Naval News Archives - Americans for a Stronger Navy

September 10, 2026September 10, 2026

THE CASE FOR BRENT SADLER AS MARITIME SECURITY ADVISOR

Second in a series on the Maritime Security Advisor role created by the SHIPS for America Act.

In our last piece, we made the institutional case for why the Maritime Security Advisor role matters: a new Executive Office of the President post, chairing a Maritime Security Board with authority spanning Defense, Commerce, State, and the Coast Guard—the closest thing American sea power has ever had to a single point of accountability [1]. That piece deliberately named no candidate. This one does.

We believe Captain Brent Sadler (U.S. Navy, Retired) is the right person for this role. Before laying out why, we want to address something directly rather than let it surface as a discovery later.

He Didn’t Just Study This Problem. He Proposed the Solution.

Sadler is a Senior Research Fellow at the Heritage Foundation’s Allison Center for National Security. In a July 2025 report, “Reviving America’s Maritime Strength: Comprehensive by Necessity,” he wrote the recommendation that a Maritime Security Advisor be named—co-equal to the National Security Advisor and the Director of the National Economic Council—and argued the President “should not wait” for legislation to make it happen [2].

That means the case we’re making here isn’t “a qualified person happens to be available.” It’s narrower and more direct: the person who designed this office is also, in our view, the person suited to run it. We think that’s a strength worth stating plainly, not a coincidence to talk around. Anyone can point to a resume. Few people can point to the institutional argument for the job itself, in their own name, a year before the position existed in statute.

The Rest of the Case

Set the authorship point aside, and the conventional qualifications are still substantial. Sadler was nominated by the White House for MARAD Administrator in March 2025—a nomination later redirected to another candidate, but one that means the hardest part of any new appointment, a completed White House vetting process, is largely already behind him [3].

His career built the cross-agency fluency this specific role demands: 26 years in the Navy, including operational tours as a nuclear submariner and service as a military diplomat in the Indo-Pacific helping direct billions in regional defense funding under the rebalance initiative [3]. That is not a resume built around one narrow lane of maritime policy. It’s built around coordinating defense, diplomatic, and industrial priorities simultaneously—precisely what the Maritime Security Board exists to do.

It’s also not a case he’s making for the first time under pressure. Sadler is the author of two books laying out this same argument at length: U.S. Naval Power in the 21st Century: A New Strategy for Facing the Chinese and Russian Threat (2023 Naval Institute Press Author of the Year, National Security Book Award finalist), and the more recent Naval Power in Action: Seizing the Initiative in the New Cold War with China [5]. He has also testified before Congress, including before the House Foreign Affairs Committee [6]. Between the books, the Heritage report, and his record of testimony, this is a case he has been building in public, consistently, for years—not a position adopted for the occasion.

The Maritime Security Advisor isn’t a research fellowship. It’s an execution role. The strongest evidence someone can do it isn’t that they’ve written about the problem—it’s that they’ve already been trusted to act on it, at exactly this altitude, before.

Where This Stands Right Now

The FY27 NDAA, which carries the SHIPS Act’s core provisions, remains stalled in the Senate as of this writing [4]. As we noted in our last piece, that’s not actually a reason to wait: Sadler’s own 2025 report argued the President could name this Advisor today, tied to the existing April 2025 executive order on maritime dominance, without Congress acting at all [2]. If that argument was right then, it’s right now—a stalled bill doesn’t change who should hold the chair once it exists, whether that happens by statute or by executive action.

What We’re Asking

We’re not asking for a formal nomination process to be short-circuited, and we’re not claiming inside knowledge of how this decision will be made. We’re making a public case, on the merits, for a specific person—because we think the public argument matters as much as the private one, and because decisions like this benefit from being made in the open rather than settled quietly.

If you agree, add your name. We’ll be sharing the count as it grows, and using it to make the case directly to the people who can act on it.

References
[1] Americans for a Stronger Navy, “The Case for a Maritime Security Advisor,” StrongerNavy.org, September 2026.
[2] Brent D. Sadler, “Reviving America’s Maritime Strength: Comprehensive by Necessity,” The Heritage Foundation, July 24, 2025.
[3] Brent Sadler biography, The Heritage Foundation staff page; White House MARAD Administrator nomination, March 2025.
[4] H.R. 8800 (FY27 NDAA), House passage 216-212, July 22, 2026; S. 4784 cloture failed 50-46, July 14, 2026; no further Senate floor action as of Sept. 2026.
[5] Brent D. Sadler, U.S. Naval Power in the 21st Century: A New Strategy for Facing the Chinese and Russian Threat, Naval Institute Press, 2023; Naval Power in Action: Seizing the Initiative in the New Cold War with China, Naval Institute Press, 2025.
[6] Brent D. Sadler, witness biography, House Foreign Affairs Committee hearing, April 29, 2021.

August 31, 2026August 31, 2026

One Committee, One Conference, One Chance: Why Congress Needs a Select Committee for Maritime Industrial Revival

By Bill Cullifer | Americans for a Stronger Navy

The Heritage Foundation published a factsheet this month that does something rare in this space: it lays out, in plain language, exactly where the nation’s maritime revival stands and exactly what Congress needs to decide next [1]. We want to highlight one recommendation in particular, because we think it’s the single most important structural fix available to Congress right now and because it’s the kind of nonpartisan, process-focused idea a nonpartisan organization like ours can endorse without reservation.

Heritage recommends that, whether or not the Senate consolidates the current maritime bills into one, congressional leadership should create a Select Committee for Maritime Industrial Revival to coordinate across the committees that currently have jurisdiction [1]. We think that recommendation deserves support from anyone who has watched this effort unfold over the past three years.

The Problem the Committee Would Solve

The maritime revival effort is not lacking for good bills. The April 2025 version of the SHIPS for America Act carries genuine bipartisan support — 29 Senate cosponsors (15 Republican, 14 Democrat) and 140 House cosponsors (75 Democrat, 65 Republican) as of its last recorded action [1]. Alongside it sit the Shipbuilding Investment and Workforce Act, the FLEETS Now Act, and the Ready Reserve Force Modernization Accountability Act — each addressing a different piece of the same problem, each sponsored by different members, and each currently routed through different committees [1].

That’s not a failure of ideas. It’s a failure of coordination. A House amendment to the FY27 NDAA passed with two of these maritime provisions attached, and the whole package is now headed to House-Senate conference in September [2]. Conference is exactly the moment when overlapping, uncoordinated bills either get reconciled into something workable or get quietly dropped in the scramble to close out a defense authorization. A Select Committee — standing up now, ahead of that conference — is the difference between these bills arriving as a coordinated package and arriving as competing claims on the same limited floor time.

Why This Matters Beyond the Bills Themselves

We’ve spent three years arguing that naval readiness is fundamentally a “who pays” problem — allied burden-sharing through the Gulf Act, and a debt-neutral corporate demand signal through the SEAS Act’s Strategic Technology Responsibility Contribution [3]. Neither of those mechanisms competes with what’s already in SHIPS for America. Heritage’s own factsheet shows SHIPS for America’s funding model leans on shipping-side fees — non-U.S.-flagged vessel fees and Section 301 penalties tied to Chinese-built ships feeding a self-sustaining Maritime Trust Fund [1]. That’s a shipping-side answer to “who pays.” The SEAS Act is a corporate-side answer. The Gulf Act is an allied-side answer. None of these ideas need to compete for the same dollars or the same bill number — but they do need a body capable of seeing all of them at once, which is precisely what a Select Committee would provide.

What We’re Asking

We’re not asking Congress to adopt any specific funding mechanism in this post — ours or anyone else’s. We’re asking Congress to create the structure that would let good mechanisms be evaluated on the merits rather than lost to committee turf. A Select Committee for Maritime Industrial Revival, stood up before September conference, would let Congress treat this as the “generational task” Heritage rightly calls it [1], instead of a jurisdictional scramble.

The nation’s maritime revival has been, in Heritage’s words, a bipartisan, bicameral effort since its inception [1]. It should stay that way through conference. A Select Committee is how it does.

References

[1] The Heritage Foundation, “Maritime Legislation: Explainer and Next Steps,” Factsheet No. 285, August 12, 2026.
[2] H.R. 8800 (FY27 NDAA), House passage with maritime amendments, 2026; expected House-Senate conference, September 2026.
[3] Americans for a Stronger Navy / Center for Maritime Strategy, “Defense Reinvestment as Naval Strategy,” March 2026.

August 21, 2026August 22, 2026

Beyond the Headlines: The High-Stakes Fight to Rebuild America’s Navy

If you’ve been following defense news this month, you’ve probably seen the headlines: President Trump signed a National Security Presidential Memorandum on August 13 aimed at overhaul-level changes to U.S. naval power. The directive covers everything from replacing catapult systems on the carrier USS Doris Miller (CVN-81) to planning a fifth public naval shipyard—the first in over 80 years.

But one specific provision immediately ignited a fierce debate across Washington, the defense industry, and naval policy circles: the proposal to temporarily build certain U.S. Navy ships in foreign yards.

To understand why this is happening—and why experienced naval experts hold drastically different views on it—it helps to look past the political noise and unpack the underlying problem.

The Reality: America’s Shipyards Are Bottlenecked

The United States faces an industrial capacity crisis. Domestic Tier-1 shipyards are heavily backlogged. Maintenance delays mean warships spend too much time tied up at piers waiting for repairs, while new construction schedules continue to stretch. Recent fleet incidents—such as the engineering power failure on the destroyer USS Benfold and extended deployment strain on the carrier USS Abraham Lincoln—show how depot maintenance backlogs directly impact daily fleet operations.

Everyone agrees on the core objective: America needs more ships, delivered faster, backed by a resilient domestic industrial base. The debate is strictly over how to get there.

What the “Finland Model” Actually Does

The controversy centers on expanding what policy experts call the “Finland Model”.

First used for U.S. Coast Guard icebreakers, this framework allows a qualified foreign shipbuilder to construct the first two ships of a specific class at its home shipyard. However, this foreign construction comes with mandatory conditions:

Domestic Investment: The foreign company must simultaneously build a new shipyard in the United States or acquire majority ownership of an existing American yard.
Local Workforce: It must hire and train an American workforce.
Tech Transfer: It must license its proprietary shipbuilding technology to the U.S. facility.
Domestic Transition: Every follow-on ship in that class after the first two must be built inside the U.S.

Proponents frame this as a trade: leveraging near-term allied industrial capacity to rapidly add hulls right now, while using access to U.S. defense contracts as leverage to force foreign capital into domestic yards.

The Core Debate: Leverage vs. Risk

This strategy has divided experienced naval analysts into two distinct camps:

The Case For (Speed & Competition): Proponents, including Office of Management and Budget Director Russ Vought, argue that domestic shipyards lack the capacity to rapidly scale on their own. By offering market access to proven international shipbuilders—like South Korea’s Hanwha Group, which bought Philly Shipyard and bid $1.2B for Austal USA—the U.S. can inject foreign capital, modernized techniques, and competitive pressure directly into American shipbuilding.
The Case Against (Enforcement & Sovereignty): Opponents, including naval analyst Hunter Stires and the Shipbuilders Council of America, point out a major structural risk: leverage. Access to the U.S. market is Washington’s strongest bargaining chip. Once the first two hulls drop anchor, that direct leverage drops. If a foreign partner fails to follow through on building out American yard capacity, the U.S. risks losing domestic shipbuilding jobs without securing long-term industrial independence.

“…diverted from American shipyards this Administration pledged to rebuild.” — Matt Paxton, President of the Shipbuilders Council of America

The Path Ahead: Accountability First

This isn’t a simple fight between “buying American” and “outsourcing.” It is a fundamental question of policy design and enforcement.

How do we take advantage of international partnerships without exposing the U.S. industrial base to long-term risk?

That is where legislative solutions come in. Legislative frameworks like the Defense Reinvestment Credit (DRC) under the proposed Strategic SEAS Act aim to close this exact gap. Rather than taking a foreign firm’s future promises at face value, mechanisms like the DRC mandate audited, verified capital milestones on American soil before contracts are finalized or paid out.

As Congress navigates the upcoming National Defense Authorization Act (NDAA) conference and the Department of War prepares its implementation plans, the key metric won’t be political promises. It will be who pays, who is held accountable, and whether capital actually lands in American shipyards.

May 22, 2026May 22, 2026

The Navy Built This Nation. Now Let’s Fund It Right.

Today is National Maritime Day — May 22 — and for the first time since Richard Nixon sat in the Oval Office, there is genuine presidential attention on reviving America’s maritime and naval power. A 30-year Navy shipbuilding plan. Executive orders. Legislative proposals. And now, a compelling call from one of Washington’s sharpest naval analysts for the President himself to break the legislative logjam.

The vision is finally taking shape. The ambition is real. But a bold maritime revival still has a critical gap at its center: how do you sustain it?

Sadler’s TRUMP Act: The Right Diagnosis

On May 20 — two days before National Maritime Day — Brent Sadler, Senior Research Fellow at The Heritage Foundation’s Allison Center for National Defense, published a powerful op-ed in The Washington Times calling for President Trump to invoke his constitutional authority under the Recommendation Clause (Article II, Section 3) to personally propose legislation to Congress.[1]

Sadler’s argument is straightforward: the SHIPS for America Act — a bipartisan, bicameral bill first introduced in December 2024 — has stalled in Congress. Again. Presidential sponsorship, he argues, is the only force capable of breaking that logjam before Congress heads into summer recess and political attention fractures.

He proposes calling it the Transformative Revival and Urgent Maritime Program — the TRUMP Act. The branding is deliberate, and Sadler knows exactly what he’s doing.

His three modifications to the existing SHIPS Act framework are sound:

Adjusted incentives for workforce and shipbuilding infrastructure reinvestment
Regulatory relief through Maritime Prosperity Zones to accelerate industrial investment
A new Maritime Department consolidating the Coast Guard, MARAD, FMC, and NOAA into a unified commercial maritime revival body

“More navel-gazing in Washington is unacceptable. With Congress’ summer recess fast approaching, national political attention will shift from bipartisan endeavors, such as a national maritime revival, to vote-seeking.” — Brent Sadler, The Washington Times, May 20, 2026 [1]

He’s right. And the constitutional argument is well-constructed. James Madison’s Federalist No. 47, FDR’s first 100 days, Eisenhower’s Congressional Relations office — Sadler lays the groundwork for a president who likes to move fast.

Notably, Sadler elaborated further on the Lunch Hour Podcast this week, framing the entire challenge as an engineering problem first, a business problem in the middle, and an engineering problem again at the end. On the Jones Act debate consuming Washington, he was direct: the real problem is that “leadership and industry have not had the appropriate focus or incentive structures.”[2] That is a precise diagnosis — and it points directly to the gap this article addresses.

The Navy’s 30-Year Plan: The Ambition Is There

Sadler’s op-ed lands against a significant backdrop. On May 11, the Navy published its 2026 Shipbuilding Plan — a 30-year vision for what it calls the “Golden Fleet.”[3] The fiscal year 2027 request alone is $68.5 billion, a 57 percent increase over the prior year.[4]

The plan explicitly acknowledges what advocates have been saying for years: decades of inconsistent demand and misaligned priorities left the fleet smaller, the shipyards atrophied, and American workers facing unacceptable risk.[3] Executive Order 14269, “Restoring America’s Maritime Dominance,” and the February 2026 Maritime Action Plan are cited as the catalyst for a long-overdue reindustrialization.[3]

That’s the right framing. The harder question is whether the funding architecture can sustain the ambition across political cycles.

The Pier Review: Even Navalists Are Sounding the Alarm

On the same day Sadler published his TRUMP Act proposal, the Center for Maritime Strategy — the Navy League’s policy arm — released a landmark 141-page report titled Pier Review: Leveraging the Allied Maritime Industrial Base for U.S. Shipbuilding.[5] Authored by a team including Steve Wills, Admiral James Foggo, and Nick Weising, with a foreword by 77th Secretary of the Navy Kenneth Braithwaite, the report delivers a sobering conclusion: the United States cannot rebuild its maritime industrial base alone.

The Pier Review examined allied shipbuilding nations — South Korea, Italy, Canada, Sweden, and the United Kingdom — and returned with a frank assessment. The domestic industrial base is so severely hollowed that a bridge strategy involving allied yards, allied supply chains, and allied skilled workers may be necessary while American capacity is rebuilt.

These are not critics of American seapower. These are its most dedicated advocates. That they felt compelled to reach this conclusion is itself a measure of how deep the hollowing runs.

The Pier Review cites Canada’s National Shipbuilding Strategy as the model worth emulating — a multi-decade, consistent demand signal that ended the boom and bust cycle and gave the industrial base something durable to build around. The report calls for the United States to create a similar structure.

What neither the Pier Review nor the TRUMP Act provides is the funding mechanism that makes that structure mandatory and durable across administrations. That is the gap the SEAS Act is designed to close.

The Sustainability Gap No One Is Talking About

Here is what every current maritime proposal — the SHIPS Act, the TRUMP Act, the 30-year plan — has in common: they are all dependent on annual congressional appropriations. Fund it one year, gut it the next. That is precisely the cycle that produced the hollow fleet we are now trying to rebuild.

The last time sustained naval investment actually worked was 1982 to 1992 — a decade of consistent political will, consistent funding, and consistent production signals to the industrial base. Shipyards plan in decades, not fiscal years. They hire and train workforces over years, not budget cycles. The industrial base doesn’t respond to hope or headlines. It responds to durable, multi-year demand signals it can build a business around.

Presidential legislation — even landmark presidential legislation — does not by itself solve that problem. A bill passed in one Congress can be defunded by the next. The SHIPS Act stalled once. The TRUMP Act, if passed, could face the same gravitational pull the moment political attention shifts, a budget fight erupts, or a new administration arrives with different priorities.

That is the sustainability gap. And it is the one gap that no current proposal directly addresses.

The SEAS Act: Closing the Sustainability Gap

The Strategic SEAS Act — Shipbuilding Economic Acceleration and Security Act — is designed to do precisely that.

Rather than competing for annual appropriations against entitlements, healthcare, and every other priority in the federal budget, the SEAS Act proposes a 2 percent Strategic Technology Responsibility Contribution from U.S. companies with significant revenue from China operations, directed into a dedicated Naval Modernization account.[6]

This is a structural funding mechanism, not a budget line item. It creates the kind of durable, mandatory investment signal that the shipbuilding industrial base can actually plan around — the modern equivalent of the sustained commitment that made 1982 to 1992 work, and the American answer to the Canadian model the Pier Review recommends.

The logic behind the contribution is grounded in history. The “Triple Whammy” — the End of History complacency after 1989, the responsible stakeholder framework that opened WTO access in 2001, and the mass migration of American corporate manufacturing to China — created the conditions for naval hollowing.[7] American companies that benefited from that migration helped create the problem. The SEAS Act creates a mechanism for them to contribute to the solution.

Sadler himself named the core problem on the Lunch Hour Podcast: the wrong incentive structures. The SEAS Act corrects that — not through legislation alone, but through a mandatory funding architecture that changes the calculus permanently.

Former House Select Committee on China Chairman Mike Gallagher documented the PRC’s systematic exploitation of U.S. export control gaps and argued that Commerce consistently prioritized industry revenue over national security.[8] Palantir’s “The Technological Republic” — currently a national conversation — makes a parallel argument about Silicon Valley’s moral debt to the hard power that underwrites its commercial freedom.[9]

The SEAS Act turns that argument into a funding architecture.

National Maritime Day 2026: Vision Needs Architecture

Brent Sadler is right that presidential action is needed, and the constitutional case he makes is compelling. The TRUMP Act framework — if it moves — will be the most significant maritime legislation in a generation. The Pier Review is right that the industrial base crisis is deep and requires a generational commitment to fix.

But a generational commitment cannot be built on an annual appropriation. The 30-year shipbuilding plan requires a 30-year funding architecture. Presidential legislation opens the door. The SEAS Act keeps it open regardless of which party controls Congress or who sits in the Oval Office.

National Maritime Day has a theme each year. This year’s should be simple: build the vision, build the architecture to sustain it.

The SEAS Act is not a competitor to Sadler’s proposal or the Pier Review’s recommendations. It is the missing piece that makes them last.

Americans for a Stronger Navy will continue to advocate for all three pillars: the presidential legislative action Sadler rightly calls for, the allied cooperation framework the Pier Review recommends, and the structural funding mechanism that makes both durable. That is the complete architecture a generational maritime revival requires.

References

[1] Brent D. Sadler, “National security demands that White House act on maritime legislation,” The Washington Times, May 20, 2026.

[2] Brent D. Sadler, Lunch Hour Podcast with Andrew Langer, May 2026.

[3] U.S. Navy, 2026 Shipbuilding Plan, May 11, 2026.

[4] “U.S. Navy unveils 30-year plan to rebuild American shipbuilding,” The Washington Times, May 12, 2026.

[5] Matt Reisener, ed., Pier Review: Leveraging the Allied Maritime Industrial Base for U.S. Shipbuilding, Center for Maritime Strategy, Navy League of the United States, May 2026. Foreword by Secretary of the Navy Kenneth J. Braithwaite.

[6] Americans for a Stronger Navy, Strategic SEAS Act framework, StrongerNavy.org.

[7] Americans for a Stronger Navy, “The Triple Whammy,” StrongerNavy.org.

[8] House Select Committee on the Chinese Communist Party, Export Control Enforcement Reports, 2023–2024.

[9] Alex Karp and Nicholas Zamiska, The Technological Republic, 2025.

April 7, 2026April 7, 2026

The Golden Fleet Needs a Funding Engine. We Built One.

Brent Sadler at The Heritage Foundation just published one of the most comprehensive naval shipbuilding blueprints in recent memory. The 40-page Special Report, To Build the Golden Fleet, released March 25, 2026, is required reading for anyone serious about what it will actually take to rebuild American sea power. We’ve read every page. Sadler gets it right.

But the report has a gap. And we’ve spent two and a half years building the mechanism to fill it.

First, the numbers that should stop every American cold.

As of March 2026, China’s fleet stands at 474 warships. Ours stands at 291. Since September 2016 — when Congress set a goal of 355 ships — China’s fleet has grown by more than 100 warships. We added 17. [1]

The 2016 Force Structure Assessment identified the real requirement as 459 warships. Budget pressure compressed that to 355. And 325 ships was assessed as “maximum acceptable risk” — a floor, not a goal. We are operating below that floor today.

Submarine production currently runs at 1.1 boats per year. The requirement is 2.33 per year — and above 3.0 per year once AUKUS demand kicks in. [1]

Secretary Phelan has said 250,000 new shipyard workers will be needed over the next decade. And according to the Navy’s own acquisition executive, 50 to 60 percent of new industrial base hires quit within their first year. [1]

There are eight U.S. shipyards capable of building vessels over 400 feet in length. Eight. For a nation that needs to build a generational fleet larger than the Reagan-era 600-ship buildup.

These are not advocacy numbers. These are Sadler’s numbers, sourced from the Pentagon, the Congressional Budget Office, and the Navy’s own planning documents.

What the Golden Fleet Report Gets Right

Sadler’s blueprint is built around two simultaneous imperatives that most naval commentary treats as separate problems. He holds them together correctly.

The first is getting firepower to sea now. The bridge fleet — largely unmanned platforms deploying existing weapons like Tomahawk cruise missiles and SM-6 missiles, built faster at smaller shipyards — addresses the 2027 Davidson Window without waiting for the industrial base to catch up. The USV Ranger’s successful SM-6 launch in September 2021 is the proof of concept. This is executable today.

The second is the generational industrial revival. New public shipyards in the Pacific. Design sprint teams collocated with shipbuilders. Vessel Construction Manager models that consolidate accountability. Modular construction techniques. Robotic welding systems that South Korean and Japanese shipyards have shown increase productivity by 20 percent. Block buys that give industry the funding predictability to invest in workforce and infrastructure rather than managing quarter-to-quarter. [1]

Sadler is particularly sharp on a point that rarely gets named directly: budgets must not predetermine the size or delivery schedule of the Golden Fleet. The threat informs the requirement. The requirement informs the budget. Not the other way around. Budget-led planning is how we got from a real requirement of 459 ships to a compromise of 355 to an actual fleet of 291 — while China added 100 warships.

The Gap the Report Doesn’t Fill

Sadler calls for novel contracting mechanisms — specifically SAWS, the Shipyard Accountability and Workforce Support contracting approach — matched with reformed tax structures that incentivize capital investment in shipbuilding capacity over pleasing Wall Street. He calls for a Naval Act with block buy authority. He calls for a fifth public shipyard in the Pacific at an estimated cost of $20 billion, with Congress appropriating initial funding now. [1]

These are the right prescriptions. But they share a structural dependency that the report doesn’t fully resolve: they all require sustained, predictable, mandatory funding that the annual appropriations process has consistently failed to deliver.

The White House Maritime Action Plan, released February 13, 2026, directed OMB to propose a legislative mechanism for a Maritime Security Trust Fund — a dedicated, mandatory funding stream. The directive was clear. The mechanism was left unspecified.

That mechanism is the Strategic SEAS Act.

The Funding Engine

The Strategic SEAS Act — the Shipbuilding Economic Acceleration and Security Act — proposes a sector-based defense reinvestment framework. Companies whose global operations depend on the maritime security the U.S. Navy provides contribute to a Maritime Security Trust Fund dedicated to shipbuilding capacity, fleet expansion, and maritime workforce development.

The logic is direct. American technology, developed with public investment and deployed at global scale, enabled the commercial operations that now depend on open sea lanes. China’s own shipbuilding capacity — the one producing more tonnage annually than the entire U.S. fleet — relies on logistics networks and advanced manufacturing that trace lineage to American innovation. The companies that benefit most from maritime security should have a structural stake in sustaining it.

This is not a new tax. It is a reinvestment framework — the same principle Sadler invokes when he calls for incentive structures that reward capital investment in shipbuilding over short-term financial returns.

The SEAS Act provides what SAWS and block buys cannot provide on their own: a funding stream that does not depend on annual appropriations decisions, does not compete with other defense priorities in the FYDP, and does not evaporate when political priorities shift between administrations.

Sadler’s Golden Fleet blueprint is the architecture. The SEAS Act is the funding engine that makes it executable across budget cycles.

The full framework has been published by the Center for Maritime Strategy as “Defense Reinvestment as Naval Strategy.” [2]

One More Data Point Worth Naming

In the comments section of Sadler’s September 2025 Washington Times piece, a reader identifying himself as the leader of the 2016 Force Structure Assessment study team wrote the following:

“I led the study team that developed the 2016 force structure assessment and just wanted to point out that the different numbers were based on assessed risk. CNO chose the 355-ship force that we assessed as ‘moderate risk’ while the 459 was minimal risk. We even had a 325-ship ‘maximum acceptable risk’ — which should say something about our current force level.”

Read that carefully. Three hundred twenty-five ships was the floor — the maximum acceptable risk threshold established by the people who ran the assessment. We have 291. We are not below the goal. We are below the floor.

That is not a readiness problem. That is a national security emergency dressed in budget language.

What Comes Next

Secretary of the Navy John Phelan confirmed this week that the Golden Fleet is no longer a blueprint — it is an active program. In a public statement, Phelan outlined decisive action already underway: canceled programs not delivering results, new Portfolio Acquisition Executives with accountability for integrated capabilities, a Rapid Capabilities Office to accelerate technology delivery, and Ship OS now scaled to two major shipbuilders, four public shipyards, and 100 suppliers. Most significantly for the funding argument, Phelan stated plainly that “the era of free money is over — industry now has skin in the game and investing in their own expansion.” That is the SEAS Act’s core logic stated from the highest level of Navy civilian leadership. The reinvestment principle is no longer outside advocacy. It is official policy direction waiting for a legislative mechanism.

The Golden Fleet details will emerge in the coming days as the Navy’s budget and 30-year shipbuilding plan follow the report. Sadler’s three metrics for judging whether it’s worthy remain the right standard: firepower to sea, new operational concepts to deter China, and maritime industrial revival.

The third metric — industrial revival — cannot be sustained by legislative authorization alone. It requires a funding architecture that outlasts administrations and survives budget cycles. The SEAS Act is that architecture.

Americans for a Stronger Navy has been building toward this moment for two and a half years. Eight hundred published posts. A nonpartisan record. A framework developed in consultation with naval policy experts, constitutional scholars, and defense industry stakeholders.

The blueprint exists. The funding mechanism exists. What remains is the political will to connect them.

That is what we are working on. And we are not going anywhere.

References

[1] Brent Sadler, “To Build the Golden Fleet,” The Heritage Foundation Special Report No. 328, March 25, 2026. https://www.heritage.org/defense/report/build-the-golden-fleet

[2] Bill Cullifer, “Defense Reinvestment as Naval Strategy: The Strategic SEAS Act and Industrial Base Competition,” Center for Maritime Strategy, 2026. https://centerformaritimestrategy.org/publications/defense-reinvestment-as-naval-strategy-the-strategic-seas-act-and-industrial-base-competition/

[3] White House Maritime Action Plan, February 13, 2026.

Bill Cullifer is the founder of Americans for a Stronger Navy and a former blue-water destroyer sailor who served aboard USS Henry B. Wilson (DDG-7). StrongerNavy.org.

March 8, 2026March 8, 2026

Understanding the U.S. Navy’s Industrial Challenge

The Questions Americans Deserve Answered (Part 1 of 8)

I served as a blue-water destroyer sailor in the 1970s, and like many veterans, I’ve spent the years since trying to understand how America maintains the naval strength that protects our country, our allies, and the global sea lanes we all depend on.

The charts and analysis below help tell part of that story.

This article is part of Charting the Course: Voices That Matter, our ongoing educational series exploring the future of American sea power and the policies, people, and industrial strength that sustain the U.S. Navy.

If you’re new to the series, you can start with the introduction here:
Inside the Navy’s Future: The Questions Americans Deserve Answered.

This article also launches a focused 8-part series within Charting the Course examining some of the most important questions facing the Navy today — from shipbuilding capacity and fleet readiness to workforce challenges and the future of maritime deterrence.

We’re calling it The Questions Americans Deserve Answered.

For most Americans, the Navy is something we think about only in moments of crisis. A conflict erupts, a carrier group deploys, or a headline mentions tensions in the Pacific or the Middle East.

But the strength of the U.S. Navy is not decided during those moments. It is determined years — sometimes decades — earlier in shipyards, classrooms, industrial plants, research labs, and congressional hearings.

Today the United States faces serious questions about shipbuilding capacity, industrial readiness, and long-term naval strategy. China is building ships at a pace the world has not seen in generations. Russia continues to challenge Western stability at sea. Critical maritime infrastructure and supply chains are increasingly vulnerable to disruption.

And yet many Americans remain understandably disconnected from the decisions shaping the future of our fleet.

The strength of the U.S. Navy is determined long before ships sail into crisis—it is built in shipyards, sustained by skilled workers, and shaped by decisions made years earlier in industry, technology, and national policy.

Why Americans Should Care

America is, and has always been, a maritime nation.

Nearly 90 percent of global trade moves by sea. The global economy depends on secure shipping lanes. Energy markets, supply chains, and the stability of democratic alliances all rely on freedom of navigation.

The U.S. Navy has quietly safeguarded those sea lanes for generations.

But maintaining that advantage requires more than ships — it requires people, industry, technology, and public understanding.

Chart: Global Operational Demand on the U.S. Navy

This Heritage Foundation chart illustrates the geographic reach of U.S. naval operations across multiple regions. Carrier Strike Groups and Amphibious Ready Groups are routinely deployed worldwide, highlighting the constant global demand placed on the fleet.

The Questions Americans Deserve Answered

Over the coming weeks, this series will explore several critical questions about the future of U.S. sea power.

Can America rebuild the shipbuilding capacity required to compete in a new era of great power competition?

Do we have enough skilled workers — engineers, welders, and naval architects — to sustain fleet growth?

How serious is the maintenance backlog affecting submarines and surface ships?

Are current procurement processes helping or hurting the Navy’s ability to modernize?

How should the United States balance aircraft carriers, submarines, uncrewed systems, and logistics platforms?

What role do civilian shipyards and maritime infrastructure play in national security?

Can the United States scale submarine production fast enough to match emerging threats?

And perhaps most importantly: how do we ensure the American public remains engaged in decisions that affect the future of the fleet?

These are not partisan questions. They are national questions.

Understanding the Industrial Challenge

Much of the discussion about naval power focuses on ships already at sea. But the true story begins on land — in America’s shipyards and industrial base.

Chart: Age Distribution of Chinese and U.S. Naval Fleets

This chart compares the age distribution of Chinese and U.S. naval fleets. China’s fleet contains a larger number of relatively new ships, reflecting rapid shipbuilding expansion in recent years.

China now possesses the world’s largest shipbuilding industry by a wide margin.

Meanwhile, American shipyards face workforce shortages, supply chain constraints, and unpredictable funding cycles.

Chart: U.S. Navy Ships Nearing or Exceeding Service Life

This chart shows the growing number of U.S. Navy ships approaching — or exceeding — their expected service life, placing additional strain on fleet readiness and modernization timelines.

The Human Factor

Ships and technology matter — but ultimately the Navy is built on people.

From sailors standing watch at sea tonight to the skilled workers building submarines and carriers at home, the strength of the fleet depends on the dedication and expertise of thousands of Americans.

Implications for Our Allies

America does not operate alone at sea.

Alliances with countries such as Japan, Australia, the Philippines, and NATO partners form a critical part of global maritime stability.

These partnerships reinforce an important truth: deterrence is strongest when democracies stand together.

Public Engagement Matters

The U.S. Navy ultimately belongs to the American people.

Yet the complexity of defense planning can make it difficult for citizens to understand how decisions about shipbuilding, budgets, and strategy affect national security.

That is one of the reasons we created StrongerNavy.org.

Our goal is simple: help Americans better understand the challenges facing the fleet, the industrial base that supports it, and the people who serve at sea and in shipyards across the country.

The Questions Americans Deserve Answered — Series Guide

Part 1 – Understanding the Industrial Challenge (this article)

Part 2 – Can America Rebuild Shipbuilding Capacity?

Part 3 – The Submarine Production Challenge

Part 4 – Maintenance and Fleet Readiness

Part 5 – Workforce and the Maritime Industrial Base

Part 6 – The Role of Allies in Sea Power

Part 7 – Procurement, Policy, and the Future Fleet

Part 8 – Why Public Engagement Matters

That’s why we launched Charting the Course: Voices That Matter — an ongoing
educational series breaking down how we got here, what went wrong, and what must happen next.

Our goal is simple: educate the public, connect the dots, and build the support needed to close the readiness gap before it’s too late.

Let’s roll.

March 4, 2026March 5, 2026

Strait of Hormuz: The Facts, The Warning, and What America Can Do

Special Report | March 5, 2026

Cutting through the noise on the world’s most critical waterway — and why this moment calls for resolve, not panic.

There is a lot of noise right now about the Strait of Hormuz. Some of it is accurate. Some of it is not. All of it is loud. Before you form an opinion about what this crisis means — and what America should do about it — you deserve the facts, stated plainly, without an agenda.

That is what we do at StrongerNavy.org. Plain language. Verified facts. No spin.

What Is Actually Happening

The Strait of Hormuz — a 21-mile-wide waterway on Iran’s southern border — is the single maritime exit for the Persian Gulf. Every barrel of oil produced in Saudi Arabia, Iraq, Kuwait, Qatar, the UAE, and Iran that leaves by sea passes through this one gap. It carries 20% of the world’s oil and a substantial share of global liquefied natural gas. There is no alternative route. Ships that cannot use the strait must sail around the southern tip of Africa — adding two to three weeks to every voyage.

Since February 28, that strait has been effectively closed to nearly all commercial shipping. Let’s be precise about what that means.

It is legally open. The U.S. Central Command has confirmed the strait “remains open to international navigation.” Iran has not formally closed an international waterway — it cannot under maritime law.

It is operationally closed. Ship traffic is down 94%, according to the Joint Maritime Information Center. The world’s largest shipping companies — Maersk, Hapag-Lloyd, MSC, CMA CGM — have all suspended transits. Approximately 750 ships are caught in or around the strait, unable to move.

The reason ships stopped is not Iran’s navy. It is marine insurance. A European regulatory framework called Solvency 2 requires insurers to hold capital sufficient for a once-in-200-year loss event at all times. When conflict escalated, insurers recalculated their exposure overnight. Cancelling war risk coverage takes seven days. Raising new capital takes months. The math was simple — and 90% of the world’s commercial fleet lost its coverage. As maritime historian Sal Mercogliano put it plainly on March 4: “It’s not the Iranians closing the strait. The decision was made by the shipping companies.”

Iran’s weapon is not its fleet. It is economic fear. And it has worked — for now.

What It Tells Us

None of this should be a surprise. The vulnerability of the Strait of Hormuz has been documented for decades. Naval planners have war-gamed this scenario repeatedly. The question was never whether it could happen. The question was whether America would be ready when it did.

On March 3, President Trump ordered the U.S. Development Finance Corporation to provide government war risk insurance for all maritime trade in the Gulf — effective immediately, at what he described as “a very reasonable price.” It was the right instinct. Private insurers had fled the market overnight, and the insurance gap — not Iranian guns — was what stopped the ships.

Whether it moves the needle remains to be seen. The shipping industry has signaled the offer may not be sufficient to restore confidence on its own. And if vessels are damaged, American taxpayers could face a bill in the hundreds of millions — potentially billions. The commitment is real. The details are still emerging.

On March 4, President Trump pledged the U.S. Navy would escort commercial tankers through the strait. Within hours, Lloyd’s List reported the Navy had privately told shipping industry leaders it does not currently have sufficient assets to fulfill that commitment. Approximately 125 ships transit the strait daily under normal conditions. The U.S. has roughly eight guided-missile destroyers and three Littoral Combat Ships in the region. As Mercogliano noted: “This is nowhere near enough assets. They just do not have the assets to do it.”

There are no frigates available — because the U.S. has not yet built a replacement frigate. The Littoral Combat Ships present cannot reliably provide air defense against drones and missiles, as the Red Sea campaign demonstrated. And even as U.S. forces degrade Iran’s conventional navy — including the March 4 torpedo sinking of the Iranian corvette IRS Dena, the first U.S. submarine sinking of a warship since World War II — the asymmetric threat remains. Drones, mines, and fast boats do not require a functioning navy. The Houthis proved that. The Ukrainians proved that in the Black Sea.

We also do not know the full readiness picture of the ships operating in the Gulf tonight — because the Navy’s Board of Inspection and Survey readiness reports have been classified since 2008. The American public cannot independently verify whether those vessels are fully mission-capable. That is unacceptable. #FreeTheData

The gap between the President’s public commitment and the Navy’s private assessment is not a failure of this administration alone. It is the accumulated result of a generation of deferred shipbuilding, underfunded shipyards, and what we have long called seablindness — America’s institutional tendency to underinvest in naval power during periods of relative peace, then scramble when a crisis arrives.

You cannot build a destroyer in a crisis. The fleet available tonight was determined by decisions made — and deferred — over the past decade.

We Have Been Here Before

I want to say something that tends to get lost in the noise: America has fixed this before.

I served aboard USS Henry B. Wilson in the 1970s. That was the hollow Navy — undermanned, underfunded, demoralized after Vietnam, outpaced by a Soviet fleet that was growing faster than ours. The readiness gap then was real. The threat was real. The concern among those of us who served was real.

And then America came together and fixed it.

The Reagan-era naval buildup — driven by bipartisan recognition that sea power was not optional for a global superpower — took a Navy that could barely sustain itself and rebuilt it into the 600-ship force that helped end the Cold War without firing a single shot at its primary adversary. It did not happen because of panic. It happened because enough Americans, in and out of uniform, looked at the problem clearly and decided the answer was investment, not retreat.

That is the moment we are in again. The Strait of Hormuz crisis is not the end of the story. It is the alarm clock.

What America Does Now

The framework for action already exists. The President signed Executive Order 14269 restoring America’s maritime dominance. The Maritime Action Plan, released in February 2026, identified exactly the investments needed — shipbuilding capacity, workforce development, industrial base expansion, a Maritime Security Trust Fund with dedicated funding. The National Commission on the Future of the Navy is preparing public hearings in Q2 2026. The SHIPS for America Act has bipartisan support in Congress.

The architecture is there. What has been missing is national will — the public demand that elected representatives treat naval power as the non-negotiable strategic necessity it is.

That is what StrongerNavy.org exists to build. Not alarm. Not partisanship. Not finger-pointing. A clear-eyed, evidence-based, nonpartisan case that a strong Navy is not a Republican issue or a Democratic issue. It is an American issue — as fundamental to our security and prosperity as any question before the country today.

The Strait of Hormuz will reopen. Insurance markets will recalibrate. Ships will move again. But the underlying readiness gap — the shipyard capacity shortfall, the escort deficit, the classified readiness reports, the two-theater question that nobody in Washington wants to answer plainly — will still be there the morning after.

The question is whether this crisis produces the national conversation that leads to real investment, or whether we absorb the shock, breathe a sigh of relief, and go back to sleep.

America does not have to choose seablindness. We chose our way into this. We can choose our way out.

“The time to repair the roof is when the sun is shining.” — John F. Kennedy

The sun is not shining right now. But when it does — and it will — let’s make sure we remember what this week felt like. And build accordingly.

Stay Informed. Stay Engaged.

StrongerNavy.org has been covering the naval readiness gap for over two years — plain language, verified facts, no spin. If this post was useful, share it with someone who needs to understand what is at stake. And follow our ongoing coverage as this crisis develops.

This is America’s wake-up call. What we do with it is up to us.

February 25, 2026February 25, 2026

The Conversation Is Shifting on Sea Power — Now Americans Must Engage

Something important is happening.

For years, maritime decline has been treated as a niche issue — something for defense insiders, shipyard executives, or Navy circles to debate quietly. That is beginning to change.

Recently, Senator Todd Young published, in American Affairs Journal a thoughtful piece arguing that rebuilding America’s maritime industrial base is essential to both economic strength and national security. He traced the issue back to the Revolution, through Mahan, and into the present-day competition with China.

That matters.

Not because of who wrote it. But because of what it signals.

Maritime Power Is Back in the Conversation

For decades, America has allowed its commercial fleet to shrink. Shipyards have closed. Skilled labor has aged out. Foreign-flagged vessels now move the overwhelming majority of our trade.

Meanwhile, China designated shipbuilding a strategic industry and built accordingly.

This is not about panic. It is about arithmetic.

Eighty percent of global trade moves by sea. Most of America’s trade does too. If we cannot build, repair, and crew ships at scale, we are strategically exposed — economically and militarily.

The encouraging sign is that leaders are once again speaking openly about maritime strength.

That is progress.

Policy Is Necessary — But Not Sufficient

Legislation like the proposed SHIPS Act is an important step. Tax incentives, regulatory reform, maritime academy modernization — these are serious proposals.

But here is the harder truth:

Industrial revival cannot be sustained by legislation alone.

Shipbuilding capacity requires:

Workforce development
Steel production
Port modernization
Cybersecurity resilience
Long-term capital investment
And, above all, public understanding

Without public buy-in, even well-crafted policy fades with political cycles.

This Is Not a Coastal Issue

One of the most overlooked truths in this debate is that maritime strength touches every American.

Indiana steel feeds shipyards.
Midwestern grain moves to global markets by sea.
Energy exports rely on tankers.
Supply chains run through ports.

Sea power is not about nostalgia. It is about jobs, commerce, resilience, and deterrence.

When ships deploy longer because the fleet is too small…
When maintenance backlogs grow…
When sealift capacity shrinks…

Those are not abstract statistics. They are signs of strain in a system Americans depend on every day.

Civic Engagement Is the Missing Ingredient

We can debate fleet numbers. We can debate funding mechanisms. We can debate industrial policy.

But unless Americans understand why this matters — and choose to participate in the conversation — nothing lasting will change.

Rebuilding sea power is not simply a government project. It is a civic project.

It requires voters who ask informed questions.
Taxpayers who demand accountability.
Educators who teach maritime history and strategy.
Industry leaders willing to invest long-term.

America’s maritime strength has always rested on the character and engagement of its people.

That spirit has not disappeared.

The conversation is shifting. That is a good sign.

Now the responsibility shifts to us.

That’s why we launched Charting the Course: Voices That Matter — a 24-part educational series breaking down how we got here, what went wrong, and what must happen next. Our goal is simple: educate the public, connect the dots, and build the support needed to close the readiness gap before it’s too late.

Let’s roll.

Read the full article here.

February 21, 2026February 21, 2026

Inside the Navy’s Future: The Questions Americans Deserve Answered

As a former blue water sailor and founder of Americans for a Stronger Navy, I learned early that naval strength is not defined by speeches or strategies alone. It is defined by readiness—by ships that work, sailors who are trained, and shipyards that can sustain them.

Over the past two years, through Americans for a Stronger Navy and StrongerNavy.org, I have worked to better understand the forces shaping the future of our Navy. What I have discovered is both reassuring and sobering.

Reassuring because the Navy’s leadership clearly understands the changing threat environment. Sobering because serious professionals—inside and outside the Navy—are actively debating how best to prepare for it.

This series is designed to help Americans understand that debate.

A Navy in Transition

The United States Navy is undergoing one of its most significant strategic transitions since the end of the Cold War. For decades, our Navy operated in an environment where it could project power with relative freedom. That era is over.

China now operates the world’s largest navy by ship count and continues expanding its industrial capacity at a pace unmatched in modern times. Russia remains a capable undersea competitor. Meanwhile, unmanned systems, artificial intelligence, and directed-energy weapons are changing how naval warfare may be conducted in the decades ahead.

The Navy’s leadership recognizes this reality. They are adapting strategy, exploring new technologies, and rethinking how naval forces will operate in the future. But within that effort, there are important and healthy debates—and Americans deserve to understand them.

Different Perspectives, Shared Purpose

Some leaders emphasize the continued importance of traditional crewed ships—destroyers, submarines, and aircraft carriers—as the backbone of naval power. Others emphasize the growing role unmanned systems may play in extending reach and enhancing survivability. Still others focus on the industrial foundation that makes both possible: shipyards, maintenance infrastructure, and workforce capacity.

These are not disagreements about the mission. They are discussions about how best to ensure the Navy remains ready, effective, and capable in a changing world. What unites these perspectives is a shared recognition that readiness requires sustained national support.

Ships must be built. Shipyards must be modernized. Sailors must be trained. Infrastructure must be maintained. None of this happens automatically.

Why Industrial Capacity Matters

One of the most important lessons from this work is that naval power is built on industrial strength. Strategy determines what the Navy needs to do. Industrial capacity determines whether it can do it.

Naval Sea Systems Command (NAVSEA), our public and private shipyards, and the skilled workforce that supports them form the foundation of naval readiness. Without their ability to build, maintain, and modernize ships, even the best strategy cannot succeed.

This is not a criticism. It is simply reality—and it is why public understanding matters. Americans deserve to know how their Navy works, what challenges it faces, and what is required to sustain it for future generations.

From Understanding to Sustained Support: The Strategic SEAS Act

Understanding the challenge is the first step. Sustaining readiness over time requires structural solutions.

That is why Americans for a Stronger Navy developed the Strategic SEAS Act—a framework designed to provide predictable, sustained funding for shipbuilding capacity, shipyard modernization, workforce development, and allied maritime infrastructure. Its purpose is straightforward: to help ensure that the Navy and the maritime industrial base have the long-term support necessary to meet national security requirements.

The Strategic SEAS Act complements legislative efforts like the SHIPS Act by addressing a critical question: how to provide sustained, reliable funding to support the Navy’s long-term readiness. Readiness is not built in a year. It is built over decades.

Why This Matters Now

The decisions being made today—about ships, shipyards, technology, workforce, and sustained funding—will define America’s naval strength for the next generation. These decisions are being made now, in budget cycles and legislative sessions that most Americans never see.

Meanwhile, serious questions are being raised by experienced naval professionals, defense analysts, and members of Congress about whether America’s shipbuilding capacity and industrial base can support the strategy at the pace required. Those questions deserve honest, public answers.

This series is intended to provide that clarity—directly, responsibly, and in plain English.

The Questions This Series Will Address

Among them:

• Are traditional ships like destroyers, submarines, and carriers still essential in the age of drones and autonomous systems?

• Can unmanned systems truly enhance naval power—or are they being asked to do too much, too soon?

• Is America’s shipbuilding and repair infrastructure strong enough to sustain the Navy the nation requires?

• What role does Naval Sea Systems Command (NAVSEA) play in ensuring readiness—and what challenges does it face?

• How does America’s shipbuilding capacity compare to China’s—and what does that mean strategically?

• Can the Navy realistically surge its fleet when needed?

• What role do Congress, industry, and the American people play in sustaining naval strength over time?

• And most importantly: what must be done—practically, responsibly, and sustainably—to ensure the United States Navy remains ready to protect American interests for decades to come?

These are not political questions. They are national questions. And Americans deserve clear, honest answers.

Why Americans Should Care

The U.S. Navy protects far more than military interests. It safeguards global commerce, deters conflict, reassures allies, and protects the economic system Americans depend on every day. When the Navy is ready, it helps preserve peace through strength. When industrial capacity declines, readiness becomes harder to sustain.

The decisions being made today will shape America’s naval strength for decades to come. Americans deserve to understand those decisions.

What This 8-Part Series Will Explore

In the weeks ahead, this series will examine why traditional naval ships remain essential, how unmanned systems are changing naval operations, the critical role of NAVSEA and America’s shipyards, the industrial and workforce foundation behind naval readiness, how China and other nations are approaching maritime power, how naval strength is sustained over time, and what must be done to ensure continued readiness.

This is not about choosing sides in a debate. It is about understanding the full picture—because an informed public is essential to sustaining a strong Navy.

Let’s get to work.

February 16, 2026February 16, 2026

The Carrier Irony: The Strongest Navy in the World — Worn Thin

Introduction

Over the years, I’ve watched with pride as the United States Navy continues to answer the call — anywhere, anytime. We remain the most capable blue-water navy on earth. Our carriers project power globally. Our submarines dominate beneath the waves. Our sailors perform with professionalism and discipline that few nations can match.

But there’s a hard truth we need to confront as Americans.

We are running our fleet — and our sailors — very hard.

The USS Gerald R. Ford and the Bigger Pattern

When the USS Gerald R. Ford deploys, it represents American industrial power, advanced engineering, and decades of naval aviation expertise. It is the most technologically advanced aircraft carrier ever built.

And yet, like so many ships before it, it has faced extended deployments, compressed maintenance cycles, and intense operational tempo.

This is not about one ship.

It’s about a pattern.

For more than two decades, global demand for U.S. naval presence has increased — while fleet size has not kept pace. The Navy today operates fewer ships than it did during much of the Cold War, yet it is tasked with deterring conflict in the Western Pacific, reassuring allies in Europe, maintaining stability in the Middle East, countering threats in the Red Sea, and responding to crises in the Caribbean and beyond.

The math is unforgiving.

The Carrier Debate — And the Irony

We often hear arguments that aircraft carriers are obsolete, too vulnerable, or relics of a past era.

Yet when tensions rise, when diplomacy tightens, when regional stability wavers — who gets called?

The carrier.

Because nothing else can:

• Deliver sustained airpower without relying on host nation permission
• Generate massive sortie rates from international waters
• Provide immediate, sovereign options to a president
• Signal deterrence visibly and credibly

Critics focus on vulnerability.
Decision-makers focus on options.

That is the carrier irony.

We debate their relevance in peacetime — and depend on them in crisis.

The Real Issue: Capacity, Not Capability

The U.S. Navy is still the strongest in the world.

But strength without depth creates strain.

Extended deployments affect more than headlines. They impact:

• Sailor fatigue and family stability
• Training cycles
• Shipyard scheduling
• Long-term readiness

When maintenance gets compressed, the effects don’t show up immediately. They show up later — in availability gaps, repair delays, and cascading readiness challenges across the fleet.

This is not alarmism.

It is operational reality.

Why Americans Should Care

Most Americans assume we have a massive Navy that can surge indefinitely.

They see a carrier sent to a region and feel reassured.

They do not see the maintenance backlogs, the stretched crews, or the industrial bottlenecks behind the scenes.

Sea power underwrites global commerce. Roughly 90 percent of global trade moves by sea. Energy flows, supply chains, and strategic chokepoints all depend on maritime stability.

When the Navy is stretched thin, that stability becomes more fragile.

This isn’t about war. It’s about deterrence, economic security, and preventing conflict before it starts.

The Path Forward

The answer is not to bash carriers.

The answer is not to overuse them either.

The answer is depth:

• More ships
• Stable deployment cycles
• Stronger shipbuilding capacity
• Investment in maintenance infrastructure
• Support for the sailors and families who carry the burden

America’s Navy belongs to the American people. And if we expect it to remain the strongest in the world, we must understand what it actually takes to sustain that strength.

We can be proud of our Navy.

But pride alone does not build ships.

Public understanding does.

Let’s roll.