The career paths of Navy officers leave little opportunity for developing depth in an area of expertise outside of what, for most, is their career long officer designator code. This is especially true for unrestricted line officers. Yet these officers are called on at the pinnacle of their careers as flag officers to lead and manage large Navy enterprises, such as the Naval Sea Systems Command, which engineers, builds, and supports the Navy's ships and combat systems, has nearly 37,000 personnel, and alone accounts for almost a fifth of the entire Navy budget. Former Chief of Naval Operations, Admiral Vernon E. Clark, recognized that the Navy might not be developing the business acumen in its military personnel that is needed to command such organizations and established the position of Executive Learning Officer to address this concern.