Army researchers use AI to solve complex challenges

At the U.S. Army Engineer Research and Development Center in Vicksburg, Mississippi, Robert Moser leads roughly 700 researchers, engineers and computer scientists working on some of the country’s most complex challenges — from flood modeling to cybersecurity to artificial intelligence (AI) driven defense research. As director of ERDC’s Information Technology Laboratory, Moser oversees the Department of Defense’s high-performance computing systems and a research portfolio spanning digital twin technology to cloud-based artificial intelligence.

But what makes the Corps’ technology evolution remarkable isn’t just the tools. It’s the people learning to use them.

A generational leap

Moser, who began his career as a materials scientist testing concrete and structures on construction sites, says the shift isn’t just about adopting new software. It’s about building cross-generational teams that can bridge legacy systems with emerging capabilities.

“I really need the talent and ideas from the new person, and I need the legacy and expertise of the more experienced person,” Moser says. The lab assembles project-based teams across disciplines and experience levels — pairing junior specialists fresh from academia with seasoned engineers who’ve spent decades modeling flood systems or weapons effects. “We build teams to deliver projects irrespective of the org chart,” Moser says.

That cross-pollination is accelerating as the Corps incorporates generative AI into its workflows — automating paperwork, sifting through massive datasets and freeing researchers to focus on what Moser calls the things humans do best: “Connecting the dots, connecting with other people, building relationships and thinking outside the box.”

Building the data foundation

For LaKenya Walker, a computer scientist in Moser’s lab, the AI revolution starts long before anyone trains a model. Walker, who has been at ERDC for 10 years and won the 2020 Black Engineer of the Year Award for Modern Day Technology Leaders, focuses on large-scale data management — the infrastructure that makes AI possible in the first place.

“AI is not the end-all, be-all,” Walker says. “There are other things that the enterprise needs to do with data that still require it to be prepared and managed. I’m really excited about the data piece.”

Walker, an Alcorn State University graduate who earned her master’s degree from Virginia Tech and is currently pursuing a Ph.D., says the Corps’ investment in its people is what keeps her. She now leads two project teams she carved out herself — a level of autonomy she says her counterparts in the private sector rarely get.

“If there’s a space I’m interested in and no one is doing work in, you can create your own niche,” she says. “That flexibility to continue learning has been the major reason I’ve stayed.”

Still, Walker acknowledges that the cultural shift is ongoing. Not everyone in the organization has embraced the new technology yet. “AI is a tool — just like a hammer or a drill,” Walker says. “It’s meant to augment what we do, not replace it. And like any tool, you have to learn how to use it.”

Competing on mission, not salary

In a labor market where specialized talent commands premium salaries, the Corps can’t always match private-sector compensation. Moser is candid about the gap. “The private sector is incredibly competitive for this talent,” he says. “But our people stay because of the mission. They’re coming here to work on the fastest computers in the Department of Defense to solve wicked hard problems that impact the things you see on the news every day.”

To keep its workforce sharp, the lab has adopted what Moser calls a “choose your own adventure” model. Currently, 18 employees are pursuing doctoral degrees at Georgia Tech, Stanford and Texas A&M, while 17 more are earning master’s degrees — all funded by the organization. Amazon, Microsoft and Oracle also run on-site AI training and hackathons.

The long view

For an organization whose projects routinely span decades, the technology shift is about more than keeping up. Moser says his team is already planning 10 years ahead — forecasting not just the computing systems they’ll need, but the buildings, power infrastructure and talent pipeline to support them.

“We’re already facing challenges with our economy, the resilience of our infrastructure and geopolitical challenges in the world,” Moser says. “There’s never been a time that we need to stand up and do good work and support the mission like there is now.”