Over the last 16 years the Army Reserve has cemented its role as an operational force, required by the Army to meet the wartime mission. However, as the pace of mobilizations and deployments slows, the Army Reserve must overcome several challenges to remain an operational force. Mobilizations enabled Soldiers and units to achieve readiness standards, while deployments gave Soldiers the real world experience. Now, the Army Reserve is at a crossroads. In order to stay relevant in today's complex environment, they must veer off their current course and move rapidly down a new road in order to change the culture of the organization. The forcing function for this cultural change is an Annual Deployment model that establishes a sense of urgency, maintains experience levels, and holds leaders at every level accountable for results. However, cultural change does not come easily. Training management must be placed center stage to remove training distractions and focus on Soldier readiness, unit readiness, and operational experience. Cultural change requires building a coalition of key players, each passionate about obtaining the goal. First Army, 84th Training Division, and the Operational and Functional Commands are these key players. As the U.S. Army Reserve Command (USARC) welcomes a new commander, Lieutenant General Charles D. Luckey, now is the time for this change. In fact, he is already communicating his vision of the Army Reserve. He is working to re-brand the Army Reserve as an operationally ready force that is on the Road to Awesomeness.