Good morning. What a beautiful day in Newport!

Thank you, Admiral Walker, for that kind introduction.

Distinguished guests, faculty, families, and – most importantly – the graduates of the Naval War College: thank you for being here today.

It is an honor to stand before you at one of the most consequential institutions in our profession of arms.

Today is more than a graduation ceremony. Today marks a transition - from being students of strategy to practitioners of strategy. The ideas discussed in these halls now become your responsibility to execute in the real world.

It is a reminder that strategic advantage does not begin with platforms or weapons alone.

It begins with people – leaders who can think clearly under pressure, assess risk, make decisions, and fight effectively in uncertainty.

And it begins with relationships – the trust, understanding, and interoperability built between allies and partners long before a crisis occurs.

That is the enduring value of sea power. Navies arrive without occupying. They reassure without provoking. They deter without escalating. And when necessary, they provide sovereign options from the sea that no other instrument of national power can deliver.

Since 1884, the Naval War College has prepared leaders not simply to command forces, but to understand competition, deterrence, escalation, and war itself.

In doing so, it has strengthened the network of allies and partners that underpins global maritime security.

Rear Admiral Stephen Luce understood that military power without strategic thought is incomplete.

He also understood that maritime power has always been strongest when aligned with capable allies and partners who share common interests, common values, and a commitment to stability at sea.

He said, “To be prepared for war is one of the most effectual means of preserving peace.”

That idea still defines this institution today.

And it defines the environment you are stepping into.

This graduating class reflects that reality. Today, 453 graduates complete their studies here in Newport.

And among them are 97 international students representing 59 allied and partner nations.

That matters. Because future conflict – if it comes – will not be fought alone.

Deterrence is strongest when adversaries understand that our alliances are credible, integrated, and operationally capable.

The relationships formed here at the Naval War College strengthen that deterrence every single day.

And none of that happens alone. Behind every officer graduating today are people who supported them through long hours, operational demands, deployments, and sacrifice.

To the families, friends, and mentors here today: thank you for everything you have done to help these leaders reach this moment.

Your support strengthens this force more than you may ever fully realize.

We are operating in the most dangerous and complex security environment many of us have seen in our lifetimes.

The PRC is pursuing the largest military buildup since the Second World War.

Russia continues to challenge stability in Europe and beyond.

Iran and North Korea remain persistent threats.

Violent extremist organizations continue to adapt.

And the character of warfare is changing faster than at any point in modern history.

We are seeing the convergence of cyber, space, artificial intelligence, autonomous systems, information warfare, and long-range precision strike capabilities – all compressing decision space for commanders.

In previous eras, commanders often had time to consolidate combat power, assess conditions, and adjust operations over days or weeks.

Increasingly, that margin is disappearing.

Information moves globally in seconds.

Precision weapons can hold forces at risk across vast distances.

Cyber-attacks can disrupt logistics, communications, and decision-making before a shot is fired.

Autonomous systems are changing how mass is generated and how surveillance is conducted across the maritime battlespace.

Artificial intelligence is accelerating the speed at which both we and our adversaries can process information and act.

All of this compresses time, increases complexity, and places greater demands on leaders at every level of command.

That means our advantage can no longer rely solely on mass or technology. Technology matters. Capacity matters. But neither replaces leadership. People remain the decisive advantage.

In the future fight, the side that senses first, understands first, decides first, and acts first will possess a decisive advantage.

From leaders who can think faster, adapt faster, and act faster than the adversary.

That is why institutions like this matter.

Because warfighting is ultimately a thinking competition. And increasingly, it is a coalition competition.

Our ability to integrate with allies and partners across the maritime domain is a decisive strategic advantage.

That interoperability is built long before conflict begins – through shared education, planning, exercises, and trust.

And in a fight against a capable adversary, there will be ambiguity, friction, disruption, and loss.

The side that can absorb chaos, maintain cohesion, and continue making sound decisions will win.

That requires leaders who are intellectually agile and operationally grounded.

Leaders who understand not only tactics – but how tactical actions create strategic effects. That is precisely why we published the U.S. Navy Fighting Instructions.

They are designed to connect strategy, operations, and tactics - to ensure every Sailor understands how their actions contribute to deterrence, competition, and, if required, victory in conflict.

Every deployment, every exercise, every freedom of navigation operation, every partnership engagement sends a signal.

Our adversaries are watching all of it. So are our allies. And so are the Sailors and Marines we lead.

That is why readiness remains our north star.

Not readiness as a slogan. Real readiness.

Ready people. Ready platforms. Ready payloads. Ready logistics. Ready command and control.

Readiness is not an administrative metric. It’s the homework required for combat.

It is measured by whether units can deploy on time, integrate effectively, sustain operations under pressure, and accomplish the mission in contested environments.

It is measured by whether commanders trust their teams and whether Sailors trust one another when conditions become difficult.

And it is measured by our ability to fight through disruption – not simply operate when conditions are ideal.

Because in combat, nobody gets perfect information.

Networks will be contested. Communications may fail. Logistics will be strained. Units will take losses.

In those moments, technology will matter. Training will matter. But leadership will matter most.

Because when conditions deteriorate, people do not rise automatically to the level of our ambitions.

They fall back on the standards, habits, and trust built before the crisis began.

The force that continues to operate effectively under those conditions will have the advantage.

Because deterrence only works if capability and credibility are visible together.

And when deterrence fails, we must be ready to fight and win.

That is the standard. Nothing less.

Let me leave you with a historical example that remains relevant today.

During the 1995–1996 Taiwan Strait Crisis, tensions escalated rapidly as China sought to intimidate Taiwan through missile tests and military demonstrations.

The United States responded by deploying two carrier strike groups to the region.

The movement of those forces was important. But the real lesson was not the ships themselves - it was the strategic thinking behind their employment.

American leaders demonstrated resolve without recklessness. Strength without panic. Presence without unnecessary escalation.

They understood that deterrence is not simply about possessing military power. It is about convincing others that you have the capability, credibility, and will to employ it when necessary.

Just as importantly, our allies and partners were watching.

Deterrence is measured not only by what adversaries believe, but by the confidence our friends place in our judgment, our professionalism, and our commitment.

The lesson remains as relevant today as it was thirty years ago. Strategic leaders must think beyond the immediate problem in front of them. They must preserve options, manage risk, maintain initiative, and create decision advantage for national leaders.

They must understand that tactical actions often produce strategic consequences. And they must recognize that in competition and crisis alike, the objective is not merely to react to events - it is to shape them.

That is what strategic leadership looks like. And that is what this institution has prepared you to do.

As you leave Newport and move into your next assignments, you will carry greater responsibility than ever before.

Regardless of where you serve next, remember this: you are becoming stewards of a portion of your Nation's combat power. The Sailors, Marines, platforms, networks, and weapons entrusted to you are national assets. Your responsibility is to build them, sustain them, and ensure they are ready when called.

Not just responsibility for missions – but responsibility for people. Because leadership in our profession is ultimately about trust.

Trust built through competence, accountability, and through consistency under pressure.

The Sailors and Marines you lead do not expect perfection. But they do expect clarity, standards, and honesty.

And they expect leaders who will make hard decisions when conditions are difficult and information is incomplete.

That burden only grows heavier as you move higher in command. You will face moments where there is no perfect answer. Moments where time is short and consequences are significant.

In those moments, your preparation matters. So do your judgement and character.

Your people will look to you for clarity when situations are uncertain.

They will watch how you respond to adversity, how you handle setbacks, and how you treat others when pressure increases.

Leadership is revealed in those moments.

Not during ceremonies or inspections – but during fatigue, friction, and uncertainty.

And in combat, trust becomes a combat multiplier. Units with trust move faster. They adapt faster. And they recover faster after mistakes or disruption.

That trust is built long before crisis arrives. It is built through standards, accountability, and competence.

And through leaders who consistently place mission and team above themselves.

Because combat leadership is not built in the moment of crisis.

It is built long before the crisis arrives – through discipline, study, humility, repetition, and trust.

One of the most important traits you can carry forward from this institution is intellectual curiosity – the willingness to challenge assumptions, to listen, and to keep learning. Curiosity is not an academic exercise. It is a warfighting imperative.

The Naval War College has challenged you to think beyond your own warfare community, your own service, and even your own nation’s perspective.

That matters because the operational problems you will face will demand leaders who can integrate effects across domains, services, and allied forces.

Strategic advantage increasingly depends on leaders who can build trust across organizations and coalitions just as effectively as they command within them.

The leaders who become stagnant – who assume yesterday’s success guarantees tomorrow’s victory – place the mission at risk.

Our adversaries are adapting every day. We must adapt faster. And that requires leaders who are never satisfied with the status quo.

Leaders who can think critically, communicate clearly, and act decisively.

Leaders who understand that authority is granted by rank, but credibility is earned every day.

The profession you serve is demanding because the stakes are so high.

Our Nation entrusts its military leaders with extraordinary responsibility.

Responsibility not only for mission accomplishment, but for the lives of those entrusted to our care.

That obligation should never become routine.

And institutions like the Naval War College help ensure it does not.

They remind us that warfighting requires not only tactical competence, but strategic judgement, ethical leadership, and humility.

Because throughout history, military failure has often come not from a lack of courage, but from flawed assumptions, poor decisions, or an inability to adapt.

That is why serious study matters.

That is why professional debate matters.

And that is why intellectual rigor remains essential to combat effectiveness.

Graduates, the strategic environment you are entering will test this Joint Force in ways we cannot fully predict.

But history makes one thing clear: our greatest advantage has never been geography, or equipment, or numbers alone.

It has been the quality of our people and the strength of our leadership.

That responsibility now rests with you.

You are leaving this institution at a decisive moment for our Navy, our Marine Corps, our Joint Force, and the network of allies and partners who stand alongside us around the world.

The stakes are real. The pace is accelerating. And the margin for error is shrinking. Yet I remain optimistic. Not because the challenges are small, but because I have seen the caliber of leaders sitting before me today.

But the advantage we hold – and must continue to strengthen – is not simply technological.

It is the strength of our people, the quality of our leadership, and the power of our alliances.

But this profession has always demanded leaders willing to shoulder difficult responsibilities in uncertain times.

Now it is your turn.

Keep learning. Keep sharpening your warfighting advantage. And keep building the trust and partnerships that make this force more capable, more credible, and more lethal.

Lead with clarity and courage.

Stay grounded in the fundamentals of leadership and warfighting.

Stay connected to the Sailors, Marines, Coast Guardsmen, Soldiers, Airmen, and Guardians you serve beside.

And remember that strategic advantage is ultimately built through disciplined people, trusted teams, and leaders prepared to make sound decisions under pressure.

And never forget that the decisions you make – sometimes far from public view – may shape the course of deterrence, conflict, and peace for generations to come.

I’ll close with a quote from Alfred Thayer Mahan, the second president of this institution:

And I quote: “The study of history lies at the foundation of all sound military conclusions and practice.”

You have been provided with the foundation … now you must put it to practice.

Go forward and lead. Think critically. Act decisively. Build trust. Prepare your forces for combat. And remember that the decisions you make tomorrow may determine whether deterrence succeeds - or whether others must fight the wars we failed to prevent.

The American people and our Sailors deserve nothing less.

Congratulations, fair winds and following seas, and thank you for your service.