Sabre, that was the kind of info I was looking for. However, since we are so rarely up to full strength, I am interested in a company design of just (and it's close) under 200, with the four platoons being approximately 45, with their medic and FO. I wonder what things can be done to bring larger organizations to have a closer feel of community. Obviously, training hard together and having competitive sports outside of training will help bond a military organization. But would it suffice for a company that is that robust? I had a tank platoon attached to a Marine infantry battalion in Ramadi, and the weapons company was right at the 200-man mark, and seemed to have good cohesion.

I understand the desire to have more platoons, but that requires more officers and more NCOs and ends up with less Soldiers. There is a fine line out there somewhere between what the average new LT can control and what will overwhelm him. However, with fewer leaders, I see the ability to be more selective in our leaders.

Ken, you have to remember, there is always room for 'one more' in a Bradley, especially when going back to base. (I have personally been in the back with 10 not-so-small infantrymen, while towing a disabled Bradley) Being fat on personnel, to me, is never an issue, and I definitely disagree with you on that point. Being short of troops requires me to go to the boss, lay out my whole troop-to-task, and explain that while I CAN do his latest mission, this is what will suffer or not get done.

Note: as a tanker, I have had to deal with the 63-man company, plus attachments and maintenance and been tasked like an infantry company. I was substantially plussed up in Iraq, and didn't have major difficulties accomplishing my missions. However, it made me very partial to more robust organizations. The problem with the tank company is the size of the platoons, though. While they are effective on a tank, they don't offer much for the PL to maneuver with and do not work well off of the tank.

Tankersteve