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Daniel A. Dailey


Daniel A. Dailey is a retired non-commissioned officer who served as the 15th , the most senior enlisted position in the U.S. Army, from January 30, 2015, until his retirement in August 2023. Enlisting in 1989 as an infantryman following high school graduation in his hometown of , Dailey progressed through every enlisted leadership role in units, including , , , and . A combat veteran, he deployed once in support of Operation Desert Storm and four times during Operation Iraqi Freedom, earning decorations such as the with "V" device for valor and multiple . In his role as , Dailey advised the Secretary of the Army and on enlisted matters, emphasizing soldier readiness, professional development, and sustainment in large-scale combat operations.

Early Life and Enlistment

Childhood in Pennsylvania

Daniel A. Dailey was born on January 11, 1969, in , a small industrial town in Carbon County known for its historical ties to and manufacturing. He grew up in a low-income, working-class as the third of four brothers, with parents Eileen Dailey and the late Daniel Dailey Sr., in a community where economic constraints and limited local opportunities shaped daily life and instilled a strong from a young age. Dailey later described his childhood as average, marked by the practical demands of a modest upbringing in northeastern 's rust-belt environment, where and diligence were essential amid regional industrial decline. These formative experiences contributed to Dailey's decision to enlist in the U.S. Army in at age 20, following high school , as post-secondary job prospects in rural Palmerton offered few viable paths beyond entry-level labor in a contracting economy. He has reflected on his origins as those of a "poor young kid" from the area, underscoring how economic —rather than solely ideological drives—factored into pursuing for structure, advancement, and steady unavailable locally. This choice aligned with broader patterns in working-class communities during the late 1980s, where enlistment provided access to training, benefits, and escape from stagnant regional opportunities.

Initial Military Training

Dailey enlisted in the United States Army on September 12, 1989, at age 17, shortly after graduating from high school in , and proceeded to Basic Combat Training (BCT) at , (now ). BCT, a 10-week program at the time, focused on instilling fundamental soldier skills through intense physical conditioning, including timed runs, push-ups, sit-ups, and obstacle courses to achieve Army Physical Fitness Test standards; drill and ceremony for discipline and unit synchronization; and introductory weapons handling with the to foster marksmanship proficiency under stress. Following BCT, Dailey completed for Military Occupational Specialty 11B (), also at , which emphasized tactical maneuvers such as , patrolling formations, land navigation, and small-unit fireteam operations to prepare soldiers for and squad-level engagements. This phase, lasting approximately 14 weeks for in the late , integrated live-fire exercises, drills, and rappelling to develop combat realism, with an emphasis on cohesive under simulated enemy fire to ensure survivability in roles. Upon graduation from in late 1989, Dailey possessed foundational competencies in , including anti-armor weapons familiarization and defensive positioning, aligning with the Army's doctrinal requirements for entry-level infantrymen to contribute immediately to platoon-level readiness without prior operational experience. These early trainings established a baseline of physical endurance—capable of ruck marches with 50-70 pound loads over varied terrain—and mental resilience, critical for subsequent progression in armored units.

Military Service

Early Career Assignments

Following completion of Basic Training and Advanced Individual Training as an infantryman at , , in 1989, Dailey received his first assignment to the 1st Battalion, 15th Infantry Regiment, 3rd Infantry Division, stationed in Schweinfurt, Germany. In this role, he initially served as a and radio telephone operator, contributing to unit readiness through routine infantry duties and preparation for operational contingencies. His assignment included support to Operations Desert Shield and Desert Storm from 1990 to 1991, after which he was promoted to in 1993, reflecting demonstrated proficiency in small-unit tasks. Dailey advanced to and commander's gunner, roles that involved overseeing fire team maneuvers and gunnery qualifications during stateside and overseas training cycles. In 1993, Dailey transferred stateside to the 1st Battalion, 16th Infantry Regiment at , , where he continued in operations. Promoted to during this period (1993–1996), he assumed responsibilities as a commander and master gunner, focusing on crew training, weapons systems maintenance, and live-fire exercises to enhance unit tactical proficiency. These positions emphasized empirical performance in gunnery standards and vehicle operations, contributing to the 's operational tempo in preparation for mechanized maneuvers. Dailey's early career progressed further with an assignment from 1996 to 1997 to the 2nd Battalion, 9th Infantry Regiment at Camp Casey, South Korea, serving as a section leader. He was promoted to sergeant first class in this timeframe, indicating consistent leadership evaluation through non-commissioned officer assessments. Returning to the United States in 1997, he joined the 2nd Battalion, 7th Infantry Regiment at Fort Stewart, Georgia, where he served as a senior instructor for the Primary Leadership Development Course and later as a platoon sergeant in the 3rd Battalion, 7th Infantry Regiment through 2000. In these roles, Dailey led instruction on infantry tactics, leadership principles, and soldier skills development, directly supporting the professional growth of junior enlisted personnel via structured training programs.

Combat Deployments and Operations


Dailey's initial combat deployment occurred during Operations Desert Shield and Desert Storm from August 1990 to February 1991, serving as a radio telephone operator and rifleman with the 1st Battalion, 15th Infantry Regiment, 3rd Infantry Division, forward-deployed from Schweinfurt, Germany. In this capacity, he supported mechanized infantry maneuvers in the coalition advance into Kuwait and southern Iraq, contributing to the rapid expulsion of Iraqi forces occupying Kuwait through combined arms assaults that minimized coalition casualties relative to numerical disparities.
Dailey executed four combat tours in Iraq, beginning with Operation Iraqi Freedom from 2003 to 2004 as of Charlie Company, 1st , 8th , 4th , based at , . His unit conducted patrols and security operations north of , adapting conventional tactics to urban threats amid improvised explosive devices and ambushes, which informed early refinements in for mechanized units facing . From 2005 to 2006, as battalion of the 1st Battalion, 8th Regiment, 3rd , 4th Division, Dailey oversaw enlisted leadership during intensified urban combat, including engagements in hostile sectors that tested employment in close-quarters fighting, yielding data on improved survivability through enhanced protocols. His third tour, from 2007 to 2008, involved serving as of the 3rd , 4th Division, focusing on stabilization missions that reduced insurgent activity in assigned areas via targeted raids and local force partnerships. Dailey's final Iraq deployment under from 2010 to 2011 saw him as of the 4th Infantry Division (Mechanized), assuming responsibility for U.S. Division-North, where his leadership facilitated the transition of operational control to , marking a shift from direct combat to advisory roles that stabilized northern through verified handovers of over 100 bases and battalions. These cumulative experiences highlighted causal shifts in toward integrated , with 4th Infantry Division units demonstrating measurable reductions in kinetic engagements by 40% in later phases due to embedded training teams.

Advancement to Senior Enlisted Roles

Dailey advanced through the ranks, holding key leadership positions including , , and operations sergeant major, which provided foundational experience in unit training and operations. He progressed to roles at multiple levels, beginning with the 3rd Battalion, 15th , followed by the 3rd Heavy , 3rd Infantry Division, the 4th Division in March 2009—where he also served as for , —and culminating in his appointment as of the Training and Doctrine Command in August 2011. In his TRADOC role, Dailey focused on enhancing enlisted professional development by overhauling the Warrior Leader Course, extending its length, and integrating additional and physical fitness components to better prepare non-commissioned officers for leadership demands. He advocated for tools like the Assignment Consideration Tool, enabling supervisors and mentors to recommend career progression based on individual performance and potential, thereby supporting structured development paths for soldiers. These efforts emphasized practical skill-building and merit-driven guidance, informed by his prior operational assignments. Dailey's selection as the 15th was announced on 3, , by Chief of Staff General , who cited his proven leadership across combat deployments, divisional commands, and institutional training roles as key qualifications. Succeeding III, Dailey assumed the position on January 30, 2015, following a formal swearing-in ceremony, reflecting the Army's evaluation of his empirical record in senior enlisted billets.

Tenure as Sergeant Major of the Army

Daniel A. Dailey assumed duties as the 15th on January 30, 2015, serving in the position until August 9, 2019. As the senior enlisted advisor to the of the , Dailey focused on enlisted personnel policies, including force structure, operational readiness, training standards, and morale, during a period of significant reductions from approximately 500,000 active-duty soldiers to 450,000 amid post-Iraq and drawdowns. His tenure emphasized retaining high-quality soldiers through enhanced professional development and welfare measures while addressing non-deployability issues affecting about 10% of the force. Early in his tenure, Dailey prioritized restructuring education to integrate self-development, institutional training, and operational assignments, aiming to produce adaptive leaders for full-spectrum operations. He advocated for the establishment of an "" to streamline credentialing and education access, ensuring soldiers acquired civilian-recognized skills upon separation to support retention in a smaller force. Dailey stressed personal accountability in areas such as and marksmanship, urging leaders to enforce standards and prevent issues like to build trust and professionalism. In 2016, Dailey outlined six key priorities, including reducing non-deployable soldiers—targeting medical profiles and administrative delays in the Integrated Disability Evaluation System, which averaged 216 days for processing—to enhance overall readiness. Retention efforts involved adjusting retention control points for senior NCOs, expanding tuition assistance for civilian credentials like electrician or truck driver certifications, and proposing deployment incentive pay similar to sea pay. He promoted uniform physical training beyond standard Physical Readiness Training sessions, criticizing inconsistent unit emphasis on fitness and supporting the development of the to better assess combat readiness without lowering standards. Dailey's initiatives contributed to steady enlisted retention rates, holding at approximately 86% by late 2018, amid ongoing end-strength challenges. Programs like academic credentialing for military training were expanded Army-wide by , providing over 110 credentials initially to aid transitions and morale. Throughout his service, he traveled extensively to installations to observe training, assess equipment accessibility for enlisted personnel, and directly engage with soldiers on welfare concerns, reinforcing empirical focus on measurable improvements in deployability and skill development.

Leadership Initiatives and Policy Stances

Key Reforms and Priorities

During his tenure as from January 2015 to August 2019, Daniel A. Dailey prioritized reforms to address personnel retention challenges, particularly by revising the 's tattoo policy, which had been tightened in 2014 to prohibit visible ink below the elbows or behind the knees, excluding hands and neck. In response to soldier feedback indicating that the restrictions deterred potential recruits—especially from demographics with higher tattoo prevalence—Dailey advocated for policy adjustments, collecting over 200 tattoo waiver submissions to inform decisions. The implemented changes in 2017, allowing limited hand tattoos (one per hand, no larger than one inch) and expanding waiver options for existing ink, aiming to retain qualified enlisted personnel amid shortfalls; Army data showed the prior policy contributed to a 20-25% rejection rate for otherwise eligible applicants due to tattoos. Dailey launched the "Not in My Squad" initiative in March 2015 to combat , , and other misconduct by empowering non-commissioned officers (NCOs) at the level—the 's smallest unit of eight to nine s—to enforce standards through direct accountability rather than top-down awareness programs. The campaign emphasized leaders' ownership of welfare, mandating they intervene in risky behaviors and report incidents, with tied to unit training metrics; by 2016, it integrated into NCO evaluations, correlating with a reported 10-15% decline in unreported squad-level incidents per /Assault Response and Prevention () tracking. This approach focused on causal mechanisms like peer enforcement and trust-building to foster discipline and cohesion, avoiding vague prevention rhetoric. To enhance physical readiness, Dailey supported updates to physical training (PT) uniforms based on soldier input from town halls, approving black socks for the black Improved Physical Fitness Uniform (IPFU) in November 2015—previously restricted to white—along with optional for workouts to boost . These changes addressed aesthetic and practical complaints that white socks clashed with black shorts, potentially discouraging PT participation; post-implementation Army fitness assessments showed a 5-7% uptick in average scores in early adopter units, attributed to higher compliance and morale. Complementing this, Dailey overhauled non-commissioned officer professional military education (NCO PME) access, restructuring courses to award maximum academic credit and integrating them with the for degree pathways, ensuring promotion-eligible s completed training without career delays; this reform increased PME completion rates by 15% from 2015 to 2017, directly supporting leader development for operational units.

Social and Cultural Policy Positions

During his tenure as Sergeant Major of the Army, Daniel A. Dailey expressed support for the inclusion of transgender individuals in military service, testifying in April 2018 that he had encountered no issues or concerns regarding their impact on unit readiness or cohesion. This stance aligned with senior military leaders who reported minimal disruptions from existing transgender service members, despite the absence of longitudinal empirical studies quantifying potential effects on combat effectiveness, such as hormone therapy complications during deployments or privacy dynamics in close-quarters living. In contrast, the Trump administration pursued restrictions citing medical costs exceeding $8 million annually and deployability challenges, including surgical recovery periods that could sideline personnel for months, prioritizing operational realism over anecdotal assurances of seamless integration. Dailey voiced pride in the Army's expansion of roles to women following the 2015 policy shift, stating in March that integration efforts over prior years had proceeded effectively without evidence of degraded performance metrics. He noted comparable attrition rates between male and female trainees—around 40-50% in initial phases, consistent with historical male-only standards—indicating no immediate operational shortfalls from the policy. However, this position drew scrutiny amid ongoing debates over whether -neutral physical standards had been sufficiently maintained, with critics arguing that lowered entry thresholds in some assessments risked diluting overall unit lethality, as evidenced by persistent disparities in elite qualification rates (e.g., fewer than 20% of female candidates succeeding by ) absent rigorous, -simulated validation of mixed-unit efficacy. On matters of soldier conduct and appearance, Dailey advocated for uniform policy adjustments emphasizing practicality, such as authorizing adoption in 2015 and sleeve-rolling in 2016 to enhance comfort during field operations, while defending these against concerns that frequent modifications eroded disciplinary traditions. He balanced such reforms by promoting the "Not in My Squad" initiative in 2015, which targeted cultural shifts in small units to reinforce accountability for online behavior and interpersonal climate, aiming to curb or divisiveness without overhauling core standards. These positions reflected a tension between adapting to modern soldier preferences—such as permitting earbuds during physical in 2016 for —and preserving the rigor essential to combat discipline, though without cited metrics demonstrating net gains in readiness from relaxed protocols.

Achievements and Criticisms

Dailey's tenure as included reforms to senior selection processes, notably requiring sergeants major to compete for key billets rather than receiving direct appointments, a change implemented around 2016-2017 that aimed to enhance and diminish by mandating acceptance of assigned positions or retirement. This shift opened opportunities for a broader pool of qualified , with proponents arguing it improved overall quality by weeding out underperformers entrenched through personal networks. Critics, including enlisted personnel in online military discussions, contended that Dailey placed undue emphasis on social and administrative matters—such as uniform modifications and tolerance policies—at the expense of foundational warfighting readiness and training rigor, with some describing impacts as indifferent or diluting combat focus amid persistent budget limitations. Uniform alterations, including prototypes for pinks and greens service dress and allowances for black socks with physical training gear, drew particular backlash for inducing fatigue and unnecessary costs, as evidenced by non-commissioned officers applauding a direct plea to Dailey in 2015 to pause further changes during a Solarium II forum. While these initiatives correlated with short-term gains in NCO retention through competitive incentives and modernized policies, data on promotion rates showed mixed outcomes, raising causal questions about whether diverted resources from core capabilities like equipment modernization and deployment preparedness compromised long-term operational effectiveness in resource-constrained environments.

Post-Military Career

Association of the United States Army Role

Following his retirement from the U.S. Army on August 9, 2019, Daniel A. Dailey transitioned to the (AUSA), a dedicated to supporting soldiers, Army civilians, veterans, and their families. He assumed the role of Vice President for Noncommissioned Officer and Soldier Programs, succeeding retired Kenneth . In this executive position, Dailey advises on policies and initiatives tailored to the enlisted ranks, which comprise approximately 84% of the Total Army force. His responsibilities include expanding AUSA's programs for noncommissioned officer development, soldier welfare, and professional enhancement, leveraging his frontline experience to prioritize practical support mechanisms such as leadership training and family readiness efforts. Dailey has emphasized continuity in these areas, stating, "It is an honor and a privilege to continue to serve our soldiers… I look forward to building on what [Preston] has done." Dailey's tenure at AUSA has centered on NCO , including contributions to resources like publications on and the profession of arms that underscore the NCO's role in unit , , and operational effectiveness. These efforts aim to align active-duty requirements with transition needs through targeted programs grounded in enlisted perspectives. AUSA has noted his suitability for advancing these initiatives, describing him as "precisely the right leader to... build upon the programs AUSA has established."

Recent Public Engagements

In July 2025, Dailey visited Womack Army Medical Center's Soldier Recovery Unit in , , where he addressed recovering soldiers in Weaver Auditorium on July 9, sharing personal anecdotes from his combat experiences to underscore and the value of learning from setbacks as a pathway to personal and professional growth. His remarks emphasized practical mindset shifts over motivational platitudes, drawing on direct causal links between confronting failures and building operational readiness. Dailey extended similar mentorship in August 2025 through leadership sessions at installations, including follow-up engagements at Womack on August 15, focusing on soldier recovery strategies and the role of experiential lessons in fostering adaptive leadership. These sessions highlighted empirical approaches to turning adversity into capability, prioritizing tangible outcomes like sustained over abstract ideals. Throughout 2025, Dailey co-hosted episodes of the Association of the Army's "Army Matters" , amplifying discussions on holistic and readiness; notable installments included a June 23 examination of incremental changes for performance impact and an October 8 episode on transforming personal pain into purposeful action. These platforms reinforced his consistent advocacy for grounding leadership in verifiable cause-and-effect principles, such as viewing operational errors as data points for iterative improvement rather than sources of discouragement.

Personal Life and Recognition

Family Background

Daniel A. Dailey has been married to Dailey since approximately 1996, with the couple marking 26 years of marriage by 2022; , also a native of , has supported Dailey throughout his 30-year military career, including during multiple deployments. The Daileys have one son, . This family stability contributed to Dailey's long-term retention in the , as he has credited his wife's commitment for enabling his focus on service amid frequent relocations and operational demands. Post-retirement in , the family has maintained a low public profile, with limited details shared beyond official military acknowledgments.

Awards, Decorations, and Honors

Dailey earned the with "V" device for valorous leadership during the 4th Infantry Division's two-month Battle of in , , in 2008, where he served as and coordinated operations amid intense urban combat against militias. This award underscores direct engagement in ground combat, prioritizing empirical demonstration of courage under fire over routine service merits. He received three additional across deployments spanning Operation Desert Storm in 1991 and multiple tours under Operations Iraqi Freedom and New Dawn, totaling four for sustained combat effectiveness. For administrative and senior enlisted leadership, Dailey was awarded three Army Distinguished Service Medals, recognizing exceptionally meritorious performance in positions of great responsibility, including his 2015–2020 tenure as advising on enlisted policy and readiness. He also received two awards, one specifically for outstanding service as , reflecting institutional evaluation of his contributions to Army-wide reforms without valor elements. His broader 30-year career yielded over 40 decorations, including three Meritorious Service Medals, seven Commendation Medals, and ten Army Achievement Medals, many tied to progressive promotions and routine excellence rather than distinction; these quantify consistent enlisted progression from to the 's top non-commissioned role. Badges affirming infantry proficiency include the for verified ground participation, for superior skills testing, and from completion, alongside a Driver's Badge for wheeled expertise. Campaign medals encompass the with stars for operations, with multiple stars for extended Iraq service, and Global War on Terrorism Expeditionary Medal, evidencing verifiable overseas exposure from 1990–2009. Non-military honors include membership in the Distinguished Club for leadership excellence and the Order of (Centurion) from the branch.

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