data the EMC uses to counsel EM1s on competitive zone preparation and to build his own SCPO record. Read it annually — not once. The patterns in selectee records change as the Navy's priority mix changes. The EMC who reads the last three board reports understands what the board has been weighting and can give the EM1s in his division specific, current guidance rather than generic career advice.

Standards — How to Hit Each

  • Division PMS completion at or above the command standard for every reporting period, with zero ISIC-identified maintenance record deficiencies.
    The EMC owns the division's PMS posture at the command level. Monthly audit of the PMS coordinator's records against the EM1's report — if the numbers differ, resolve it before the division officer's monthly readiness review. The ISIC inspector who finds a maintenance record discrepancy writes the finding against the EMC's name; the EMC who caught it in the internal audit and corrected it before the inspection has nothing for the inspector to find.
  • Division advancement rate at or above the rating's fleet average — measurable year over year.
    Track the division's advancement cycle results by name: who sat the exam, who made the score, who advanced, who didn't and why. The EMC who can brief the division officer on the division's advancement rate trend — improving, declining, and what the causal factor is — is doing division management. The one who reports 'they took the exam' without knowing the outcome is not.
  • SCPO zone competitive record — eval narrative, SEA attendance, special program leadership — built over the first two EMC evaluation cycles.
    The SCPO board reads the same types of elements as the Chief board but at a higher threshold. Two 'must promote' blocks at the EMC level require a different leadership profile than at the EM1 level — command-level responsibility (not just work center), mentorship of junior chiefs visible in the narrative, and evidence of strategic impact (retention improvement, readiness improvement, safety record improvement). Start building the SCPO record from the first EMC evaluation cycle, not when you're two cycles away from the zone.
  • Chief's Mess engagement — CPOA participation, command-level mentorship contribution, mess culture investment — consistent throughout the EMC tour.
    The Chief's Mess is not optional for a chief. CPOA dues, CPOA event planning and participation, mess fund contributions, and active participation in the collective mentorship of junior enlisted sailors are expectations of the Mess. The CMC whose quarterly mess meeting attendance report shows the EMC's name as consistently absent is the CMC who is not advocating for the EMC at the next set of orders conversation.

Technical Mistakes — Concrete Consequences

  • Allowing the EM1 to manage the division's maintenance record independently without the EMC's regular review — discovering CSMP or PMS problems only at the ISIC inspection.
    The ISIC finding is on the EMC's name. The EMC who says 'the EM1 manages the maintenance record' to the department head during the inspection debrief is not using 'the EM1 manages it' as a defense — it is an admission that the EMC's oversight of the work center's most auditable product was absent. Monthly reviews, not inspection-driven reviews.
  • Providing a readiness assessment to the department head that is more optimistic than the actual maintenance record supports.
    The department head who briefs the CO on electrical readiness based on the EMC's assessment and then has the actual readiness revealed during an ISIC inspection or a pre-deployment assessment has a very short, unpleasant conversation with the EMC. Honest readiness pictures give the chain the opportunity to apply resources. Optimistic pictures give the chain a false confidence and the EMC a credibility problem when the truth emerges.
  • Failing to document a sailor's performance counseling and relying on verbal correction alone.
    When the verbal-only-counseled sailor's performance doesn't improve and the issue reaches the division officer, the EMC has no documented record of the intervention. The division officer who asks 'what corrective action has been taken?' and receives 'I talked to him several times' is looking at an EMC who has been managing a performance problem without creating a paper trail. The counseling record protects the EMC as much as it protects the command's administrative process.

Career Decisions at This Rank

  • Pursue SCPO (Senior Chief) selection deliberately or retire at 20 years as a Chief
    The SCPO selection is more competitive than the Chief selection and the record criteria are higher. The EMC who wants to make Senior Chief needs to build a record that demonstrates command-level leadership impact, not just work-center excellence. Naval Senior Enlisted Academy attendance, special program leadership at the command level, two consecutive 'must promote' blocks at the EMC level, and a division that improved measurably on readiness or retention metrics — that is the SCPO competitive record. The EMC who retires at 20 as a Chief with a clean record, maxed TSP, and a GS-09 federal civilian job lined up is also not a failure story. The decision is about what life you want, not what rank you can grind to.
  • Accept a recruiting or training command billet for the follow-on tour versus a fleet sea tour
    The EMC's first follow-on tour after the initial chief tour is a consequential assignment. A fleet sea tour keeps sea service current and SCPO zone sea/shore ratio healthy. A recruiting billet gives the EMC exposure to the accession pipeline and a different leadership challenge — managing a team of recruiters is not like running a work center. A training command billet (NSTC Great Lakes 'A' school) puts the EMC in direct contact with every EM entering the rating and the professional development of the course curriculum. All three are defensible; the SCPO board sees the sea tour as the signal of operational commitment and the training billet as the signal of development investment. Neither recruiting nor training kills the SCPO zone; neither is better than a fleet sea tour.
  • Naval Senior Enlisted Academy — apply immediately or wait for the follow-on tour
    SEA applications are available from the first EMC tour and the school is achievable during a scheduled port call or a work center cover period. Apply in the first EMC tour, not the second — the SCPO board values early professional development investment. The SEA curriculum is substantive and the professional network built at Newport is the network the EMC will use for the rest of the career. The wait-until-the-follow-on-tour strategy means the first SCPO board evaluates a record without SEA attendance; the apply-in-the-first-tour strategy doesn't.

How the Seat Varies by Unit Type

  • Destroyer (DDG) — EMC as the sole senior enlisted electrical leader
    The DDG EMC manages a small work center with no EMCS above her in the electrical chain. The department head and the chief engineer interface directly with the EMC on every significant electrical question. The visibility is high and the autonomy is high — and the accountability is absolute. The DDG EMC who runs a tight work center in a high-OPTEMPO deploying unit is building exactly the record the SCPO board wants to see.
  • Nuclear carrier (CVN) — Reactor Department EMC (EMCN)
    The EMC in a CVN's nuclear department leads one of the most technically demanding work centers in the surface force. The qualification pipeline above and below the EMC is demanding, the chain of command is nuclear-trained, and the expectations for technical competence are absolute. The EMCN EMC who is the senior qualified electrician in the reactor department is in a category-defining billet for Chief's record and SCPO selection.
  • Submarine force — EMC on SSN/SSBN
    The submarine EMC is the senior enlisted electrical technical authority in a community where every error has potential vessel-loss consequences. The qualification standards, the culture of personal responsibility, and the expectations for casualty-response competence are the submarine force's defining characteristics. An EMC with submarine experience in a conventional surface community is immediately recognized as having operated in the highest-stakes electrical environment the Navy produces.

What Good Looks Like at This Rank

The good EMC is the one the CMC calls when a junior sailor in the command has a problem that isn't in the EM division — because the CMC knows the EMC will handle it honestly and report back with the full picture, not the convenient version. After 90 days in the Mess, the EMC's name is already on two mentorship programs and the CPOA's next event planning committee. This is not career-managed performance; it is the natural expression of a chief who understood from day one that the Mess is a collective institution and her contribution to it is not optional. Her division's advancement rate is above fleet average for the second consecutive cycle. The EM1 who made EM1 last cycle had the EMC's fingerprints on every step: the study log the EMC reviewed monthly, the eval input the EMC wrote in the terms the board reads, the special program billet the EMC put the EM1's name in front of the division officer for. The EM2 who was borderline on the Chief's zone three cycles out is now the EM2 the CMC is watching because the EMC had a specific counseling session about what the Chief's board reads and built a three-year plan around it. The department head's monthly readiness brief always says the same thing about E-division: on track, one CSMP item at SIMA for parts, PMS at 97%, two sailors in the ESWS qualification pipeline on schedule. This is not the readiness brief that gets questions — it is the readiness brief that gets a nod and a move-on. The EMC built that outcome by auditing the EM1's maintenance record every two weeks and catching the CSMP slip at five days late rather than 45 days late. The ISIC inspection team that walked through the electrical spaces last quarter found nothing to write up. The inspector mentioned it to the department head on the debrief. The department head mentioned it to the XO. The XO mentioned it to the CO. The CO mentioned it at the all-hands. The EMC's name was in the sentence.

Preview — The Next Rank

EMCS — Senior Chief Petty Officer — is the rank where the EMC transitions from leading a work center to leading chiefs. The Senior Chief's primary output is not the division's maintenance record; it is the professional development and performance of the chiefs in the department or command. The EMCS who is managing a work center directly while senior chiefs report to him is doing the Chief's job one level above where his accountability actually sits. The EMCS selection zone is small and competitive. Records are compared at a higher threshold than the Chief board — the evaluation narrative must demonstrate strategic-level leadership impact, the sea service must be substantial, and the educational credential must be complete. The EMCS who is selected has typically been doing the Senior Chief's job at the Chief paygrade for at least one tour — running a department-level training program, mentoring multiple junior chiefs toward their own Chief boards, carrying a command-level special program that affected retention or readiness across multiple divisions, not just one. The EMCM conversation — Master Chief — begins at the Senior Chief level, and the path to the Master Chief board requires a record that very few sailors build.
FAQ

EM E7 — Frequently Asked Questions

Q01What does a E7 EM (Electrician's Mate) actually do?
As LCPO of an electrical division — E-Division on a DDG or CG, RE-Division on a CVN or nuclear submarine, or the combined electrical section of a smaller combatant where you are the senior engineering chief — you run 15-40 EMs and you own enlisted electrical execution from the deckplate up.
Q02What's the most important thing to know as a E7 EM?
Making Chief is the event that defines the EM rating's career trajectory.
Q03What does a typical day look like for a E7 EM?
Time-blocked day at the E7 EM rank tier: 0500-0530 Check messages — command message traffic, NAVADMIN alerts, any overnight operational message that affects the ship's electrical plant posture. The EMC who walks in at 0800 and discovers a NAVADMIN published at 0200 that affects her division's scheduling is already behind the department head's morning brief, 0600-0700 PT. The EMC who leads the command PT formation is making a visible statement about the standard. The command fitness leader relationship starts here on PT days — the EMC who is the CFl is running the formation,…
Q04What mistakes get E7 EM soldiers fired or relieved?
Remaining a senior technician instead of becoming a leader — the EMC who spends his first year as a chief executing maintenance rather than developing the sailors below him has missed the promotion's purpose and the CMC will notice within 90 days; Burning bridges in the Chief's Mess — the Mess is a small professional community; the EMC who earns a reputation for not contributing to the collective work of the Mess (CPOA events, mentorship of junior sailors,…
Q05What career decisions matter most at the E7 EM rank tier?
Pursue SCPO (Senior Chief) selection deliberately or retire at 20 years as a Chief — The SCPO selection is more competitive than the Chief selection and the record criteria are higher. The EMC who wants to make Senior Chief needs to build a record that demonstrates command-level leadership impact, not just work-center excellence. Naval Senior Enlisted Academy attendance, special program leadership at the command level, two consecutive 'must promote' blocks at the EMC level, and a division that improved measurably on readiness or retention metrics — that is the SCPO competitive record.…
Q06What's next after E7 for a EM (Electrician's Mate) in the Navy?
EMCS — Senior Chief Petty Officer — is the rank where the EMC transitions from leading a work center to leading chiefs.
Q07What manuals and regulations does a E7 EM need to know cold?
NSTM Chapter 300 — Electric Plant Operations (S9086-KC-STM-010) — full library; you are the chief the DCA comes to with the chapter question before calling the NAVSEA technical authority.; OPNAVINST 4790.4 — Ships' 3-M Systems Procedures; you are accountable for the division's PMS posture at every TYCOM inspection.; NFPA 70E — arc-flash protection; the standard behind the ship's ESWP; you enforce it on the deckplate, you do not read it for the first time during an OSHA equivalent visit.

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