‌An S3’s Evolution into XO in a Strategic Signal Battalion

Beyond the immediate fix

By Maj. Ryan G. Tintera

Article published on: July 1, 2026 in the Summer 2025 Edition of Army Communicator

Read Time: < 9 mins

Maj. Ryan G. Tintera, 39th Strategic Signal Battalion

In 2022, after wrapping up Army civilian schooling and an assignment as an instructor at West Point, I received orders to the 39th Strategic Signal Battalion in Chievres, Belgium. Coming from a tactical back-ground, I’ll admit I questioned whether this assignment would provide the kind of challenge or relevance I was used to. I asked my sponsor what kind of impact I could make, and he gave me a simple answer: “Fix Poland.”

This article outlines my journey from a reactive S3 focused on immediate problems to an executive officer (XO) responsible for building long-term systems, and how we built a cohesive military-civilian team from the ground up.

Although the Poland mission fell within our overall responsibilities, it often felt like an additional task given our extensive support commitments to multiple general officers across the NATO area of operations, spanning 12 countries. When I picked up the Poland mission, I started with nothing but an empty rolodex, so I had to lean on the cold-calling instincts I picked up as a stockbroker, chasing down contacts across commands scattered throughout Europe such as U.S. Army Installation Management Command, U.S. Army Europe and Africa, U.S. Army Network Enterprise Technology Command, and V Corps. Once I started to make contacts, I relied on interpersonal skills to earn trust and build buy-in. What I found was not a lack of awareness, but a lack of integration. What we needed was someone to act as the glue, turning isolated efforts into coordinated action. That network that we built, our “coalition of the willing,” is still active two years later.

Early on, success meant reacting fast. With the planned Network Enterprise Center in Poland indefinitely delayed, I adopted a fixer’s mindset. Like the creative troubleshooters you see in movies, I leaned more on people skills, communication, and building networks than on raw technical knowledge. Key to all of this was building strong relationships with deployed S6 sections. By becoming the go-to for signal issues, we kept problems from escalating to the brigade commander and maintained a higher operational tempo.

The key was earning trust and showing results. I had to get good at triaging across a wide range of problems, often prioritizing the most sensitive or personnel-intensive ones first. It wasn’t just about what we could fix quickly; it was about what mattered most.

Operating across the 1,000-kilometer distance from Belgium to Poland made soft skills essential. Whether over Outlook, Teams, or even Whats-App, building rapport required understanding the social subtleties behind each electronic communication platform. As the S3, I sharpened my analytical abilities, breaking down complex problems quickly even when time did not allow for deep root cause analysis. But it was soft skills, diplomacy, tact, and discretion that allowed me to build and maintain a working network of people, tools, and data.

Stepping into my second key developmental year as XO involved a serious mindset shift. I quickly realized the skills that had served me well as an S3 wouldn't translate directly to the role of XO. I had to evolve from being able to solve symptoms to attacking root causes. This meant building systems that outlast me. Drawing from my company command experience, I learned that spotting broken systems is easy, but building a self-sufficient, enduring system is the real challenge.

One of the traps of being an S3 is solving today’s problems at the expense of enduring solutions. As XO, the pressure to make fast, make-or-break decisions faded, but the complexity of the job only grew. The human element remained central. People’s individual challenges still had the power to derail entire projects. I learned that effective leadership means staying flexible, not just being technically sharp.

The XO role required me to expand my toolkit. I had to get into the weeds on budgeting, property accountability, and staff coordination across S8, Logistics, and Human Resources. Each of these communities brings their own way of doing business, and I had to learn to speak their language. I picked up new systems like Global Combat Support-System-Army (GCCS-A) and the Integrated Personnel and Pay System (IPPS-A) and relied more on tools like Excel, SharePoint, and PowerBI than on Outlook, Teams and PowerPoint.

Unlike the S3 role, where my lane was well-defined, being XO meant owning everything that did not have a clear owner. Assigning a task didn’t mean it was off my plate. I had to ensure it moved through the system, tracked by milestones, with frequent touch-points integrated into the battle rhythm.

One of the biggest challenges of this role, but also most rewarding, has been integrating our civilian work-force. Managing two GS-13 civilians (our S1 and S4) meant learning new systems like Defense Civilian Pay-roll System (DCPS), DoD Performance Management and Appraisal Program (DPMAPS), and Automated Time Attendance and Production System (ATAAPS). It meant completing technical training, modeling for my civilian subordinates the necessity of mastering supervisory systems. But what really mattered was adjusting my leadership approach.

Early communication gaps made it clear: these were highly capable professionals, but with no Army background and no experience managing Soldiers. So, I launched our first Civilian Supervisor Professional Development session in April, focusing on counseling and the fundamentals of Army leadership: ADP 6-22, FM 1-0, The Counseling Process, and key tools like the Developmental Counseling Form (DA 4856) and the Electronic Evaluation System (EES). These were all new concepts for them. We have kept that momentum going with monthly sessions on training management, mission command, and military planning.

I recall a particular XO from my Navy days. At the time, he was a lieutenant commander, an O-4 like me now, and frankly, didn’t register as particularly impactful. He wasn’t a charismatic figure, didn’t seek the spotlight, and operated with a quiet demeanor. It wasn’t until years later, looking back with the perspective of an officer myself, that his true contribution became clear. He was the linchpin of our ship’s logistical foundation, ensuring we had the quality of life support – the consistent flow of vital resources like food and fuel. In essence, he was the silent architect of our operational capability.

As an S3, my role used to place me in frequent, direct contact with the brigade commander. Weekly briefings and consistent visibility are inherent to the position. It’s a role that thrives on interaction and, admittedly, often garners recognition. However, this experience has only reinforced the value of the XO’s function. Like that Navy officer, I now find myself working largely behind the scenes, focusing on the intricate systems and processes that underpin the battalion’s success.

The XO role, done effectively, is an invisible one. It’s a position where success is measured not by accolades, but by the smooth, efficient functioning of the unit. While a part of me occasionally misses the direct acknowledgement that came with a more visible role, I’ve come to appreciate a deeper, more lasting reward. That reward is witnessing the battalion achieve maximum operational effectiveness – knowing that the processes and systems I’ve helped build are directly contributing to that success. It’s a lesson learned from a quiet lieutenant commander years ago, and one I strive to embody every day: True leadership isn’t always about being seen; it’s about ensuring everything works.

Being XO demands a far broader skillset than being S3. It’s about shaping the unit's long-term trajectory, not just winning today’s fight. I get to mentor our civilians, invest in our people, and help build a culture that lasts. I also look “up and out” more, developing relationships with key NATO stakeholders and across combatant commands to support broader goals. At the end of the day, I execute the commander’s vision, but I also translate it, shape it, and ensure it sticks. With a year left in this seat, my goal is to leave behind adaptable, capable leaders who can take the next hill, whatever that looks like.