If they don't then how do we train Company commanders, CSMs etc... to be able to become future COs and RSMs? They need to get that experience somewhere. It's hard enough as it is to get pers ready for succession now. I can't imagine how we do it without opportunities like those you mention.
Speaking purely hypothetically- what is the actual number of primary reserve company and battalion commanders the Canadian Forces actually need, and what sort of reserve structure would allow this number to be met while reducing overhead?
I would contend that our numbers of battalion and company commanders should be proportionate to our actual ability to force generate troops. Again, hypothetically, why does every single reserve regiment need a battalion command element? If a reserve CBG struggled to force generate a territorial battalion group that is less than three understrengthed companies large, why does that CBG have eight reserve infantry LCols as commanding officers?
I know this all ends up inevitably leading back to a conversation about the flaws of the regimental structure as applied to the reserves, etc etc. There are many arguments in both directions. But I would like to see someone justify the institutional NEED (as opposed to want) to have as many 'battalion commanders' and 'company commanders' we have, notwithstanding the actual sizes of the organizations they command.
I'm not foolish enough to believe that an organization as geographically dispersed as the PRes could be effective commanded as efficiently with a command team as slim as that of a regular battalion. But I definitely also don't think that our numbers of senior officers and senior NCOs realistically reflect the need for same.