About MIU
MIU leverages existing Marine talent to win battles. The world's most powerful weapon is still the human mind. Our thinkers, innovators, and improvisers will prove decisive during future conflicts.
MIU serves as an in-demand, force multiplying, supporting entity to Total Force goals with exponential emphasis on capabilities that transition in a timely manner focused on outcomes.
MIU partners with Combat Development & Integration and Marine Corps Warfighting Laboratory to support the Secretary of the Navy, Commandant of the Marine Corps, and Major Subordinate Commanders.
Headquartered in New York, MIU is an all-volunteer team from diverse backgrounds working in advanced technology, academia, and makerspaces. Each unit member is team-oriented and strives to modernize the Marine Corps by advancing the unit's objectives and key results. MIU operates globally to provide the Active Component with the untouched talent pool of Reserve Component Marine experience across startups, venture investing, or management consulting in addition to special expertise in emerging “dual-use” technologies
Mission Statement
MIU leverages existing Marine talent to:
1. Accelerate the adoption of advanced capabilities.
2. Transform Naval Service capacity for technology employment.
3. Retain and invest in Total Force human capital.
Advanced Capabilities Branch (ACB):
The ACB is organized into multiple sections to match unique skillsets to Active Component gaps: Consulting and Strategy section will operate adjacent to the Wargaming, Experimentation, and Prototyping section alongside the Acquisitions Section to lead problem-solving engagements for strategically important Marine Corps challenges across the Total Force. The ACB sets itself apart from the other branches by housing the high demand, low density skillsets of reserve Marines that have networks and expertise in the areas focused on operational improvement, whether it is through business processes; modeling, simulation, and prototyping; or the act of acquiring key technologies and capabilities to enhance the efficiency of each supported entity.
Defense Engagement Branch (DEB):
The DEB supports our Active Component customers in applying technology solutions to solve Marine Corps problems. The team brings diverse expertise and additional capacity to support our customers in building impactful relationships within the vast US Government innovation ecosystem and accelerate capability development by identifying existing and emerging efforts across the DoD and applying them to Marine Corps Force Design problems. DEB also employs a select number of mobilized reservists as Liaison Officers (LNOs), throughout the government science and technology (S&T) ecosystem.
Liaison Officers: The Mission of the Marine Corps Warfighting Lab’s (MCWL) MIU LNOs is to accelerate capability development by identifying existing and emerging efforts across the USG and applying them to Marine Corps Force Design problems. These MIU Marines fill roles at USG and DoD S&T organizations on behalf of MCWL in support of Marine Corps equities. LNO Representation at these key organizations ensured oversight of transitioning projects, consideration of USMC equities and capabilities in joint programs, guiding acquisition endeavors across the “valley of death”, and searching for and finding projects and technologies of interest for transition to the Total Force.
Technology Branch (TB):
The Marines in the TB are technical experts with high demand, low density skillsets that can be used to accelerate Force Design. These Marines possess the knowledge, skills, experiences, and networks not commonly found within the Active Component in terms of technological advancements within the civilian sector. They maintain a high situational awareness and proficiency in technological and commercial advancements (e.g., innovative breakthroughs, funding, mergers and acquisitions, industry news, etc.) and can facilitate outreach to key players on behalf of the supported unit. Marines within the Technology Branch can act as third party technical advisers to units and evaluate capabilities that either already exist within the DoD or commercial technologies that have not yet been fielded but can meet the requirements from requesting units.
Headquarters Branch:
The headquarters branch is a comprised of both Active and Reserve Marines as well as Navy personnel to provide necessary administrative support to the other branches. The headquarters branch oversees recruiting, hiring, and training MIU Marines; ensures unit readiness; and is responsible for providing the necessary support for Marines on engagements.
Talent Management (TM) Section: The TM Section helps MIU to identify, hire, and train highly talented Reserve Marines to accelerate the capability development process for the Marine Corps. TM supports Service Level Talent Management initiatives. The MIU TM section innovates processes to identify, recruit, screen, and efficiently onboard talented Marines to the MIU and share best practices with the Total Force.
Site Support Staff: The MIU support staff enables MIU to effectively accomplish its mission. This is achieved by taking an innovative approach to traditional staff functions and processes. The objective is to maximize impact by gaining efficiency and minimizing administrative burden. It is composed of active component, active reserve, and SMCR Marines.
To engage with one of our Branches, please contact us at miu_engagement@usmc.mil
joining the MIU
MIU Marines serve in a unique, elastic, and non-traditional manner. Like all members of the Marine Corps Reserve, they are expected to clearly communicate their capacity to serve and meet Marine Corps readiness requirements; doing so allows MIU to provide support to the Total Force with certainty and effectiveness. A Marine’s continued affiliation with MIU is directly related to that Marine’s responsiveness and contributions via unique remote-work arrangements.
Prior to applying to the MIU, Marines should carefully assess if they are able to meaningfully commit to service with the unit, bearing in mind the following requirements.
1. Culture: MIU Marines are expected to maintain the highest standards of conduct, ethical behavior, fitness, and appearance while demonstrating professional growth in ways beneficial to the Marine Corps. Marine Innovators will demonstrate competency in terms of time and resource- management, technical knowledge, and practical skills to fulfill responsibilities and requirements for both general SMCR administrative requirements and MIU engagements.
2. Communication: Marines will maintain communication with MIU on a weekly basis, at minimum. The frequency of these communications will necessarily increase when supporting an engagement, and can be conducted via MCEN email, Microsoft Teams, Microsoft SharePoint, MIU Surveys, and MatterMost.
3. Readiness: Marines will maintain their Common Access Card (CAC) and Government Travel Charge Card (GTCC), scheduling renewals as required. Marines will complete annual training requirements, to include medical readiness, within specified timelines. Marines are additionally expected to attend mandatory in-person training events, and no less than nine of twelve monthly, one-hour remote all-hands meetings.
4. Tour Length: MIU Marines are expected to serve for a minimum of two years and a maximum of three years. This tour length allows Marines to fully experience, understand and effectively contribute their talents and professional experience to the mission of the unit. Extensions beyond three years are considered at the Commanding Officer’s discretion.
5. Drill and Orders Requests: Dissimilar to a traditional SMCR unit, MIU Marine Innovators do not have a fixed IDT schedule. IDT drill periods are assigned and managed through a unique MIU internal operational process. Drill and Orders requests are screened and approved by section heads and are ultimately approved by the MIU Operations section.
MIU manages hiring and onboarding for new MIU Marines on a rolling basis, based on available billets and required skillsets. Hiring and onboarding is currently closed for the remainder of FY25, and will reopen in FY26.