Yes, I know, and I addressed that farcical claim in the post you decided to smug at and try to claim I’d ignored the rest of it.
Tell that to Mitty.
No, I cited that as one example. That’s why I followed it up with “When’s the last time you were an actual leader, instead of a stuffed frakking robe playing at being an Admiral?” Because obviously, there is more to being an Admiral than battlefield command. But you evidence none of those skills, and when pressed, couldn’t even come up with an example of doing your job, Admiral Fabricator-General. Wouldn’t even have taken much! Just a quick ‘where do you think all those ships PIE fleets use come from?’ would have sufficed. But you couldn’t even manage that in your rush to ‘stop paying attention after 10 seconds’, could you?
Mind you, I would even have respected that answer. After all, one of the projects I’ve got RepSwarm working on is the creation and maintenance of our Strategic Logistics Reserve. We’re well on our way to having those 400 fitted hulls set aside, but they’re a low-priority part of things as we maintain production and contract availability for all sixteen subcapital logistics hulls at a scale large enough to meet the needs of the Imperium.
That, of course, is ancillary to my position as Director of the Sledgehammer Factory[1], our fittings and doctrines team, where my job is in fact specifically to be burdened with considerations of the future, and watching for and anticipating the evolution of the fleet meta. But again, that’s a thing that leadership is required to do, and had you come up with that kind of example, I’d have respected that, too.
But ya didn’t, didja?
I do hope you’re not an example of ‘generational merit’… because if so, you’re a pretty sterling example… of my thesis. Not yours.
- The name, of course, is actually something of a pointed deflation of our own pride. In the years leading up to the Hakonen fiasco, one member of the team was allowed to push through doctrines that were very special-purpose. The ultimate example of this was our cruisephoons. It should never have happened, but I was lax in putting my foot down.
As the team leader, I offered to resign over my failure, of course. However, my resignation was rejected. Instead, I was directed to rebuild the team with more of a focus on feedback and give-and-take. The other directive I was given, and the name exists to make sure this is not forgotten, is that ‘We Build Sledgehammers, Not Scalpels[A]’.
A. Though of course, this doesn’t apply when we’re designing a fleet composition that actually uses the T2 Minmatar Logistics Frigate. I’d hate to be limited to Kirin. Slow, fat pieces of crap, for frigates…