Company Commander Interview: Cam
- Nordic Milsim
- 3 days ago
- 7 min read
Name: Cameron Stevens
Callsign: X
Military background: US Marine Corps Event: The Segezha Strike
Faction: RUSFOR
Position: Company HQ, RUSFOR/PMC Karpova
Role: Company CO
Nordic Milsim Staff positions "The Segezha Strike"
NATO
CO: TBA
XO: TBA
1ST SERGEANT: TBA
1ST PLATOON SERGEANT: TBA
2ND PLATOON SERGEANT: TBA
RUSFOR / PMC KARPOVA
CO: CAMERON STEVENS
XO: TBA
1ST SERGEANT: TBA
1ST PLATOON SERGEANT: TBA
2ND PLATOON SERGEANT: JIMMY BODMAR
Introduction
You will serve as the RUSFOR Company Commander (CO) for during The Segezha Strike. Under your command are two infantry platoons, one logistics/QRF element with multiple vehicles, and a recon unit.This interview gives our players insight into your leadership philosophy, your approach to milsim, and what kind of experience they can expect under your command.
Section 1 – About You
Callsign & background
What is your callsign, and how would you briefly describe your background in milsim or leadership roles?
I do not have a callsign. From a military perspective, I served five years in the U.S. Marine Corps, primarily as an intelligence specialist. I’d describe my background in milsim and leadership roles as adaptable and flexible. I am rarely ever fixated on a single set of tasks and am always happy to take on additional responsibilities or roles.
Path to Company Command
What motivated you to take on the role of Company CO at The Segezha Strike?
This is the first time that Nordic Milsim has had a need for a Company level command structure. I believe it is my responsibility to set the standard for how this level of communication and unit organization should be approached.
Leadership experience
Have you previously led at company level or equivalent in milsim or real-world contexts? What did you take away from that experience?
I have never led a company sized element in milsim or in real-world contexts. Most of my experience comes from the squad and platoon level. I do have experience in Division level exercises where I would assist in decision making by detailing OPFOR actions and reactions. My main take away from moving from the squad to the platoon level is that it is not all that different. There are typically more administrative responsibilities at higher echelon leadership positions, but if you have faith in your small unit leaders, you can free up time for more thought-out decisions and follow-on tasking.
Section 2 – Leadership & Command Philosophy
Your leadership style
How would you describe your leadership style as a Company Commander?
I’d describe my leadership style as balanced. Especially while working with new people, I try to avoid assuming that everyone can interpret my intent without ample supporting information. Whenever possible, I try to give as much freedom to subordinate leaders as I can. I believe a decentralized command structure allows for more fluid decision making, meaning that my leaders can make sound decisions without having to traverse the entire chain of command. If I am informed, I am happy.
Command intent vs micromanagement
How do you balance giving clear intent while allowing platoon leaders freedom to act?
During the planning phase, it is very important for you to address questions or concerns leaders may have about your plan. Micromanagement creates unnecessary bottlenecking in the execution of orders and is a waste of subordinate leadership potential. I believe in outlining commander’s intent and providing any supporting information that leaders may not be privy to. For any given plan or set of orders that I issue, I try to give the “who, what, when, where, why”, but I believe the platoon staff will have a better idea on the “how”.
Decision-making under pressure
When things go wrong (and they will), how do you prioritize decisions during intense gameplay?
When plans go sideways, I find it best to not immediately dwell on why the plan sideways. Instead, I focus on issuing new directives that can salvage the plan. From a Company Command perspective, I will likely utilize the PACE method that is used for communication redundancy. It is difficult to know the exact enemy situation at the time of issuing orders. Having an established primary, alternative, contingency, and emergency plan that is properly communicated to leaders will enable them to hopefully transition to the most appropriate course of action as their situation changes.
Working with cadres
Nordic Milsim uses an embedded cadre system. How do you plan to work with platoon cadres to maintain player experience and immersion?
I think making regular check-ups through staff channels and conducting in-person visits to the line platoons will provide a good opportunity for players to voice concerns and for me to check the vibe of the platoon I am visiting. We teach our staff to be approachable and to handle players’ concerns professionally. If there is any question on how to address a specific situation, we maintain open staff-only communication channels where all staff present can collaborate and come to a consensus on the best possible resolution.
Section 3 – Company Structure & Gameplay
Managing multiple elements
You’ll command infantry platoons, a logistics/QRF element with vehicles, and a recon unit. How do you see these elements supporting each other?
I plan to utilize these elements as they are doctrinally intended to be used. The infantry platoons will be used to conduct separate platoon level clearing operations to clear as much ground as possible. I will use my logistics/QRF elements to resupply the platoon level elements and augment them as QRF when additional support is requested. I will use the recon element to reduce my own uncertainty during my planning process and to also conduct reconnaissance prior to platoon and company level movements. Separately, I plan to have all unit leaders connected via ATAK and company level radio frequencies.
Logistics and tempo
How important is logistics, resupply, and movement tempo in a Nordic Milsim event like this?
Logistics is about finding a balance between maintaining the flow of the game, simulating real-world logistics tempo, and making sure people feel the limited nature of logistics. The tempo of movement I seek to establish and maintain is one that makes players feel challenged, in some cases exhausted, but given ample time for people to recover in between higher tempo movements.
Recon integration
What role do you expect recon to play in your decision-making and mission planning?
I expect the recon unit to work as an intelligence collections asset. I will utilize them to reduce any uncertainty in the planning process. They can expect to be tasked with collecting information on the enemy’s disposition, enemy’s composition, pathfinding routes between platoon patrol bases, and hasty ambushes when the opportunity surfaces. They should expect to prioritize observation and reconnaissance over direct action.
Section 4 – Immersion & Player Experience
Immersion-first mindset
Nordic Milsim prioritizes realism without breaking immersion. What does “good immersion” mean to you as a commander?
As a commander, good immersion to me means that there is a constant separation between in game decisions and administrative decisions. Anything that needs to be done administratively should be done when only staff are present. Additionally, if players need to be involved in administrative decisions, these can be converted into in-game orders with some creativity. Within the HQ element, it is also important for players to feel like they are a part of a HQ element that is not far removed from the front. Complacency should be kept to a minimum, security positions should be established, and tasking should be provided as often as players can keep up with the operational tempo. The HQ area is not a “safe zone”, so the HQ element should have the potential threats posed by the opposition conveyed to them by leadership.
Player well-being
How do you ensure players stay motivated, included, and engaged throughout a long milsim weekend?
I ensure players stay motivated, included, and engaged by providing a continuous flow of information as the situation develops, regular tasking, and leveraging each platoon based on their capabilities and an operational tempo that is challenging but manageable for them. Downtime is necessary, but too much of it can cause people to get antsy and impatient. As a commander, I will be charged with providing meaningful tasking and keeping a pulse on the general attitude of each unit.
Handling friction
How do you handle misunderstandings, communication breakdowns, or friction within the chain of command during the game?
For Segezha, I am utilizing the PACE method to create a higher level of redundancy within the chain of command. This pre-established communication plan will ensure that staff and leaders will have multiple methods of communication that they can use if/when the primary communication method breaks down. The details of these PACE communication plans will be outlined in each factions’ OPORD.
Section 5 – Nordic Milsim & The Segezha Strike
Expectations for The Segezha Strike
With 170+ paid players and up to 250 expected, what kind of scale and intensity should players prepare for?
Players should expect a rigid command structure with required radio usage and ATAK connectivity for unit leaders, which will help facilitate organization and cohesion among many players. Squad, platoon, and company sized operations will be conducted at a higher-level intensity that first time attendees may not be used to. Our events are not what I would consider to be unrealistically challenging, but we will ask a lot out of our attendees. If you find the tempo under-par, please communicate that with your leadership because there will always be something additional that you can contribute to.
Command culture
What do you expect from platoon leaders and players in terms of discipline, communication, and teamwork?
I expect platoon leaders to take initiative, ownership, and to remain flexible. Players may look to you for motivation, so it is important for you to establish a presence of command and to be in high spirits. If you need help with anything, please be open with your unit’s cadre. Our cadre are taught to be as hands-on or hands-off as our platoon leaders need them to be.
Section 6 – Message to Your Company
To your platoon leaders
What do you expect from your PLs, and how can they best support you as Company CO?
If you have issues or need something, please communicate that with me. I will be providing you tasking. If you feel what I have asked is not feasible, whether it is based on the timeline given or the capabilities of your platoon, please communicate that with me. Our platoon level cadre and I have the tools to help you succeed. Sometimes we will provide them without you asking, in other cases you may need to ask. If there is something further that I can do to make your role easier, just ask.
To the players
What do you want every player under your command to feel when the event ends?
When the event concludes, I want players to feel that they were challenged and that they performed in the role that they signed up for. I want my player-based leaders to feel like they led and for individuals within a squad to feel like they fulfilled their purpose by contributing to their squad’s success.
Final words
Any final message to your company before deployment at The Segezha Strike?
Look out for eachother, take in the players that are filling your squad if you are a team that makes up the majority of a squad, communicate, and be safe. Everyone fights, no one quits.
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