News From The Field: In the Gray-Navigating Security Cooperation from Rabat
Major Claude Betene, U.S. Air Force
Disclaimer: The views expressed in this article are those of the author and do not reflect the official policy or position of the Department of War, the U.S. Air Force, or the U.S. Government.
About two months ago, I sat in a conference room at Royal Moroccan Air Force Headquarters with my boss and the Senior Defense Official/Defense Attaché (SDO/DATT) in Rabat, watching some tough conversations occur on a key fighter jet deal. The bilateral partnership and a critical defense program hung in the balance as technical details became entangled with clashing cultural expectations, communication styles, and institutional processes. My job does not exist in any manual: I am part diplomat, part warrior, operating in the gray spaces where one misstep can derail decades of progress. As a Foreign Area Officer (FAO) and security cooperation officer (SCO) at the U.S. Embassy in Rabat, this is where I operate—between diplomacy and defense, strategy and cultural nuance.
Our U.S. Military Group (formerly called Office of Security Cooperation) manages over 50 active foreign military sales (FMS) cases worth more than $8 billion. From fighter jets and tanks to cybersecurity and space systems, our portfolio is vast. I personally manage Morocco’s F-16 program—Africa Command’s (AFRICOM) largest FMS case—plus cybersecurity, space, and C2 systems. However success comes not from individual expertise; it comes from coordinated effort and an unrelenting focus on the big picture: advancing U.S. interests and building lasting partnerships.
Team Sport, Not Solo Act
I am rarely the subject-matter expert. Cyber, space, engines, C2—these are domains I have had to learn by immersion. This defines the FAO experience: success comes from bridging gaps, connecting the right people, and trusting the expertise around you.
Within our office, we cover for one another and lean into each other’s strengths. I work closely with the Air Force Program Manager to handle air force-related cases, while navy and army teammates provide backup on C2 and land systems. Our Bilateral Affairs Officer coordinates key engagements, and our International Military Education and Training (IMET) Program manager ensures Moroccan officers receive vital training. Beyond our office, the embassy’s reservation team secures lodging for hundreds of incoming U.S. personnel, and the Defense Attaché Office covers events when we cannot. The Foreign Commercial Service and Political-Economic section collaborate with us to strengthen defense-industrial ties.
This interconnected structure makes the mission work. Whether I am coordinating a cyber engagement or facilitating equipment delivery, every success flows from our office teamwork to the embassy country team’s efforts to the overall U.S. Government Integrated Country Strategy.
In the Flow of Security Cooperation
This job flows across tactical, operational, and strategic levels—often in a single day. One morning, I might escort Moroccan officers to a U.S.-sponsored exercise or finalize logistics for an F-100 engine review. That afternoon, I could be working with AFRICOM J6 and Moroccan counterparts on C2 interoperability or advocating for pilot training slots. By evening, I may be drafting policy support documents for Morocco’s space program or preparing talking points for a visiting general officer.
In all of it, my role is connective—aligning moving pieces, translating intent into action, and managing relationships up and down the chain. We even schedule senior engagements around Ramadan, respecting the cultural rhythm of our hosts.
Living with the Weight of the Gray
Operating in the gray means accepting uncertainty and its consequences. A missed deadline or miscommunication can create real damage. When that happens, someone is angry—maybe a partner, maybe a U.S. office. As a FAO, you wear it, learn from it, and keep moving forward.
Some days are especially tough. There are moments when the right solution is clear, but structural limitations slow progress, and we become the face of that delay. Other times, your input helps avert disaster, and you see a breakthrough that traces directly back to relationships you have built. Those wins, though quiet, are deeply rewarding.
The fundamentals still matter: keep your boss informed, be honest about challenges, and over-communicate. Mistakes in this job escalate fast, sometimes to the combatant command level. Having supportive leadership, like I am fortunate to have now, is critical to both resilience and effectiveness.
Adapting Across Cultures and Institutions
This job demands more than technical fluency—it requires emotional intelligence and adaptability across two very different systems: Department of War and Department of State (DoS).
Tempo is one difference. Embassy operations prioritize consensus and methodical progress. I have had to recalibrate my military instincts to align with that rhythm when working on cyber and space projects with DoS colleagues, respecting their regulatory process and timelines.
Decision-making is another contrast. Meetings may occur without immediate outcomes. FAOs must adapt to this rhythm, understanding how decisions evolve within diplomatic channels. That is how we successfully launched our Embassy Space Working Group—a product of patience and alignment across multiple agencies.
The interpersonal side matters, too. Strong personalities, ambiguous processes, and institutional silos are part of the landscape. Sometimes the SCO carries the entire effort, other times the Foreign Service team covers for us. Giving credit generously is key to maintaining trust and collaboration.
Even with partners, cultural nuance is critical. Miscommunications can escalate, especially in tense engagements like FMS program management reviews (PMRs) where delays or cost increases must be explained. We have learned to manage those moments, whether through a well-timed coffee break, breakout sessions, or simply having the right people in the room. These experiences have sharpened my sense of timing, diplomacy, and cultural awareness.
Building Influence, Not Just Capacity
Our work in cyber and space illustrates the unique FAO value. Morocco is modernizing fast, and many U.S. agencies want to help. I have worked to synchronize their efforts so we appear coordinated, not fragmented.
That synchronization matters internally and externally. For instance, under Institute for Security and Governance (ISG) leadership, we resolved a disconnect between two Moroccan cybersecurity entities with differing skill levels. Fragmentation threatened momentum; by aligning efforts, our team helped enable coordinated impact.
The results show. Morocco received its first invitations to both Central Command’s (CENTCOM) annual cyber conference and to participate as an observer in GLOBAL SENTINEL, U.S. Space Command’s premier international security cooperation exercise. These steps enhance interoperability—but more importantly, they ensure the U.S. and Morocco remain strong partners in contested domains, despite competitors’ best efforts.
Supporting Broader Regional Goals
The high-visibility moments—dinners, ceremonies, VIP visits—get attention, but the critical work often happens in mundane settings. I lead program management reviews (PMR) that are emotionally draining, detail-heavy, and logistically complex. But they are essential to keeping programs on track and relationships intact.
Take the recent F-16 sustainment PMR, for example. After years of delays and frustration, it was our first chance in two years to get all stakeholders in one room. The result? Realignment, resolution of outstanding issues, and a renewed commitment to collaboration.
The F-100 Engine PMR brought similar results, helping Morocco streamline repair timelines and restore confidence in a core capability critical to regional defense.
Why This Story Matters
I do not command troops. I do not fly jets or launch satellites. But I help make sure the people who do, have what they need. Our partners trust us enough to call when things go wrong and respond to us when we need them to share the burden.
That is the essence of this work. I do not need to be the expert in the room. I need to connect the experts, guide the dialogue, and build the trust that allows long-term cooperation to flourish.
This is not a spotlight role. It is a foundation role—and that is what makes it powerful.
We FAOs are relationship-builders, integrators, translators. We operate where systems collide and ambiguity rules. When politics shift or communication breaks down, we are the connective tissue that keeps partnerships alive. And in an era of global competition, that role is more vital than ever.
We live in the gray—and that is exactly where we make the biggest difference.
About the Author
Major Claude Betene is an AFRICOM FAO currently assigned to the U.S. Embassy in Rabat, Morocco, where he serves as the F-16 Programs Manager. Major Betene entered the Air Force in 2015 after receiving his direct commission as a Public Health Officer. He earned his Doctorate of Veterinary Medicine and his Master of Veterinary Public Health at the Inter-State of Veterinary Medicine Science of Dakar, respectively in 2006 and 2009. He also holds a Master of Public Health from the University of Minnesota School Of Public Health and a Master of Arts in International Relations from the U.S. Naval Postgraduate School in 2023. He is fluent in French and Ewondo
