In the high-stakes game of maritime innovation, the U.S. Army just scored a decisive point against the Navy—and it didn’t even need overtime. The Army’s recent demonstration of a robotic hull-cleaning system on a Logistics Support Vessel (LSV) in Pearl Harbor wasn’t just a tech showcase; it was a statement. A statement that sticking to legacy tactics won’t cut it against China. And a statement that the Army, under Secretary Pete Hegseth’s aggressive reform agenda, is ready to outmaneuver the competition at wartime speed.
Admiral Christopher Grady, Vice Chairman of the Joint Chiefs of Staff, recently underscored the urgent need for robotic hull-cleaning systems to keep naval vessels operating at peak efficiency. The Army didn’t just hear the call—they answered it with a demonstration that turned heads and raised eyebrows across the Pentagon.
The Army’s success here isn’t just about scrubbing barnacles off a hull. It’s about slashing bureaucracy, embracing risk, and turning commercial off-the-shelf (COTS) solutions into battlefield-ready tools in record time. The Army Transformation Initiative (ATI), with its Pathway for Innovation and Technology (PIT) and FUZE program, is the engine driving this change. These programs are designed to fast-track commercial tech into the hands of soldiers, and the robotic hull cleaner is a prime example of how this model works.
The demonstration itself was a masterclass in agility. When the Army’s original foreign supplier backed out at the eleventh hour, Greensea IQ stepped up, funding its own travel and shipping its EverClean robots to Hawaii in under four days. This kind of private-sector agility is exactly what Secretary Hegseth’s acquisition reforms are designed to foster. “Defense industry partners must invest their own capital and act with urgency to accelerate capability delivery,” Hegseth said in a recent speech. Greensea IQ didn’t just meet that urgency—they embodied it.
The benefits of robotic hull cleaning are clear. Enhanced fuel efficiency, increased speed, improved maneuverability, and reduced engine strain all translate into cost savings and operational readiness. A single operator can clean an LSV hull in about six hours, compared to the week it would take a dive team. That’s six hours back in the fight, six hours closer to mission success.
The Army’s Pathway for Innovation and Technology (PIT) is the bridge between commercial breakthroughs and military applications. It’s about identifying urgent needs, testing solutions swiftly, and scaling what works. The FUZE program, modeled after venture capital, accelerates the development and fielding of emerging innovations, with a strong emphasis on COTS solutions. For robotic hull cleaners, this means rapid evaluation, prototyping, and deployment—all outside the slow grind of traditional acquisition.
The Agile Sustainment and Ammunition Portfolio Acquisition Executive (PAE) plays a crucial role in operationalizing these technologies. As one of the six PAEs established under the Army’s acquisition reform, it owns the sustainment, modernization, and life-cycle management of the Army’s watercraft fleet. The PAE can swiftly revise preventive maintenance plans, update technical manuals, and amend authorization lists to incorporate new tech. This ensures that innovations like robotic hull cleaners aren’t just demoed—they’re deployed and integrated into standard operating procedures.
This demonstration isn’t just about beating the Navy to the punch. It’s about setting a new standard for how the military adapts to emerging threats. As global tensions rise, the Army’s embrace of innovative COTS technology isn’t just a win—it’s a roadmap for enduring success. It’s a roadmap that challenges the status quo, pushes boundaries, and ensures that the U.S. military stays ahead of the curve.
In the words of Colonel Rachael Hoagland, who spearheaded the project, “The Army’s pivot to a wartime posture under Secretary Hegseth’s guidance emphasizes velocity, ingenuity, and collaboration to surpass adversaries.” The robotic hull-cleaning demonstration is a testament to that vision. It’s a testament to what happens when you combine bold leadership, agile processes, and private-sector innovation.
So, as the Army and Navy gear up for their annual football rivalry, there’s a new scoreboard to watch. And right now, the Army’s leading by a touchdown. The question is, can the Navy keep up? Or will they be left in the wake of innovation? One thing’s for sure—Secretary Hegseth and the Army aren’t waiting around to find out. They’re already on to the next play. And that’s how you win wars.