Q&A: Major General Dennis J. Hejlik
Marine SOF
Marine Special Operators Promoting Partnerships Through Strength
Major General Dennis J. Hejlik
Commanding General
U.S. Marine Corps Forces Special
Operations Command
Major General Dennis J. Hejlik is the commanding general, U. S. Marine Corps Forces Special Operations Command.
Hejlik enlisted in the Marine Corps in 1968, and was honorably discharged as a sergeant in 1972. He graduated from Mankato State University in 1975 and was commissioned a second lieutenant through the platoon leaders class program.
Upon completion of the Basic School in December 1975, Second Lieutenant Hejlik reported to 2nd Battalion, 5th Marine Regiment, where he served as a rifle and weapons platoon commander, assistant operations officer, commanding officer, Company E, and regimental assistant operations officer. In July 1978, First Lieutenant Hejlik transferred to the 3rd Marine Division where he served as the aide-de-camp to the commanding general. In May 1983, he was assigned to 3rd Battalion, 8th Marines where he served as commanding officer, weapons company, and later as the battalion logistics officer. During Operation Desert Storm he served with the G-3, I MEF. In June 1993, he transferred to the 2nd Marine Division and served as the G-1A until assuming command of 1st Battalion, 2nd Marines in November 1993 and in 1996 served as the executive officer of the 2nd Marine Regiment. In July 1997, he assumed command of Marine Barracks, Washington, D.C. In July of 2004 he assumed command of the 1st Marine Expeditionary Brigade at Camp Pendleton, Calif. In October 2005 he assumed command of the U. S. Marine Corps Forces Special Operations Command at Camp Lejeune, N.C.
In July of 1979 First Lieutenant Hejlik reported to Marine Barracks, Yorktown, Va., where he served as a platoon commander and guard officer. Subsequently, Captain Hejlik attended the Amphibious Warfare School in Quantico, Va. In May 1986, Major Hejlik was transferred to the Marine Corps Combat Development Command, Quantico, as a tactics instructor at Amphibious Warfare School. From 1989 to 1990, he attended the Marine Corps Command and Staff College. Following graduation, he transferred to Headquarters Marine Corps for duty with the Enlisted Assignment Section, Manpower and Reserve Affairs. From 1992 to 1993, Lieutenant Colonel Hejlik attended the Naval War College where he received a Masters of Science Degree in national security strategy. In January 1996, he transferred to Headquarters Marine Corps for assignment as the senior military fellow with the Council on Foreign Relations. He was assigned as the military secretary to the commandant of the Marine Corps in July 1999. Beginning in 2001 he served as the principal director for special operations and combating terrorism in SOLIC/OSD. In October of 2002, he transferred to U.S. Special Operations Command, for duties as chief of staff and director of the Center for Command Support. In August 2003, he was reassigned as director, Center for Policy, Training and Readiness, U.S. Special Operations Command. Hejlik was then appointed as deputy commanding general, I Marine Expeditionary Force and commanding general, 1st Marine Expeditionary Brigade.
Hejlik’s personal decorations include the Defense Superior Service Medal with Gold Star, Legion of Merit with Gold Star, Meritorious Service Medal with two Gold Stars, Navy Marine Corps Commendation Medal, Navy Marine Corps Achievement Medal, Combat Action Ribbon, Good Conduct Medal, and the Leftwich Award.
Interviewed By SOTECH Editor Jeff McKaughan
Q: Good afternoon General Hejlik. As a starting point, could you give me an overview of MARSOC today and compare that to the plan of where you wanted to be a year ago?
A: Things are going well. We are on schedule to reach full operational capability as planned by the end of September 2008. As of June 28, 1,555 Marines, sailors and civilian employees are assigned to MARSOC, which puts us at just under 62 percent manning.
All five of our major subordinate commands have been formally activated and are making steady progress toward manning, organizing, training and equipping Marine special operations forces to support global SOF operations. We have Marine Special Operations Advisor Group [MSOAG] teams and Marine special operations companies deployed in support of the geographic combatant commanders and the global war on terrorism.
We are operational as we continue to grow to full mission capable.
Q: Based on that progress and what you are planning for the next 12 months, where do you expect the organization to be a year from now?
A: We will continue executing SOF missions while steadily increasing our capacity and capability by growing additional Marines Special Operations Advisor Group teams and Marine special operations companies.
We continue to evaluate our force structure to ensure that we are building the capabilities SOCOM needs to meet current and emerging requirements for SOF. In particular this means we are placing increased focus on the indirect approach to warfare through the core tasks of foreign internal defense and unconventional warfare.
The indirect approach will allow us to contribute to shaping the environment that we face around the world. If we can develop and strengthen relationships with friendly nations, which improve the capability of their militaries to maintain security and fight terrorism on their own, we can reduce the number of future situations in which the U.S. military must engage in large-scale military operations.
At the same time we are reinforcing our direct action/special reconnaissance [DASR] capability. DASR is crucial on the battlefield, so the stronger that capability the more we contribute to the GWOT.
Q: What is the biggest challenge MARSOC faces right now?
A: The biggest challenge we face each day is working at a rigorous pace to simultaneously ensure successful operations and successful growth. We deployed our first MSOAG teams in August 2006, so we have been conducting successful SOF operations for nearly a year now.
In the past I described this as painting a car while driving 60 miles per hour.
Q: What do you think MARSOC is best at right now?
A: We are very strong in a couple of areas. Most of our MSOC Marines are from the 1st and 2nd Force Reconnaissance companies and brought a wealth of experience in direct action and special reconnaissance with them.
For example, in one MSOC the average DASR Marine is 27 years old, has been in the Marine Corps for more than seven years and has completed at least two combat deployments in support of OIF and OEF.
The Marines and sailors of our Marine Special Operations Advisor Group—until a short time ago called the foreign military training unit—have done a tremendous job developing an initial training pipeline that provides the skill sets, including foreign language and culture training, which we need to excel in foreign internal defense [FID] missions.
That initial training combined with operational experience over the past year has produced a strong FID capability. The average enlisted MSOAG team member is 25 years old, has been in the Corps for more than six years and has more than 430 days of deployed time combined with extensive combat experience.
Q: What can you tell me about the incident in Mahmoudiya, Afghanistan that led to the redeployment of a MARSOC company and subsequent disciplinary action to some of the detachment’s leadership?
A: Elements of one of our Marine special operations companies were attacked in Afghanistan on March 4, 2007 by an enemy who triggered a suicide vehicle-borne improvised explosive device, or SVBIED. Based on information available to him, the SOCCENT commander determined there was sufficient evidence to warrant further investigation into how the Marines responded to that attack; he further referred the issue to the Naval Criminal Investigative Service.
The decision to redeploy the MSOC from Afghanistan was the SOCCENT commander’s. The 2nd Marine Special Operations Battalion commander made the decision to return some of the Marines involved to the United States. I concurred with that decision. No disciplinary action has been taken and I remain committed to preserving both the privacy and the presumption of innocence of the Marines involved. Any action required will be taken once the investigation is complete.
In the mean time, we evaluated our structure, pre-deployment training and procedures based on the information we received and lessons learned from our deployments to date. We have made adjustments in many areas including increased SOF interoperability in the situational exercises, force protection training to keep pace with emerging technologies, increased inter-agency coordination, and an added emphasis on working by, with and through indigenous forces in-country.
MARSOC has also cross-pollinated its experience by having Marines from the advisory group share their after action reports from training armies around the world with the Marines from the special operations battalions. Also, Marines from the special operations battalions and the Special Operations School have assisted the Marines from the advisory group with advanced close-quarters battle training for mission specific requirements to establish and sustain partner nation counter-terrorism forces.
Q: Can you describe for me the MARSOC training pipeline and what additional skills are taught that are specific to MARSOC? Are these new skills sets that are being taught or are they further definition of existing Marine Corps capabilities?
A: All Marines assigned to MARSOC to fill an operator billet will complete assessment and selection which will determine whether or not they have the attributes we desire in a Marine Special Operations Forces [MARSOF] operator. Upon selection Marines receive orders to MARSOC.
Many Marines who check in to 1st or 2nd MSOB are already trained and experienced in direct action and special reconnaissance. Those Marines conduct collective training to develop the skills required for foreign internal defense and to refresh their skills in direct action and special reconnaissance.
Future Marine special operations companies will be built from the ground up. This process will include three phases of training, each approximately six months in duration, followed by one deployment of six months, either with a MEU or in support of a theater special operations commander.
During the MSOC’s individual training phase [ITP], MSOC personnel attend SOF-specific MOS schools in order to develop individual skills. Following the ITP, the MSOCs commence a unit training phase [UTP] that focuses on team skills to conduct Special Reconnaissance. During the UTP, the MSOCs conduct force protection while conducting SOF interoperability training. The next phase of training is the Pre-deployment training phase [PTP]. During PTP, the MSOC conducts a company collective exercise, a deployment certification exercise and MEU interoperability training. During these PTP exercises, the MSOC conducts anti-terrorism/force protection training and develops an indirect capability for use in the counter insurgency environment.
The MSOAG training process also includes three phases. The first training phase is the ITP of approximately five months and focuses on foreign internal defense and unconventional warfare. The UTP further develops the AT/FP and COIN training through an Operational Readiness Evaluation that tests the MSOAG on how they conduct FID.
The MSOAGs final training phase is the PTP during which the team focuses on the specific region it will operate in and continues to refine their FID techniques of COIN and AT/FP with a partnered force. Upon completion of the PTP the MSOAG team will conduct a 1-3 month deployment to conduct FID/UW with a partnered force. The MSOAG uses the partnered force to assist with their AT/FP and COIN missions within the Host Nation. Upon return from the deployment, the MSOAG will conduct one phase of PTP approximately two months long followed by a one-to-three month second deployment.
Q: What are the language requirements for MARSOC, especially those that will perform foreign military training? What capabilities are you using to teach these skills?
A: Marines in the MSOAG are geographically oriented and receive language training appropriate for their regional focus. Right now we are concentrating on French, Spanish, Russian, Arabic and Tagalog. Marines receive language training during their initial training pipeline and their skills are reinforced through deployments, ongoing language labs and immersion programs. As I said earlier, beginning in early FY09 all MARSOF operators will receive language training as part of the Initial Training Course.
Q: Staying with foreign military training for a minute. What are the key skills that you are working on with most countries? Is there a basic package that you go in with or do you tailor the training to the level of professionalism in a given force? What are the major technologies that most of these countries lack to get the job done?
A: There is no standard package for training foreign militaries. Every situation is different and we specifically tailor the training to the unit’s current capabilities and the capabilities they need to develop. A unit’s training needs may range from fairly basic skills to refinement of well-developed capabilities. We have continuing relationships with units, so we are able to assess where they are and help them develop the skills they require to conduct their missions.
The most common shortfall areas we see in partner nations we train are in night vision capability and communications. The shortfalls are noted in our after action reports to our operational headquarters and are brought to the attention of the geographic combatant commanders for possible resourcing in accordance with theater priorities.
Q: Marines have always looked to having many of their own capabilities inherent to their structure—aircraft, tanks and helicopters to name a few. Do you envision MARSOC wanting its own boats or aircraft?
A: The demand for Special Operations Forces will continue to grow in the years ahead, which means SOCOM, MARSOC, and the other service components will need to grow to meet that demand. At this point we are focused on building to full operational capability by the end of September 2008. We are already looking at ways to reorganize internally to take maximum advantage of the mature Marines and sailors we have here in MARSOC.
Additionally, we are taking a very close look at the balance between indirect and direct capabilities. That being said, we want to get all of our blocking and tackling to the SOF standard in our currently assigned core tasks before we add additional capabilities, especially those that require significant investment in infrastructure, personnel and training.
Q: Is there anything else you would like to add?
A: MARSOC’s primary focus is to develop mature, disciplined, well-trained SOF operators who will contribute to success in the global war on terror. We are applying all of our energy to reach that goal. All of us in MARSOC—Marines, sailors and civilians—welcome the opportunities and challenges that come with building the Marine SOF component to USSOCOM.
As Admiral Olson said some 18 months ago, SOCOM was three-quarters joint. Now, with the addition of MARSOC, we are fully joint. I look forward to the future of MARSOC. This is a great command with men and women dedicated to winning on the global battlefield. ♦