The five tenets are a framework for HHOC commanders to develop their own TIP.
The answer was to establish MSTs from HHOC to provide maintenance DS to the MI companies.
In addition, HHOC could reinforce an MST if that company was with the main effort.
The result was a highly mobile support team the HHOC could reinforce and interchange while confronting logistic issues at the point of failure rather than waiting for a call.
The Battalion Commander or S3 and I as the HHOC Commander conducted daily synchronization meetings to ensure we addressed all requirements.
The HHOC created two MRTs to support the Battalion's move north.
To maintain control and accountability of the numerous elements of HHOC, we had to establish a precise C2 system.
Furthermore, the HHOC established an effective cross-training program focusing on small-unit tactics.
Whether a unit is deploying to the CTCs or Iraq, the HHOC can apply and refine the tenets.
Taking the tenets and adjusting your company to facilitate mission accomplishment is just part of the battle in transforming the role of the HHOC in an MI battalion.
In conclusion, the HHOC of an MI battalion faces many obstacles and challenges to ensure mission accomplishment.
Commissioned through the Reserve Officer Training Corps as a Second Lieutenant in the Military Intelligence Corps, his assignments included Commander, Headquarters and Headquarters Operations Company (HHOC), 501st MI Battalion, 1st Armored Division (1 AD), and Commandant, 1 AD Interrogation Facility, in Baghdad, Iraq; Chief, All-Source Analysis, 1 AD Analysis and Control Element (ACE), Camp Bondsteel, Kosovo; S2, 3d Brigade, 1 AD; S2, 2d Battalion, 70th Armor Regiment, 1 AD; S2, 4th Battalion, 37th Armor Regiment, 1st Infantry Division; and Assistant S3, 501st MI Battalion.