What if human performance isn’t changing — it already changed?
Every so often, the ground shifts beneath our feet, and we only notice once we’ve crossed the fault line. That’s how the human performance industry feels right now. What used to be called a “strength coach” became “S&C coach,” and now “human performance professional,” “specialist” or “director.” The job title got bigger, and so did the scope. We moved from coaching strength training (i.e. lifting weights), to conditioning for game-day readiness, to… everything. Recovery. Sleep. Cognition. Hormones. Force-time curves. Load monitoring. Leadership development. Culture building. It’s not just more, it’s a lot. And I’m not sure when or if we stopped to ask what all that more is actually doing for us and the people we support. Being in this field for over 40 years has been long enough to see the arc from physical education to exercise/sports science to complex systems modeling. From Douglas bags in the lab to force plates in high school weight rooms; from physical literacy to tech and data literacy. If I’m being honest, it feels like we’ve been riding the wave, but not always steering. We’ve experienced this incredible convergence of disciplines: physiology, psychology, biomechanics, neuroscience, data science, even sociology. Add in wearable tech and computing power that can capture every breath, step and spike, and now the job doesn’t just require deep knowledge – it demands range. But range without reflection can get noisy. For several years I’ve struggled with: Are we evolving… or just chasing? Are we getting better… or just busier? Are we hedgehogs focused on core truths or foxes sometimes darting after every shiny new thing? I’m not sure if we need to be more like hedgehogs or foxes right now. Maybe both, or maybe just more honest about when we’re being one or the other. “Old school,” not “just old” I think “old school” is sometimes confused or mistaken with “just old.” And there’s a difference. Old school, as I’ve experienced it from both sides, is rooted in ground-truth experience – people who were there in the earlier days when principles were still being forged, in the lab and on the field. That kind of thinker and practitioner brings something you can’t teach quickly – not just pattern recognition, but a lived sense of what matters and what doesn’t. But here’s what really defines the best of this generation: in the best cases, we know our own biases. We’ve earned a worldview through experience, but we’re willing to update our judgment when new information makes it necessary. That’s not being stuck in the past. That’s Bayesian thinking before we had a name for it. At the same time, I’m impressed and motivated by what newer, science-forward professionals are bringing. The resolution can be sharper, the calibration is improving, and the feedback loops are tighter. When we ask the right questions, we can learn faster, and on a larger scale. What concerns me is when the technology or role title comes first, before the question or the mission. Expertise matters, but so does cross-talk. Sometimes the smartest move is to know where you are, and grow by working with those who see things differently. Old school isn’t just old. It’s earned perspective and updated with awareness. New centers of gravity One thing that feels different now is how many new centers of gravity have emerged in the human performance conversation. Data is one of them. But so is recovery. So is cognitive performance. So is longevity. What used to be peripheral topics or afterthoughts are now front and center in conference talks, podcasts, program briefs and team meetings. And it’s not that these things don’t matter – they do. The question is whether we’re making them meaningful or just making them louder. With data, you see the extremes: some professionals latch onto anything that can be measured, assuming that metrics equal mastery. Others reject it outright, relying on feel, pattern recognition, and an earned skepticism of hype cycles. Still others sit on the sidelines, blaming the systems of academic, commercial, or institutional for being out of touch or solely profit-driven. But the real tension isn’t whether these topics matter. It’s whether we know how to extract signals from noise and what to do with either. Tech, data, and complex systems thinking are like a kettlebell: in the right hands, with the right mindset and timing, it’s a powerful tool. In the wrong hands, it’s just a doorstop. Where to apply focus The smartest move we can make as professionals is to just stop and take a breath (and yes, breath is now a topic of research, debate and commercial packaging too). Really pause for a moment. Ask yourself three questions: What do I love doing? What am I good at? And what can I make a good living at? If all three line up, great. But in my experience, that’s rare. The hard part is being brutally honest with yourself and then asking someone you trust to be brutally honest with your answers too. Because here’s a truth: we can’t all be SMEs in everything. But if we each choose a couple areas to dig deeply into and stay aware of the adjacent disciplines that support our work, then we can do something even more valuable: We become people who recognize first principles, collaborate well, and build trust across the ecosystem. That’s one quality that makes a good teammate. And good teammates are the foundation of any high-performance system, not just data sets or job titles. Where’s this all heading? Honestly, I’m not sure. I think the better question might be: How are we showing up while it’s all happening? If you’re feeling overwhelmed by it, good. That might just mean you’re taking it seriously. In fact, if you’re not overwhelmed from time to time, I’d argue you’re probably not working hard enough on your craft. Slow it down. Ask questions. Reach out to someone outside your lane. Leave a comment. Email me directly. Push back if you disagree;
Signals in the noise: Institutional changes in DoD human performance
I’ve been in the human performance world long enough to know when something is just another program update, and when it’s actually pointing toward a bigger shift. Right now, across the DoD, we’re seeing signs of real change and, in my opinion, it reflects an authentic inflection point in human performance. The Marine Corps’ announcement of the 2025 Human Performance Advisory Council, the updated Marine Corps Physical Fitness doctrine, and the Army’s decision to remove the standing power throw from their physical fitness test aren’t just random updates — they’re connected. And they’re telling us something: The DoD continues to take human performance seriously as a capability, not just a compliance metric. This matters — because over the last few decades, the science, the tools, and the real-world demands on tactical communities have dramatically evolved. We have access to better data, better tech, and a much clearer picture of what drives durability, recovery, and performance under stress. But none of that matters if it doesn’t show up where it counts: in how we assess, how we train, how we lead, and how we equip people to deliver fitness and readiness, especially when the job title on their chest isn’t “strength coach.” Signal #1 – The Marine Corps HPAC: Elevating performance from program to priority The Marine Corps stood up the HPAC for a reason. It’s not just another meeting or working group, it’s a signal that human performance is being elevated from a set of supporting programs to something more strategic. By pulling in decision-makers from across commands to align efforts in fitness, nutrition, sleep, recovery, and tech integration, the Corps is building the scaffolding for actionable, sustained progress. That matters. In a space that can become siloed or chaotically decentralized, this kind of structure gives room for coordination and clarity. It creates the potential for cross-domain alignment, not just across PT and injury prevention, but across an entire ecosystem that affects readiness and lethality. To me, it also shows that leadership continues to recognize what many of us in the field have been saying for years: Human performance can’t live off to the side. It must be baked into how we plan, how we prioritize, and how we lead. HPAC gives the Marine Corps a platform to do exactly that. Signal #2 – MCRP 7-20C.1: A doctrine-level shift toward real capability The release of the updated Marine Corps Physical Fitness publication MCRP 7-20C.1 might not grab headlines, but it’s a big deal. It marks a clear shift in how the Marine Corps is defining and supporting physical readiness. This isn’t just a rehash of training guidelines — it reads more as a comprehensive, systems-aware document that connects the dots between physiology, programming, instruction, and long-term capability. What stands out is how it integrates performance science with practical application. There are references to VO₂ max, lactate threshold, muscle fiber types, foundational movement patterns (which I had a hand in developing), neuromotor training, and recovery strategies – the kind of concepts that used to be reserved for sports science journals, not military doctrine. But here, they’re laid out in a way that’s accessible and meant to be used. Even more important is the recognition that training doesn’t happen in a vacuum. The manual calls out sleep, nutrition, injury prevention, stress, and environment as key performance drivers. The Marine Corps is looking beyond test day and taking seriously the systems and conditions that shape a Marine’s ability to show up, hold up, and recover fast. For those of us involved in training, program development, or designing equipment and environments, this kind of doctrinal clarity is huge. It opens the door for better alignment between what’s written, what’s resourced, and what’s actually possible on the ground. Signal #3 – The ACFT adjustment: A willingness to adapt when it matters The Army’s decision to remove the standing power throw from the Army Combat Fitness Test – which will be renamed the Army Fitness Test by June – may raise eyebrows, including mine, but it also sends a message: leaders are willing to listen, adjust, and refine when the data or operational realities call for it. This kind of move isn’t about lowering the bar. It’s about taking actions to make sure we’re testing what actually matters and making room for smarter programming and better instruction. The standing power throw wasn’t a bad test. It had a purpose: assessing explosive power. But it came with some baggage. High variability, coaching inconsistencies, and limited carryover to day-to-day training may have made it hard to implement cleanly across the force. Rather than cling to it just because it was “new,” the Army made the call to step back and reassess. I respect that. To me, that’s progress. This is what institutional learning looks like. Not everything we try is going to be perfect out of the gate. But the willingness to revisit decisions, adjust based on real-world feedback, and prioritize relevance over rigidity? That’s a sign of maturity. It opens the door for bigger conversations about how we assess readiness, not just through a single event, but through patterns of performance that authentically reflect what warfighters need to develop and sustain over a career. Legacy Model Emerging Model Fitness as compliance Fitness as a strategic capability Tests determine readiness Capability defines readiness Siloed domains Integrated HP systems Prescriptive templates Adaptive, evidence-informed design Closing thoughts These three moves – the creation of HPAC, the release of MCRP 7-20C.1, and the Army’s decision to refine the AFT – represent more than isolated updates. They appear to be part of a broader shift that’s overdue and headed in the right direction. We’re starting to see performance treated as a system, not a silo; as a strategic capability, not an afterthought. Readiness is being reframed around capability, not just compliance. And across the services, leaders are taking steps to build more durable, adaptable warfighters over the long haul. There’s still work to do. Implementation, coaching, infrastructure, and delivery still may lag behind policy and science. But the foundation
Foundational movements: Developing the Human Weapon System from the ground up
The following information is part of the presentation delivered by Chris Frankel, PhD at the Inaugural U.S. Army Reserve Holistic Health and Fitness Summit at Joint Base McGuire-Dix-Lakehurst, March 8-9, highlighting how the USAR can effectively implement the H2F system within its units while fostering broader knowledge and understanding. In the Holistic Health and Fitness, or H2F, environment, success isn’t just about intensity—it’s about intent. And that intent begins with understanding how Soldiers move. At the core of effective physical readiness is a concept known as foundational movements—a structured, evidence-informed approach to developing human movement capability that scales across training levels, equipment types, and occupational demands. Whether you’re a strength coach, physical therapist, pregnancy and postpartum performance training—P3T— instructor, or squad leader, embracing foundational movements can help you build more robust, adaptable, and mission-ready Soldiers. What are foundational movements? Foundational movements represent the essential building blocks of human physical competence and proficiency. They are not exercises in themselves, but categories of movement strategies that form the basis for everything from basic locomotion to complex occupational tasks. This framework breaks down movement into three key components: 1. Anchor Movements These are the core movement patterns: plank/bracing, push, pull, rotate, hinge, squat, lunge, step, crawl, and climb. Each serves as a foundation for strength, endurance, mobility, power, and coordination. 2. Primary Vectors Variables such as foot and hand placement, range of motion, and plane of motion that influence the physics and biomechanics of each movement. 3. Secondary Vectors Modifiers like equipment type, tempo, and load placement that add specificity or complexity to a movement. By becoming proficient, adaptable, and comfortable through training in different combinations of these elements, Soldiers can master not just exercises, but the movement skills that transfer to occupational readiness and remain reliable under high-stress conditions such as combat or crisis response. Why it matters for H2F The H2F system is about holistic readiness. That includes building bodies that can not only survive but thrive in diverse and demanding environments. Foundational movements provide a shared language and structure for developing programs across multiple domains—physical therapy, P3T, strength and conditioning, and tactical skills training. Some key benefits: Scalability: From initial entry trainees to elite operators, foundational movements provide a roadmap for progression. Durability: Building capacity in core movement patterns promotes robustness and fosters an anti-fragile system—one that adapts under stress and supports long-term operational readiness. Interdisciplinary integration: This model enables physical therapists, P3T instructors, coaches, and leaders to align training goals and language across the continuum of care and performance. Autonomy: Soldiers trained in this system gain movement literacy—equipping them to self-assess, self-correct, and maintain training quality in any environment. From the ground up: Building robustness first A key shift happening within modern human performance is moving from “resilience as a backup plan” to robustness as a first line of defense. That shift begins with how we teach and reinforce movement. In the foundational movement model, we don’t just throw reps at dysfunction—we develop competence through repetition with purpose. Movement becomes a skill to be learned, refined, and applied. This means focusing on positions, transitions, and timing—not just load. For H2F, this philosophy provides the connective tissue between training environments, equipment systems, and Soldier tasks. Whether you’re programming a strength block, developing return-to-duty protocols, or building a field-expedient training session, the foundational movement framework helps you do it with consistency and clarity. Bottom line: Foundational movements provide a scalable, mission-aligned framework for developing robust, adaptable Soldiers across all stages of the H2F continuum. It’s not just about better workouts—it’s about better outcomes. Interested in integrating foundational movements into your H2F strategy? BeaverFit can deliver this content and training directly to your unit—whether you’re looking to enhance internal capability or support your H2F team in the field. Contact us today to explore how we can support your mission. Contact Us Chris Frankel holds a PhD in Health Exercise Sports Science with more than 30 years of experience in the field: from research and teaching at the university-level, to working in fitness training and education with the U.S. military, pro- and college-sports programs. He is the Head of Human Performance Innovation at BeaverFit USA. Share this… FacebookFacebook Save Twitter
Insights from AUSA Hot Topic: Using data, AI without losing focus
This is third in a series of insights from the AUSA Hot Topic event focused on Holistic Health and the Resilient Soldier in Arlington, Virginia, March 5. Read the rest of the series here. Another big topic at the event was how we can use live data and machine learning to support human performance and improve Soldier readiness. While these tools offer exciting possibilities, there’s an important truth we can’t ignore: Just because we can measure something doesn’t mean it matters. Start with the right questions The real danger isn’t whether machine learning will be helpful—it’s jumping in too quickly without clearly defining the problem we’re trying to solve. If we don’t know what success looks like, we risk wasting time and resources chasing the wrong metrics, focusing on what’s easy to measure rather than what actually drives performance. Avoid the extremes In human performance, there are two common mistakes: 1. Over-measuring things that don’t matter. 2. Ignoring useful data because it seems too complex. Both approaches are flawed. We either end up with data that doesn’t lead to meaningful change—or we fall back on outdated methods and gut instincts. We need a smarter middle ground. Tools are only as good as the questions they serve AI, machine learning, and data dashboards are just tools. They only become valuable when they’re guided by clear goals, thoughtful planning, and smart decision-making. We must focus on the metrics that move the needle, not just ones that look impressive on a chart. The goal should always be to turn data into action—to improve how Soldiers perform, recover, and stay mission-ready. Making the invisible visible Human performance includes physical readiness, cognitive sharpness, and behavioral resilience—all of which change under stress. If we can’t track and adjust these things, we’re guessing instead of optimizing. Good data, applied the right way, helps us make informed choices about training, recovery, and readiness—ensuring our people are truly prepared for the demands of combat. Watch the full discussion here: Up next In the AUSA Hot Topic blog series, I’ll share more insights from the panel, including training today’s Soldiers for tomorrow’s realities. Read more Chris Frankel holds a PhD in Health Exercise Sports Science with more than 30 years of experience in the field: from research and teaching at the university-level, to working in fitness training and education with the U.S. military, pro- and college-sports programs. He is the Head of Human Performance Innovation at BeaverFit USA. Share this… FacebookFacebook Save Twitter
Dad, athlete, coach leads human performance at BeaverFit
Many athletes never transition to the world of coaching; of those who do, even fewer make a transition from coaching to academia, and again, even fewer from academia to the private sector. Chris Frankel, who has done all three, with a lifetime of accompanying experiences and lessons learned on his unique journey, was the obvious choice to lead human performance innovation at BeaverFit. One of Frankel’s strongest skills is “being able to walk into any environment – whether 5th grade PE, with professional athletes, at initial entry military training, or in a room full of PhDs – and have a relaxed conversation without having to code switch too much. It’s the same challenge, different environment,” he said. Frankel, who holds a doctorate in physical education with an emphasis on sports and exercise science, jokingly calls himself a “mediocre athlete” with a “dismal athletic career,” but it’s clear his early influences helped shape the trajectory of his path to success. Growing up in the Washington, D.C. area, Frankel attended Sidwell Friends private school where he ran track, and played soccer, football and basketball. He continued as a college athlete at Hiram College, Ohio, as part of the Presidents’ Athletic Conference championship football team and a standout in track and field. Unlike most athletes his age, Frankel also became closely involved with coaching these sports. Through summers spent under the wings of influential coaches such as Eddie Saah, recognized by the Washington Sports Hall of Fame for 16 consecutive youth baseball championship wins, and Dan Riley, former strength and conditioning coach for the Washington Commanders, Frankel developed an appreciation for the art of coaching and gained experience working with athletes at all levels – from middle school softball to basketball players en route to the NBA. He recalled that “learning the back-end of coaching was fascinating, because being just the player or athlete is so much different than understanding how to manage everything together.” In his mid-20s, Frankel moved to Los Angeles where he took a job at an upscale fitness club, and eventually a personal training gig at Gold’s Gym. He became immersed in the world of elite bodybuilders and their coaches, continued doing 5Ks and track meets, and worked hard enough at basketball to be able to play on the A court at Venice Beach. “If anybody asked what made me successful, it was just trying to be a sponge of everything,” he said. “I spent 90% of my time assuming I’m the dumbest person in the room. What can I learn from every athlete and every coach? What can I learn from every person I’m working with? And 10% of the time, I put pen to paper and action everything I’ve learned up until that point.” The Los Angeles scene took its toll after a couple years, so Frankel relocated to a quieter life in New Mexico, met his wife and began his master’s degree at the University of New Mexico. He entered the physiology and statistics-oriented exercise science program as a sociology undergrad and was big-timed by his peers once they realized he wasn’t from a science background. “And with the chip on my shoulder, I thought, not only am I going to do well in this class, I’m going to do better than all of you,” he recounted. He earned his master’s and went on to pursue a doctoral degree. What he didn’t expect at the time was that it would take 23 years to complete, as he raised a family and continued to work multiple jobs in the fitness, coaching, and high performance training industries. Chris Frankel and children The Frankels representing Dad’s team in hostile territory Frankel and his wife Georgia have five children, including two who were adopted, and a son-in-law, and are known for their big hearts as they frequently open their home to others facing hardships such as unemployment, family issues or financial difficulties. During the recession in 2009, they had 12 people living under one roof. “The time it took to earn my PhD turned out to be a blessing, because it forced me to stay on top of the science for 23 years, and be able to have conversations with a bunch of PhD propeller heads as we went to conferences or as I sat in on lectures,” he said. “At the same time I was still coaching, so I had two different worlds of showing up, coaching, training, and also learning about what’s going on in the deep physiology side of things.” During part of those two decades, Frankel worked as a trainer for professional golfer Notah Begay III – and went from knowing nearly nothing about golf to accompanying Begay on tour and during private practice rounds with Tiger Woods. Frankel continued to be a sponge, soaking in every experience and opportunity. “This role with Notah helped me realize that all these things I know about strength and conditioning and coaching – it’s not sports-specific. I could take it anywhere I wanted to go, and layer on top all the stuff I was learning in school,” Frankel said. From there, Frankel took a job in the commercial fitness industry with TRX and helped stand up their training and education side of the business. Through a twist of fate, his 13 years working there led him to cross paths with fellow TRX teammates Alex Roodhouse and Michael Taylor, before the two split off to found BeaverFit North America. Through their respective roles, Frankel and Taylor were involved in the early stages of the Marine Corps High Intensity Tactical Training program, and thus began Frankel’s exposure to training tactical athletes. “I thought – from a teaching, coaching, and programming standpoint – not only how do I train the end users in the tactical population, but how do I train the coaches to then turn around and coach these tactical environments?” he recalled. Chris Frankel instructs an early iteration of the USMC HITT course Chris Frankel tests kettlebell form under
‘Lowlife’ Air Force unit reveals new BeaverDome human performance facility
A roof logo so big it will be seen by planes using the landing strip nearby – that’s one of the requests the 5th Air Support Operations Squadron had for their new BeaverDome at Joint Base Lewis-McChord. BeaverFit accepted the challenge, and the newly opened 50 x 120-foot human performance facility boasts the 5th ASOS call sign “Lowlife” with a roof logo spanning the facility’s length. “Championship tactical athletes need to have venues where they can build their championship abilities. And when the Airmen walk in here, it is the man or woman in the arena – and this is where excellence gets built,” said retired Army Command Sgt. Maj. John W. Troxell, former senior enlisted advisor to the chairman of the Joint Chiefs of Staff, during his remarks at the facility’s grand opening. When the 5th ASOS needed a state-of-the-art fitness facility to train Air Force tactical air control party members, they placed a call to BeaverFit – leading supplier of human performance and tactical training solutions to the U.S. military. The resulting solution is a fully-enclosed training facility – known as a BeaverDome – complete with electricity, HVAC and industrial ceiling fans. Six 40-foot BeaverFit Performance Lockers form the walls of the facility with internal equipment storage and rigging for strength and functional training, surrounded by custom rubber and turf flooring. The eight lifting stations boast custom floor logos and branding plates for 5th ASOS, Lowlife and TACP. Additionally, BeaverFit designed custom weight plates labeled with the squadron’s name and call sign. BeaverFit formed and poured a custom concrete pad to support the BeaverDome, which is built atop an existing asphalt parking lot. They positioned the concrete pad high enough to minimize water entering the space, and designed it with a one-degree slope for water runoff, since Washington is no stranger to rainy weather. Additionally, BeaverFit built two concrete ramps leading to the commercial roll-up garage doors at either end of the BeaverDome. Michael Hirsch, project manager at BeaverFit, said his favorite part of every project is the moment BeaverFit shows up to install the accessories and rigging, when “the customer is so amped to get into the facility and start training.” And amped they were. The 5th ASOS celebrated the grand opening in true military fashion – by getting straight to work in their new training space. “Seeing the thrill on the faces of all the Airmen and women within the unit was the best,” said Scott Wing, territory sales director for BeaverFit. “They were truly grateful for our efforts and the space turned out exactly how they had envisioned.” As with any custom build for a military customer, BeaverFit begins by listening to the unique scope and human performance requirements of the project. A team of product managers, facility design experts, engineers and fabricators work together to create equipment solutions that are manufactured in the U.S. and designed to perform in the toughest training environments. BeaverFit provides overall project scoping, design, kitting and ongoing project management. Dedicated teams guide a project from the initiating and planning phases all the way through to execution and closing phases. “This BeaverDome is proof-positive that although these projects are cumbersome and require meticulous attention to detail, we have the capability and the vital partnerships in place to be able to execute quickly and effectively,” Wing said. Share this… FacebookFacebook Save Twitter