It’s been nearly three years since I officially ended my Active Duty service. The first six months of my transition were rough. After speaking to a lot of fellow former service members, I realize that my experience is not an outlier, but rather, it’s the norm.
Hardest part about the military… logging into sites that don’t take a CAC card.
In the Marine Corps, I was trained to deal with all sorts of tactical stresses. But civilian stresses? Not so much. When it came to work, insurance, or liberty, I could blame Uncle Sam for everything:
“Sorry, can’t make that baptism/wedding/ graduation/ (insert family event here). I have to move to Japan for work.”
“Yeah, the healthcare system is fugged; I’m on Tricare though, watch anything good on Netflix lately?”
“I put my name on a list to live off base, but if it doesn’t work out, we’ll just be put in the tower, end of story.”
“I PCS in June. I’ll either go to Camp LeJeune or get sucked into the vortex that is the Pentagon. Not much I can do.”
In the military, every moment of my life was planned out for me, until suddenly… it wasn’t. When I “got out,” all I had was choice, and I didn’t always make the right ones. In fact, it sometimes seemed like there were no right choices–just varying degrees of wrong.
There wasn’t a big picture for me anymore.
(U.S. Marine Corps photo by Sgt. Robert Knapp/Released)
I lost my sense of purpose.
I was actually embarrassed about these realizations for a long time. I was a Marine Corps Officer. I did alpha stuff for a living. There are literally thousands of movies made about my old job.
How could I fess up to being lost and stressed? It felt like I would be admitting defeat to an enemy that hundreds of millions of Americans deal with every single day. That’s not very alpha.
On top of the stress and state of general lostness, my sense of purpose was gone. I felt that my time in uniform had been helping the greater cause. I was helping people. At the very least, I was impacting my Marines’ lives and helping them become better every day.
It’s a lot harder to become excited about sending emails and filing TPS reports in the civilian world when it seems that the only people that are being helped are the company owners or stockholders. That’s not really a mission statement I can get behind.
I had spent the most testosterone-packed years of my life under the government’s thumb. I signed up at 17. For a decade, I was expected to be: sober, on time, awake at 0600, on-call 24/7, and never take more than 96 hours of liberty/leave.
As soon as I was let off the leash, I had some catching up to do. I slept when the sun was up and spent all night howling at the moon for months. It took a toll on my body; I gained weight, I lost energy, and I got sick a lot.
My cornerstone was gone.
(U.S. Marine Corps photo by Lance Cpl. Drake Nickels)
Worst of all, I stopped training.
Staying up late and spending all day stressing about “coulda, shoulda, wouldas” made me lose sight of the one thing I actually had control over. Me. More specifically, my training and diet.
This was the hardest-hitting of all my issues because it made everything else worse. It’s a lot harder to stay healthy if all you’re putting into your body is junk food and not moving.
Exercise is a natural stress reliever. Without it, I was living in a state of chronic stress.
I had the all too common reaction to physical training that I’ve seen dozens of times first hand. No more PFT…no more PT for me. The overwhelming majority of us do it. It’s like the military induces some traumatic memory of what exercise is supposed to make us feel like as well as how much we should hate ourselves for not working out.
It becomes a physical punishment when we train and a mental punishment when we don’t train.
Recognizing that it doesn’t have to be either one of those punishments was the key to me getting back in the gym.
I knew I had to make changes. I wasn’t in the position to come up with some grand overarching ethos that would cure all my woes. I needed something simple.
I started by making my training mandatory. I knew it made me feel better. Having stress hormones pumping through my veins 24/7 was the literal reason I felt like I was failing. Training hard helps relieve some of that cortisol and frees up the body to actually repair itself. That was the state I needed to get into regularly if I ever wanted to think clearly enough to actually turn my business into a success.
I started losing some of the extra fat I had put on, I got stronger, my performance increased, but the most important benefit of training hard was that I didn’t hate myself anymore.
My military service was a high-point in my life, but it isn’t the summit I need to plant my flag on. That’s much higher, and I have a lot more work to do. I was great then, but I’m greater every day that I decide to train and sink my teeth into another bite-sized piece of life.
The Marine Corps made it easy to feel like I was part of something bigger and helping people. Military service isn’t the only option in life to help other people though. By taking care of myself first, getting my training in line, and staying healthy, I’m able to take all the skills and discipline I gained from my service and directly apply them to my current mission.
I know that objectively my life looked fine, but internally, I felt like I was crumbling. Plenty of us live our whole lives with that feeling. I’m lucky that I managed to shift my perception after only six months of the vicious cycle.
Maybe it took you years.
Maybe you’re still in it.
Maybe you never served in the military, but you experienced a different transition that made you feel helpless, alone, and chronically stressed.
It doesn’t matter. Our perception is our reality. If your reality isn’t great, the only thing you can do is change your perception.
The best perception shifter I know of is…training hard.
If you aren’t training, start training.
If this resonates with you at all, I’d love to hear your story no matter what stage of the process you’re currently in. This link will take you to a survey that will allow you to do just that.
A World War II veteran who served with the U.S. Army’s 1st Infantry Division in multiple campaigns, including Normandy where he landed on Omaha Beach with the second wave of troops on D-Day, was awarded the French Legion of Honor.
Edward H. “Ed” Morrissette, age 96, was presented the award by France’s Consul General from Chicago, Guillaume Lacroix, during a special ceremony Oct. 30, 2019, at the Omaha Army Reserve Center, surrounded by dozens of family, fellow veterans and distinguished guests.
“It means a lot to be here in Omaha, Nebraska, with you 75 years after you landed on Omaha Beach,” Lacroix said. “Our gratitude, sir, is forever because you changed the destiny of France and the destiny of Europe forever.”
Hon. Guillaume Lacroix, Consul General of France in Chicago, shakes the hand of WWII veteran Edward Morrissette after presenting him the French Legion of Honor medal Oct. 30, 2019, at the Omaha Army Reserve Center.
(Photo by Maj. Scott Ingalsbe)
The medal pinned on his jacket, Morrissette walked slowly to the lectern, thanked everyone, and said he accepted the award for others who served and many who never returned home.
“I don’t know that I particularly deserved it, but I know that the men and women of the First Division that landed in Europe deserve it, especially those that are not back with us now,” Morrissette said. “I had some friends that didn’t make it off of that shore, and I miss them terribly. But I want to say one thing: I’m glad that we helped France… got them out from under the heels of Nazi boots.”
WWII veteran Edward Morrissette shares thoughts with the audience after receiving the French Legion of Honor in a special ceremony Oct. 30, 2019, at the Omaha Army Reserve Center.
(Photo by Maj. Scott Ingalsbe)
On June 6, 1944, Morrissette was a squad leader in charge of machine gun crews with the 16th Infantry Regiment headquarters. It was his third beach landing, having already landed and fought in North Africa and Sicily.
Speaking with reporters after the award ceremony, he shared a story of what happened as he and his men jumped out of the landing craft just short of French soil.
A photo of Edward Morrissette is displayed at a ceremony in which he was presented the French Legion of Honor Oct. 30, 2019, at the Omaha Army Reserve Center.
(US Army photo)
“It was difficult for our boat to get into shore, and when it did we jumped out into water up to our chest,” Morrissette said. He and another soldier were carrying a roll of telephone wire above their heads, in addition to their rifles, and as they realized the roll of wire was drawing the aim of enemy gunners they decided to jettison the extra load.
“If they need to communicate, I guess they’ll just have to holler,” Morrissette said, holding his arms above his head and reenacting the struggle to get ashore.
WWII veteran Edward Morrissette tells a story of jumping out of landing craft into chest deep water off Omaha Beach while carrying a rifle and a roll of telephone wire above his head, speaking to reporters Oct. 30, 2019, at the Omaha Army Reserve Center.
(Photo by Maj. Scott Ingalsbe)
On the beach he found cover behind a concrete block, and eventually crawled the rest of the way to higher ground.
By the time Germany surrendered in May 1945, Morrissette and the Big Red One fought their way through Northern France, the Ardennes, and were headed to Prague.
“This country should be proud of our soldiers,” he said. “They are remarkable people, and they can do remarkable things.”
Nebraska Army National Guard Soldiers from the 1st Infantry Division’s Main Command Post – Operational Detachment gather for a photo with Big Red One WWII veteran Edward Morrissette after he received the French Legion of Honor in a special ceremony Oct. 30, 2019, at the Omaha Army Reserve Center.
(US Army photo)
Morrissette was nominated for France’s Legion of Honor by his family. Although the number of medals awarded each year is limited, most American veterans of World War I and II can be inducted. Past American recipients include Gen. Dwight Eisenhower, Gen. Douglas MacArthur and Adm. Michael Mullen.
When you think about the Halo series of video games, you probably reminisce about a great story, an excellent multiplayer experience, and a slew of badass weaponry that makes us yearn for the future. If you’ve played even a single story mission, then you know about the Spartans: highly trained, augmented super soldiers designed to withstand any condition and defeat any enemy. In theory, it sounds pretty cool to be a Spartan. In reality, however, it’d suck. Majorly.
In the world of Halo, the SPARTAN-II program started as a way to combat insurrectionists and later became a way to stem the advance of the alien empire known as The Covenant. The goal was to pair advanced exoskeleton technology with a mechanically and biologically enhanced soldier.
But the process of creating a Spartan, were it to happen in real life, would be brutal, unethical, and extremely controversial. Here’s what a to-be Spartan would experience:
Still, the procedure was pretty unethical…
Candidates, typically between the ages of 5 and 6, are kidnapped by Office of Naval Intelligence recruiters. These candidates are then flash cloned and the copy is sent home. Unfortunately, because the science behind flash cloning wasn’t totally sound, these clones would often die a week or two later, leaving parents mystified and grief-stricken.
How did ONI find candidates? Well, they gathered genetic information during a vaccination program. But if you’re thinking that’s just another reason not to vaccinate your children, just remember that this is what they got in exchange:
It might’ve hurt like a b*tch, but Spartans were nearly unbreakable. Fair trade?
(U.S. Marine Corps photo by Cpl. Janessa Pon)
The first step in enhancing candidates is grafting materials onto bones to increase their strength. The goal is to make the bones of the candidates nearly indestructible, but those who undergo the process say it feels like their bones are all being broken.
The worst part is that this process only covers about 13% of the skeletal system so… maybe they could have just had some milk instead? Or maybe some grape juice?
This is nothing for a Spartan.
(U.S. Marine Corps photo by Lance Cpl. Darhonda V. Hall)
It’s safe to say that casually flipping over a Scorpion tank requires some insane strength. So, as part of the SPARTAN-II program, all sorts of proteins are injected into candidates’ muscles. Sounds cool, right?
It might… until you hear that it feels like napalm is coursing through your skin and your veins are being ripped out of your body.
You have to be a little crazy to try and become a SEAL, but at least it’s your choice.
(U.S. Navy photo by Petty Officer 2nd Class Eric S. Logsdon)
The attrition rate for real-life special operations units is ridiculously high. Many don’t make the cut and, if you don’t, you’re out — but at least you’re not dead.
In the SPARTAN-II program, candidates that survived the augmentation process often died from physical side effects. Out of the 150 children that started out in the program, only 33 made it all the way through to the end, becoming the super soldiers who would go on to kick some serious alien hide.
‘Tis the season for yuletide carols, family, gifts, entirely too much food, and, of course, some much-needed downtime. Somewhere between “I swear to defend….” and getting that sacred DD-214, many of us developed quite the affinity for film and television.
So, it’s only natural that we spend our downtime getting together on the nostalgia train to binge watch a few of our favorites. Christmas might be over, but there’s still time to enjoy these must-see holiday films. So, grab your spiked eggnog, a warm blanket, and snuggle up for a day’s worth of cinema magic as you pretend the break isn’t rapidly coming to an end.
Tim Allen is comedic greatness in this role.
(Walt Disney Pictures)
‘The Santa Clause’
The greatness of this film lies in two words: Tim Allen. His comedic timing is great here, and it really serves the premise of the movie: a dad kills Santa Claus and is forced to become Santa himself.
I mean, it’s a completely impossible narrative (Santa Claus is immortal, duh), but it’s fun all the way through.
This one is for all the dads
(20th Century Fox)
‘Jingle All The Way’
This one’s another movie about a dad and holiday hijinks. Arnold Schwarzenegger is on the search for a near-impossible-to-find toy in a quest to buy the affections of his son. In a lot of ways, this movie from the ’90’s has proven to be prophetic for its time. Much of the shenanigans that Schwarzenegger’s character experiences have become the standard holiday shopping experience.
No holiday season is complete without Kevin.
(20th Century Fox)
By now, you’ve probably noticed that parental neglect and aloofness is a bit of theme among the items on this list — but Home Alone cranks it up to full blast.
Kevin McCallister, as played by the immortal Macaulay Culkin, became the iconic ’90s smartass that indirectly shaped a generation. In the film, Kevin proves to be more than capable when he defends his family home against would-be invaders using nothing but wit and a closet full of toys.
It’s sheer conjecture, but we’re sure Kevin McCallister grew up and served — that resourcefulness says “veteran.”
Yippee ki yay, MF.
John. Mc. Clane.
Die Hard is definitely the most non-holiday movie on this list but, make no mistake, it is absolutely a holiday flick! It’s got a Christmas tree and a happy, warm and fuzzy ending.
Close enough for me!
It is, literally, a Christmas story.
‘A Christmas Story’
“You’ll shoot your eye out!”
It’s one of the most iconic lines in cinema history, but it’s not even the best in the film. A Christmas Story is brilliantly written, fantastically acted, and features some of the best narration in film.
This one is to be viewed, preferably, on Christmas Day, but as long as there’s snow on the ground, it’s still good.
The 2019 “Hellboy” remake has been panned by critics and declared a flop at the U.S. box office. In Russia, however, it’s provoking very different headlines.
Following its April 11, 2019 release in the country, attention has focused on a scene in which the red chain-smoking half-demon meets Baba-yaga, a haggard witch who has a thing for crawling backward like a spider.
“I recall you tried to raise Stalin’s ghost from a necropolis,” Hellboy tells her in the original English-language version of the film.
But in the Russian version, reference to the Soviet dictator who oversaw the mass execution of his compatriots and sent millions to the gulag has apparently been scrapped. Instead, it’s Adolf Hitler whom Hellboy cites.
The script adjustment was reported on April 16, 2019, by the independent TV channel Dozhd, which compared the film’s original version to the dubbed Russian-language release.
Hellboy (2019 Movie) Official Trailer “Smash Things” – David Harbour, Milla Jovovich, Ian McShane
Twitter users who saw the film in cinemas noted another curious detail: subtitled versions of the original had the word “Hitler” bleeped out, as well as a single curse-word in a film full of them. The subtitles, however, retained mention of the Nazi leader.
It may not be an isolated case.
According to the Russian film-review site Kinopoisk, MEGOGO Distribution, the company overseeing the “Hellboy” Russian release, has previously changed details in American films.
In the Russian version of the 2017 action thriller “The Hitman’s Bodyguard,” Kinopoisk reported, Gary Oldman’s character is no longer from Belarus, but Bosnia-Herzegovina.
“Hellboy” is also not the first popular comic-book hero whose franchise has had to fall in line with Russian censors.
On Jan. 9, 2019, the Russian comic-book publisher Komilfo said that it had removed an entire chapter from its Russian-language version of “Deadpool Max” because Russia’s consumer-protection agency concluded that it promotes extremism.
“In Russian legal terms even satire can be treated as propaganda,” Komilfo director Mikhail Bogdanov told RFE/RL at the time. “In our country there are certain legal lines that you can’t cross.”
MEGOGO Distribution did not immediately respond to a request for comment on the “Hellboy” release.
An Israeli company unveiled its next-generation digital rifle sight, designed to work more like a smartphone than a high-powered hunting scope, at SHOT Show 2019.
Sensight US Inc., a subsidiary of Sensight Ltd. in Israel, showed off its new smart scope, which features a wide viewscreen, touch-screen operation and a 1.3-20x zoom capability, according to Hanan Schaap, chief executive officer of Sensight Ltd.
“It’s a very sophisticated system,” Schaap said, but added, “If you know how to work with a smartphone, you can work with this. It’s that simple.”
The sight features dual cameras that operate at 1080p at 60fps and can record and stream to iOS and Android systems, he said.
With the swipe of a finger, the shooter can zoom out 3x, 5x, 8x, 12x, 16x and 20x. Range adjustments and reticle type can also be selected with a simple touch.
“You can choose different reticles. … I can choose different colors, different shapes — an endless variety of reticles,” Schaap said.
The new sight has a ballistic calculator, 3D gyroscope and GPS.
The sight is also “suitable for any light condition,” Schaap said, first describing the low-light mode that “gives you an extra 20-to-25 minutes at dusk.”
“When you go to full darkness, you can remove the [infrared] filter so you can work with an IR illuminator to see in full darkness,” he said.
The main battery powers the sight for eight hours, but there is also an external powerpack that snaps on for an additional 12 hours of operation.
The first generation of the new sight is scheduled to be ready sometime in April or May 2019 for the “low price” of about id=”listicle-2627543725″,000, Schaap said, adding that future generations will get more sophisticated.
“In the first generation, we want to make it simple enough for people to use,” he said.
For now, the sight will be geared toward calibers such as .308, .300 Win. Mag., and .338 magnum, Schaap said.
As high-tech as the new sight is, Sensight is not marketing it for military use.
“We are looking at recreational shooters in general; we are not aiming now for military,” Schaap said. “The sight is a tool, an instrument that will help hunters and target shooters enjoy their shooting experience more.”
This article originally appeared on Military.com. Follow @militarydotcom on Twitter.
Stephen Funk grew up with a lot of speaking problems. For a long time, he was actually mute. He would be able to speak again one day, however, in a voice that would stand out because it belonged to a United States Marine.
Funk enlisted in the Marines at age 19, right after high school and the attacks of 9-11, to go to Afghanistan. His father served, so did his grandfather. In boot camp, he qualified as an expert rifleman, but something about it bothered him. When his instructor told him he wouldn’t shoot as well in combat, Funk told the instructor he was right, because he thought killing was wrong.
“Throughout the training, all the conditioning is trying to make you think its okay to kill and go to war,” Funk says. “But the whole time it felt wrong to me. At the end of it, I ended up not wanting to go anywhere to fight at all. I didn’t want to be a part of it.” Funk would soon gain international notoriety for becoming the first U.S. troop to refuse to fight in the Iraq War.
“I didn’t really expect it to be a big deal,” he recalls. “I could have easily gotten out under Don’t Ask, Don’t Tell. I am gay and they could have discharged me without the hassle. But I had this moral awakening about my service. I didn’t feel that it was right to get out under DADT, which I didn’t believe in either.”
He applied for conscientious objector status. There were many other conscientious objectors Funk knew of, but none served time in jail. Funk was sentenced to six months confinement (he served five), a demotion to E-1, forfeiture of pay, a fine, and a bad conduct discharge. The crime: Unauthorized Absence.
“Unauthorized Absence is really common,” Funk explains. “Anytime you’re not where you’re supposed to be, that’s unauthorized absence. As a reservist, if you miss a weekend, that’s unauthorized absence, but they’re not going to put you in the brig for that. They might make you come in on an off-weekend to make up for it, but they’re not gonna send you to jail.”
Funk felt the level of punishment didn’t fit the crime. He felt the Corps was making an example of him. The 27 other conscientious objectors with Funk who applied (16 were granted CO status). The Marines’ stance was the other objectors avoided prosecution because they reported for duty on time.
More than a decade later, Funk remembers being surprised about the public response to his story.
“I figured it would be a more local story in the U.S.,” Funk says. “I remember thinking how weird it felt on both sides. I was mischaracterized by both sides. I was vilified by people on one side, which I thought was unfair. By other side I was lionized, and all of a sudden I had to represent all the antiwar veterans and that didn’t seem right either. I felt it was covered a lot more fairly in international media, especially in the UK and Japan. But the coverage led to me being punished more than I might have been. If I had left under DADT there would have been no repercussions, but I felt the punishment was harsher since I had a more public stance.”
People still remember Stephen Funk. Every once in a while, someone looks him up and reaches out. After 13 years, many wonder if he would do it all over again.
“If placed in the same position, I probably wouldn’t join in the first place,” Funk says. “But I had a lot of great experiences afterward and I did get to meet a lot of veterans with all sorts of different backgrounds who I never would have had the chance to meet.”
Funk just graduated from Stanford with a degree in International Relations. He spent much of his school years founding and working with Veteran Artists, helping veterans through creative arts.
“I don’t want to distance myself from everything veteran related,” he says. “because this was still a big part of my life. So I helped veterans express themselves through art, no matter what their views were.”
Gen. Arnold W. Bunch Jr. is the commander of Air Force Materiel Command, headquartered at Wright-Patterson Air Force Base, Ohio. He handles installation and mission support, discovery and development, test and evaluation, life cycle management services and sustainment of every major Air Force weapon system. The command employs approximately 80,000 people and manages $60 billion of budget authority.
AFMC delivers war-winning expeditionary capabilities to the warfighter through development and transition of technology, professional acquisition management, exacting test and evaluation and world-class sustainment of all Air Force weapon systems.
There are eight AFMC host bases: Arnold AFB, Tennessee; Edwards AFB, California; Eglin AFB, Florida; Hanscom AFB, Massachusetts; Hill AFB, Utah; Robins AFB, Georgia; Tinker AFB, Oklahoma and Wright-Patterson AFB, Ohio. In addition, the command operates associate units on several non-AFMC bases.
During an interview with Airman magazine, Bunch discussed AFMC’s mission and responsibilities and the roles of science, technology and innovation in increasing Air Force readiness.
Airman magazine: Air Force Materiel Command is a large and diverse command which a lot of Airmen may not understand. Can you talk about the mission of the command?
Gen. Bunch: I would say we are the most diverse (major command) that there is in the Air Force. When you consider the demographics, we are very diverse. AFMC has huge mission diversity as well. What I want to tell the Airmen is, we touch everything that they touch on a day-to-day basis. When a system comes into the Air Force, we do a lot of the (science and technology) research upfront and early. That work is done through the research lab. We do a lot of the acquisition planning either through the Nuclear Weapons Center or through the Life Cycle Management Center and that starts the acquisition process. We test systems and we do all the activities to get it into the Air Force. Then we sustain the system for the long term through the sustainment center, all the way to the point that we get rid of it or retire it and put it at (Aerospace Maintenance and Regeneration Group) in some cases.
So, from the beginning all the way to the end of any system we have within the Air Force, AFMC plays a key role. Underlying all that and at the foundation is the work the Air Force Installation and Mission Support Center.
The AFIMSC takes care of all facilities modernization and restoration. They also take care of contracting, security forces, housing privatization, dormitories and military construction. They take care of these things on our installations day-to-day to make sure that our facilities are up to date so that we can project power anywhere in the world.
So our mission diversity ranges from every mission system across the Air Force that we create, develop, test and maintain from the very beginning of the program all the way to the very end of a program’s life to support for the nuclear enterprise, and installation and mission support.. AFMC is involved in all of it, so it’s a very diverse mission.
Gen. Arnold Bunch Jr., Commander, Air Force Materiel Command, talks with members of the 412th Medical Group during his visit to Edwards Air Force Base, California, Oct. 18.
(U.S. Air Force photo by Giancarlo Casem)
Airman magazine: You talk about the importance of AFMC people. What is AFMC doing to attract top talent, develop and keep the workforce?
Gen. Bunch: Our Airmen, and when I use Airmen, I’m talking about military and civilian. I don’t distinguish within this command. We, more than any other command with (more than) 60,000 civilians, we are Airmen all focused on the Air Force mission. They are our most valuable resource and they are what make this organization tick. They’re the ones that get it done every day and execute their wartime mission each day.
We are trying to speed up the process of bringing the right people in and who we can recruit. We’ve actually taken some steps to speed that process up, to make it go quicker. We’re also doing some unique things where we’re doing job fairs to try to get at the right people. We’re using acquisition workforce development funds to pay off student loans to attract high quality, high caliber people in the skill sets we need. And what I’ve asked the team to start looking at is how do we communicate this so that we can keep people?
We had a lady who worked in the Air Force Test Center in May who retired after 68 years of service. We have 21 or 22 year-old young men and women coming in and I’ve got folks that have worked in the organization for 68 years. How you communicate across that diverse spectrum and how you motivate them all to keep going forward and how do you reward and award. Those are the things that we’re asking our people to take a look at and to help us drive our retention numbers the way we need them to go.
Since October of last year, we’ve seen about an 11% drop in the time to hire civilians. We’re not where we want to be, we’ve got to get better, but it’s a step in the right direction and something that I feel comfortable saying to the workforce. We know we’ve got to do better and we’re working at it.
Congress has been very helpful by giving us some additional authorities and we’re utilizing those authorities to try to go faster.
Air Force Chief of Staff Gen. David L. Goldfein congratulates Gen. Arnold W. Bunch, Jr. after assuming command of Air Force Materiel Command commander, shake hands during an assumption of command ceremony inside the National Museum of the United States Air Force, Wright-Patterson Air Force Base, Ohio, May 31, 2019.
(U.S. Air Force photo by Wesley Farnsworth)
Airman magazine: The (Former Secretary of the Air Force Heather Wilson) and Air Force Chief of Staff Gen. David Goldfein) have called out the “Air Force We Need.” Can you please describe the “AFMC We Need” initiative? What are some focus areas and objectives?
Gen. Bunch: We have the National Defense Strategy that came out that everyone’s focused on and (the Air Force) came out with the “Air Force We Need.” When I came into the job, what I wanted to do was define what do we, as AFMC, need to be to support the National Defense Strategy and to support where the chief and secretary want to go with the “Air Force We Need.”
I didn’t have any preconceived ideas of what we wanted it to be. I wanted to tap into our most valuable resource, our Airmen. They’re the ones that are executing the mission each day. So we wanted to, as Gen. Goldfein says, “squint with our ears” and listen to our men and women about what’s impeding their ability to get the mission done and what do they think it means to speed things up, go at the speed of relevance. So, we formed a team. We sent them out. They did a lot of surveys. We got a lot of results back in and a lot of great ideas that we’re now trying to review and see how we want to implement the suggestions or what we can put in place to move forward.
One of the books I’ve read about leadership is “Primal Leadership.” In the book there is a quote about, “None of us is as smart as all of us.” So, what I wanted to do was capture the essence of what the men and women believe in the organization and then glean through those comments to figure out what we need to get after. So we’re excited about going forward.
Airman magazine: The “AFMC We Need” addressed broad areas across the command. What are some of the challenges identified?
Gen. Bunch: We did do some external interviews and I would say they’re kind of consistent. One of the things is we’ve got to do a better job of communicating our impact and what our mission is. Some of our folks didn’t understand what we do, internally and externally, so we’ve got to do a better job at communicating some of that. A couple other challenges identified were facilities, infrastructure and information technology.
We’re telling people they’re coming to work in this remarkable organization, but they’re having tremendous impacts on a day-to-day basis with how our information technology systems work and it’s causing limitations. So those will be some of the initial challenges that we are going to focus on.
Another challenge we are going to focus on and we are starting to take some actions in is leadership training. Our people want their supervisors to be better leaders.
Last month, we had a senior leader conference where we talked about that with all our center and installation commanders. One of the things we’re trying to find out is who are the “no” people. The goal is to stop some of those noes and see what we can do to get to “yes” to move forward as an organization so we’re better prepared to support the future.
One of the installation commanders gave me a sign and I’ve got it in the office. I asked everybody at the senior leader conference to sign it. It says, “Find out where no lives and kill it.”
Capt. Joshua Lee talks with Gen. Arnold Bunch, Air Force Materiel Command commander, about unmanned aerial systems Oct. 15 at Eglin Air Force Base, Fla. The commander visited Air Force Research Lab Munitions Directorate’s newest networking test and design facility during an early stop on his two-day tour of the base.
(U.S. Air Force photo by Samuel King Jr.)
Airman magazine: You have stated the AFMC has to be better at anticipating Air Force needs. How will AFMC do this?
Gen. Bunch: We have to think forward. We have to think about the future. We can’t get caught up in what is Air Combat Command or Air Mobility Command or Global Strike Command asking for today. We need to focus our science and technology to go forward. (The Air Force) put out the Science and Technology 2030 strategy. We’re building an implementation plan to get after that. How do we create a competitive environment with what we’re doing within the research laboratory so that we are pushing ourselves and we’re scanning that horizon for what’s out there for the future. That’s one way that we can do that.
We also need to capitalize on a lot of what’s going on with commercial industry to get innovative ideas from outside that we may not have thought of. So we’re supporting the pitch days that (Dr. Will Roper, assistant secretary of the Air Force for Acquisitions, Technology and Logistics) implemented in small business innovative research.
We’re supporting the stand-up of consortiums so that we can get good ideas in and see what people can do. So, there are a lot of activities we as AFMC need to work on. We need to continue to look at industry strategies for how they’re doing business and how they develop software. We need to look at how can we do those things in a more responsive manner and change how we hire the workforce and how we recruit and retain them.
We’ve got to get a more operational tie and more linkage with what we’re doing across AFMC, and with the other major commands. How are they employing some of their aircraft? How are they doing their communication? What do we need to do? What can we glean from within to find answers? We need to make our ties stronger.
Air Force Vice Chief of Staff Gen. Stephen W. Wilson, left, and Dr. William Roper, assistant secretary of the Air Force for Acquisition, Technology and Logistics, center, discuss the April 20 TechStars Autonomous Technology Accelerator for the Air Force Demo Day at the Westin Hotel in Boston with John Beatty, right, executive director of the Massachusetts Military Task Force. Ten startup companies pitched their ideas to potential investors and Air Force senior leaders during the event, which is a partnership between Techstars and AFWERX.
(U.S. Air Force photo by Linda LaBonte Britt)
Airman magazine: How is AFMC utilizing partnerships with commercial tech companies and academia to have a better understanding and mine those advanced capabilities that may be on the horizon?
Gen. Bunch: So there are a couple of different areas that I’ll focus on. We’re working right now and we’ve got some good partnerships with Delta, Tech Ops, and Georgia Tech Research Institute on what we’re doing for condition based maintenance. We’re looking at what the commercial industry is applying in managing their large fleets of aircraft. Also what can we do with machine learning or artificial intelligence so that we can be more predictive for when some of our systems may be going to fail and help us keep the supply lines primed with repair parts. To me, we have great partnerships with a lot of great ideas that we can employ and we’re working down that path together, so that’s good.
We’ve got to get rapid. That’s all part of the Rapid Sustainment Office that we stood up with Lt. Gen. Robert McMurry as the program executive officer. The RSO team is looking at condition based maintenance, additive manufacturing or 3D printing and are there technologies out there we can use and capitalize on. We’re starting to make grounds in those areas. So those are a few of the ideas that are coming from the commercial end that we can utilize.
Airman magazine: You’ve said our peer adversaries are developing new capabilities modernizing existing capabilities, eroding our tech advantage. Please describe how AFMC is responding to the need for speed?
Gen. Bunch: There are a lot of different things we can do to get at that need for speed. But what we also want to make sure of is while we’re speeding, we’re doing it with discipline. We need to go fast, but we also need to put the disciplines in place so that we’re thinking our way through some of those systems and some of the decisions we’re making so that we are looking long term as well as immediate. We’re looking at, can I get a technology to the field faster? That means a viable product that we would evolve over time versus going for the solution that would take 10 years and a lot more effort. Can I give you something that gets me on that path in two years that you would be able to utilize in the field and be able to move out with.
So that’s one area that we’re looking at. Can I turn things faster and build over time? Another one that we’re continuing to focus on is open mission systems. If we can get open mission systems architecture into our weapons systems and into our designs, we can then bring in new technologies as technology evolves or the threat changes, because those are two things that are never going to slow down. They’re going to change. But by having open mission system architecture, we can piecemeal in parts over time as the technology and the threat changes so that we can adapt more quickly. We shouldn’t have to test systems as long. We should be able to be cyber secure. Those are a couple examples of things that we can immediately get after.
A good example of that is R-EGI, our Resilient Embedded GPS/Inertial Navigation System. That’s a program that we’re running out of the Life Cycle Management Center and it’s to get after having a resilient position navigation and timing solution over time. If that becomes threatened, what we have is an enhanced GPS/INS, most folks know. We fly it in all of our aircraft. It’s common with us, the Navy, the Army; it’s in all platforms. It’s something that’s almost universal. What we’re doing in this effort is trying to build open mission system architecture design so if I needed to inject new software or I needed to add a new component, I could evolve that over time as the threat changes and we could be more resilient.
Another good example is we’re using and trying to push to digital engineering and a digital enterprise. Right now, the ground based strategic deterrent team is doing a good job with some model-based systems engineering. We want to digitize and become a more digital enterprise with what we’re doing within AFMC. In digital we can change things in a more rapid manner and do things on a computer and look at options and look into digital areas before we ever start doing some of the other advances. It should eliminate some of our trial and error.
The Air Force Research Laboratory’s AgilePod is shown mounted on the wing of the Textron Aviation Defense’s Scorpion Light Attack/ISR jet. The AgilePod is an Air Force-trademarked, multi-intelligence reconfigurable pod that enables flight-line operators to customize sensor packages based on specific mission needs. A fit check in late December 2017 provided an opportunity to demonstrate the ability of the pod to rapidly integrate onto a new platform with short notice, highlighting the benefits of Sensor Open Systems Architecture.
(U.S. Air Force photo by David Dixon)
Airman magazine: In fall of 2017, the secretary challenged us to develop a new Air Force ST Strategy for 2030. That document is now published. From your perspective, what are a few of the key takeaways?
Gen. Bunch: Really, it’s about competition and how do I create competition within what we do, within our research laboratory and our ST so that we’re continuing to push the bounds. I think that’s one of the key ingredients. How do we as an enterprise capitalize on the various basic research activities that may be out there so that we’re pushing the envelope and we’re looking at things and going, “That has great promise, I need to continue to work in that area.” Or, “That’s not making the progress I need. I need to off ramp that and I need to go another way.” So I think that one is really important.
The other one is we have science and technology dollars and how do I, over time, take those and shrink the investments so that they’re more focused in game changer technologies that I’m going to put out in the field. How do we capitalize on that knowledge base and how do we drive to where we’re transitioning game-changing technologies and we’re getting them into the field and capitalizing on that transition. I think those are two of the key things that we’re really looking at.
Airman magazine: How are AFMC and AFRL going to support the execution of the strategy?
Gen. Bunch: So there are a lot of activities already underway. Right now, we’re working with AFWIC, Air Force Warfighting Integration Capability, and we’re working with Dr. Roper’s team to come up with an implementation strategy. So that’s in the works. We are also trying to make some changes so that we can handle our money with a little more flexibility, so that we can shift and put our focus where the dollars need to be for those bigger projects.
So we’ve got a great partnership right now. The team is working with me on a regular basis. Our team’s trying to set in place processes to review where our tech focus areas are so we can make the right investments. They’re looking at what we want to do in basic research. They’re looking at what we want to do at the next level and then what we’re doing in our advanced research, where we’re getting to the prototyping and how do we focus.
A Republic of Singapore air force F-16 Fighting Falcon fighter aircraft tactical aircraft maintainer assigned to the 425th Fighter Squadron, Luke Air Force Base, Arizona, performs a launch inspection June 10, 2019, on the flightline at Tyndall Air Force Base, Florida. The 425th FS is at Tyndall to take part in a Combat Archer exercise.
(U.S. Air Force photo by Airman 1st Class Bailee A. Darbasie)
Airman magazine: Is the Tyndall AFB rebuild an opportunity to take the Base of the Future off the drawing board and make Tyndall a proof of concept for new tech?
Gen. Bunch: We are looking at new technology for Tyndall. Tyndall, as devastating as that was, thank goodness we had a great team doing a lot of great work so that the damages were material damages to things that we can replace and it wasn’t to our Airmen and their families. That’s our number one focus, their safety. But now as we recover, we do have an opportunity to look at what would we want the base to look like for the future. How would we want the information technology system set up so that it’s more efficient? How would we set in the power lines? How would we build the buildings? We are looking at Tyndall as an example of what we may be able to do for the future.
We’ve actually had AFWERX bring in some outside companies to come in and pitch their ideas. So we’re trying to move as quickly as we can to get everything moving forward, to get the mission back to normalcy. We’re also looking at what would we do different now that we can make changes and we can look at the mission from a different perspective. How would we make it better when we rebuild it? How is it more resilient? How do we have a better information technology network? How do we design everything–from are we going to put anything above ground or are we going to put it all underground now that we have the time to be able to do that so that it’s safer and more secure and less likely to be damaged in the future. Those are all things that we’re looking at as we go forward.
Airman magazine: How does AFMC support the Air Force as a hub for innovation?
Gen. Bunch: Innovation’s been a foundation of what we’ve been as an Air Force from the very beginning. And it’s interesting, we have more than 80,000 people within AFMC and you ask them all what innovation means, you’d probably get 80,000-plus different definitions. And I’m good with that. Innovation can mean some groundbreaking revolutionary thing that we’ve never done or it could mean changing a process so that we can go faster because we’ve employed what the Sustainment Center uses which is the ‘art of the possible.’
I’m good with all of it. What we have to create, and I think we are doing a better job of it, is an environment where a good idea can come in. What I want to make sure, as the commander, is that our people understand I’m willing to let them try things. And I’m not talking crazy risks, but if they want to try a new idea or process, I’m okay with that. If it works, that’s great and if it doesn’t work, then we’ll learn from it and we’ll move on. So innovation can take many, many forms. I want people to come in with their good ideas and I want to capitalize on their innovative spirit. That is what we as an Air Force were founded upon.
We also tie in with AFWERX; the Pitch Days to me are innovative. We’re going to be doing an AFMC internal pitch day where we can pitch our own good ideas, not just try to capitalize on what industry does or what venture capitalists are doing. So we’re trying to actually harness those good ideas to go forward.
Dr. Will Roper, Assistant Secretary of the Air Force for Acquisition, Technology and Logistics, welcomed event attendees during the Air Force Space Pitch Day, Nov. 5, 2019, San Francisco, Calif. Air Force Space Pitch Day is a two-day event demonstrating the department’s willingness and ability to work with non-traditional start-ups.
(U.S. Air Force photo by Van De Ha)
Airman magazine: With declining mission capable rates and an aging fleet with an average 28 years of service, what do these numbers mean and do MCRs equate to Air Force readiness rates?
Gen. Bunch: So readiness depends on where you sit as to what you believe the right metric is. The one we’re driving right now, we’re trying to increase, is aircraft availability. That’s one that we’re really focused on with our legacy fleets. And there are multiple factors that play into that. One of the things that we’re finding is, we have, in some cases, a shrinking industrial base. And that’s one that we’ve got to focus on to help grow that industrial base.
What we want to do is make sure that the people who are operating the systems have as much up time as they can so they’re as ready as possible to do their mission. That takes research. How would I go do this? It could take reverse engineering. How do I reverse engineer this component that there’s no longer a vendor for and create it? So we either build it ourselves or we put the drawings out to get it manufactured.
The fact we are flying aircraft as old as they are with the mission capable rates that we have today is because of the Airmen working in the Sustainment Center and the focus of our maintainers out on the line who can keep these legacy aircraft up and running.
At an average age of 28 years, the fact that we keep mobility aircraft taking off and landing, delivering supplies and equipment every two minutes is amazing work by a lot of different people. We’re ready, but we’ve got to continue to try to up that game and continue to try to improve.
An F-16 jet engine in max power during a test in the 576th Aircraft Maintenance Squadron’s hush house engine facility at Hill Air Force Base, Utah, June 5, 2019. The shop is responsible for performing organizational level maintenance on more than 200 engines per year. The shop’s maintenance tasks include engine inspections, external engine component removal and replacement, repairs, and troubleshooting during flight line and test cell operations.
(U.S. Air Force photo by Alex R. Lloyd)
Airman magazine: Can you identify some of the success stories throughout AFMC in new technologies like additive manufacturing, 3D printing and data analytics to improve readiness and decrease maintenance downtimes?
Gen. Bunch: We had a meeting last month where we were looking at engines. I’ll just use that as one example. We started looking at the performance of the engines over time and as we reviewed data and did the analytics, we started doing scheduled replacements of engines. So we could pull them off at the time that was of our choosing versus downtime required because the engine went too far.
What this allows us to do is control when we do maintenance. It allows us to prime the pump in the supply system so we get the right parts at the right time. That’s just one example that I can say from a data analytics perspective where we are really already seeing some great progress. We’re using condition based maintenance and algorithms right now with the C-5 Galaxy. We’re doing it in some cases in the B-1 bomber and we’re looking at growing it into the KC-135 fleet. So we’re trying to take some of those lessons learned in technologies and capabilities that others are using and apply it into our inventory and we’re starting to see some benefits.
We really want to get to the point if we’re going to send an aircraft down range and it’s going to have something fail in five days and the deployment is for 10 days, let’s fix it before we deploy it. If we can get to that point, we’ll really increase our aircraft availability and our ability to generate sorties and improve the mission dramatically.
On additive manufacturing, that one’s one that’s more challenging. A lot of people look at 3D printing as that’s really something easy to do. When you start talking about airworthiness that becomes a little more challenging. There are components we can build that are not airworthy components, and we’ve already got approval to do those parts. We have innovation centers at each of our three logistics complexes and they can do some of those. We save money and get the mission done in a timelier manner.
So we’re demonstrating some of those. It’ll take more time to get to where we can do a lot of airworthy parts. We’re working on that. We must get the engineers involved and get them the analysis.
We are seeing a lot of ground being made in additive manufacturing and in condition based maintenance. And then the other one, we’re taking technologies like cold spray, which is a repair technique, and we’re actually employing that in some of our depots so that we can minimize the downtime.
Airmen from the 90th Missile Maintenance Squadron prepare a reentry system for removal from a launch facility, Feb. 2, 2018, in the F. E. Warren Air Force Base missile complex. The 90th MMXS is the only squadron on F. E. Warren allowed to transport warheads from the missile complex back to base. Missile maintenance teams perform periodic maintenance to maintain the on-alert status for launch facilities, ensuring the success of the nuclear deterrence mission.
(U.S. Air Force photo by Airman 1st Class Braydon Williams)
Airman magazine: Would you talk about AFMC’s support to the nuclear enterprise from both a sustainment and modernization perspective?
Gen. Bunch: Maj. Gen. Shaun Morris is our Air Force Nuclear Weapons Center (AFNWC) commander and his team is doing an outstanding job making sure that our nuclear deterrent is solid and that there is never a question that if they are called are they going to be able to respond. And that goes across the full spectrum.
The Minuteman-III program was built many, many years ago with a short lifespan; well we’re still maintaining them. We’re going to be maintaining them until the 2030 timeframe. We’ve stood up depot maintenance now on our Minuteman-III system, which was never intended to have a depot capability, but we’re doing that so we can sustain it and ensure that it’s reliable if ever called upon to do its mission.
AFNWC is on the front edge of making sure that our nuclear deterrent is really a nuclear deterrent and it’s credible and it’s safe and secure and it can answer the nation’s call.
The other part of the nuclear mission is the air leg; we have to make sure that we’re doing what we need to sustain our bomber force. AFMC is key in making sure that the force is supportable, sustainable, with upgrades where needed, while making sure all the activity we’re doing in the depot is supporting the mission.
Airman magazine: Could you talk about agile software development and the way we buy and develop software and how does this relate to Agile DevOps and cyber protection for all of our weapon systems?
Gen. Bunch: Software is everywhere. We’re going to have to change our mindset about software. The way that industry does it is they’ll modify and continue to push updates on a more regular basis. I don’t ever think we’ll get to the point we’re doing what industry does with our systems, but we have to get into a more Agile mindset. That’s a challenge for a lot of the way we’ve done business. It’s not just that you have to bring in coders and create an environment where they can develop Agile methods, that’s part of it, but you also have to change the culture of the men and women that are working on this because it’s not the way they’ve historically done it.
You’re developing. You’re testing. You’re fielding. You’re correcting deficiencies and it goes on and on. That is a culture change for AFMC and the men and women that are doing the acquisition. It’s also a culture change for all of the test community and anybody involved. It’s a culture change with how you handle your dollars. One of the things that I’ve been a proponent of is the need for money that has not binned by a specific definition of sustainment, development, or production. If you’re really doing Agile or secure DevOps, those money lines are blurry. We need colorless money so that we’re not hindered by some of the rule sets on how the money gets moved around.
So it’s a big change. We’ve got to be able to change that culture. The other thing is you have to be able to attract and recruit software developers. We have to capitalize on that skill set. And a lot of what we’re doing right now, we’re actually bringing in Airmen who just have a propensity and a love for doing software development and we’re putting them to work and they love it. We also have to capitalize on our own capabilities along the way, but it’s one that we’ll have to re-look at how we bring in manpower.
Pilot Training Next instructor, U.S. Air Force Capt. Orion Kellogg, discuses a future PTN version 3 student’s virtual reality flight with members of NASA as part of a collaborative research agreement between Air Education and Training Command and NASA October 22, 2019, at Joint Base San Antonio-Randolph, TX. The goal of the agreement is to help both AETC and NASA collect physiological and cognitive data and leverage each organization’s knowledge and skills to maximize learning potential for individual students.
(U.S. Air Force photo by Sean M. Worrell)
Airman magazine: With the advancements in AI/VR, how do you see the Air Force further capitalizing on technology to equip Airmen with quality training through simulation scenarios?
Gen. Bunch: AI and VR, those are big areas that we’re going to continue to look at. The best example right now is one that our Air Education and Training Command started with Pilot Training Next. What they’re really doing is they’re capitalizing off of the gaming industry and artificial intelligence to understand and to personalize the training they’re doing for each individual student.
The way they’re building Pilot Training Next allows the student pilots to learn in a simulated immersive AI and VR environment with an individualized training methodology, which really speeds up the learning process.
I think you’re going to see more growing in that area. We’re looking at trying to apply that for maintenance. We’re also looking at other avenues to try to capitalize so we’re better able to train the workforce in a timelier manner.
Airman magazine: You have a lot of experience in your resume in the test community. How do you see the community evolving for the speed of relevancy?
Gen. Bunch: So there are a lot of initiatives here. One of the things we did in my previous job was take the test community leadership to Silicon Valley to expose them to how commercial industry tests software. The goal was to figure out what can we change within our initiatives to be able to test software more quickly to support Agile development ops, secure DevOps and to push things out into the field faster.
That’s now something we’re working on. We’re changing our philosophy. We’re working with the operational test community to set that up. Another area that we’re looking at is how do we combine more developmental tests and operational tests earlier in the process? Gen. Mike Holmes [Commander, Air Combat Command] and I have kicked off an initiative to look at that. We’re looking at how we could combine our developmental tests and our operational tests so that we’re getting more data quicker. We can streamline the amount of testing. We can save costs. We can get things into the field more readily.
There are a lot of great strides going on at the Air Force Test Center with Maj. Gen. Chris Azzano about how do we test things in a more rapid manner. He’s asking the questions: How do we not over test? How do we use digital enterprise, model-based systems engineering? How can we utilize that digital enterprise to get after some of that testing so that we don’t have to do everything in open air and repeat things?
The worst answer you can give me is, “Gen. Bunch, we got to test this much because that’s how we’ve always done it.” That is not a good answer. So anybody out there, that’s not a good answer to give me. There are certain things we’ve got to go test. We want to make sure that it’s safe for the Airmen we’re putting in harm’s way. We want to make sure that they have a good product. But we are making a lot of strides at relooking at how we do our test enterprise.
Staff Sgt. Ruth Elliot, 412th Medical Group, takes a selfie with Gen. Arnold Bunch, Commander, Air Force Materiel Command, at Edwards Air Force Base, California, Oct. 18. Elliot was a presented a commander’s coin by the AFMC commander.
(U.S. Air Force photo by Giancarlo Casem)
Airman magazine: What has been some of the most rewarding part of your career?
Gen. Bunch: From what I’ve done in the military, I go back to all I’ve ever really wanted to be was a commander and work for Airmen. I firmly believe in servant leadership and that the commander works for everybody in the organization. Right now I work for more than 80,000 men and women within AFMC, the Airmen making the mission happen every day and doing all the hard work. Getting to talk with them, getting to watch them grow and feeding off of their energy is the most rewarding thing I get to do every day.
If you listen to some of our young Airmen when they talk about the great things they’re doing or you watch them respond in a time of crisis with what they do, if that doesn’t put a smile on your face and make it great to put the uniform on every day then you probably got a problem and it may be time for you to go find something else to do.
To me, just the interactions with the our people and watching our Airmen succeed and watching them do the mission every day with the passion they do is just remarkable for me.
Airman magazine: What would you like to say directly to the Airmen of AFMC?
Gen. Bunch: So for the Airmen of AFMC, thanks for what you do each and every day, your wartime mission makes us successful. Remember that what we’re doing is critical to the war fighter and remember that we are the most important major command within the Air Force. If we’re going to achieve the National Defense Strategy and if we’re going to drive to the Air Force We Need, we’re the ones that have to succeed. If we don’t succeed then the Air Force can’t succeed. Remember, the programs and systems we’re working to sustain and test is to make sure America’s most valued treasure, our sons and daughters we send into harm’s way, have the technological advantage they need to do their mission supporting our nation’s defense and to come home safely.
This article originally appeared on Airman Magazine. Follow @AirmanMagazine on Twitter.
When people talk about the aircraft carriers of World War II, some names jump out right away. Maybe the USS Enterprise (CV 6), both versions of the USS Yorktown (CV 5 and CV 10), or the USS Hornet (CV 8)?
But one carrier that was present at the start of World War II and survived throughout the war isn’t that well known. Meet America’s first purpose-built aircraft carrier, the USS Ranger (CV 4).
The Ranger, like many pre-war American ship designs, was heavily influenced by the Washington Naval Treaty. This limited aircraft carriers to 27,000 tons per ship, and the United States Navy’s carrier force could have a total displacement of 135,000 tons. The conversion of the under-construction battle cruisers Lexington (then-CC 1) and Saratoga (then-CC 3) to CV 2 and CV 3 put them both at 33,000 tons.
As such, the Ranger was limited to 14,500 tons – and the U.S. wanted to cram as much as it could on this ship. She received eight 5-inch, 25-caliber guns, as well as a host of M2 .50-caliber machine guns. She also could carry around 75 aircraft.
Nine Grumman F4F-4 Wildcat fighters and five Douglas SBD-3 Dauntless dive bombers are visible on the flight deck of USS Ranger (CV 4) prior to Operation Torch. Note Ranger´s distinctive stacks in the left foreground. (US Navy photo)
When World War II broke out, the USS Ranger was in the Atlantic as part of the Neutrality Patrol, along with the carrier USS Wasp (CV 7). According to the “Dictionary of American Naval Fighting Ships,” the Ranger was sent to patrol the South Atlantic. After returning for repairs, the Ranger then was tasked with delivering P-40 Warhawks to Africa. She made two runs in the spring and summer of 1942, delivering 140 of those planes – some of which were destined to reinforce the Flying Tigers.
In November of 1942, the Ranger took part in Operation Torch, launching 54 F4F Wildcats and 18 SBD Dauntless dive bombers. Her planes sank or damaged two French warships, and also gave the landings fighter cover.
After Torch, the Ranger was overhauled, then delivered 75 more P-40s — this time for the North African Theater of Operations. She carried out training missions during most of 1943, until she was attached to the Home Fleet.
In October, 1943, the USS Ranger joined the British Home Fleet, and carried out a number of strikes on German naval forces around Norway. After that, she again served as an aircraft ferry, delivering 76 P-38 Lightning fighters to the Mediterranean Theater of Operations.
After making that delivery, the Ranger finally went to the Pacific, where she was a training carrier until the end of the war. After the war, the USS Ranger was decommissioned and sold for scrap.
A lawmaker is raising concerns that the Pentagon isn’t sufficiently investigating the strange sightings of UFOs that Navy pilots have reported.
Politico reported that Rep. Mark Walker, a Republican from North Carolina, wrote a July 16 letter to Navy Secretary Richard Spencer requesting more information about the source of the unidentified aerial phenomena, or UAP, and whether the Navy was aware of any foreign government or company that had made any significant advances in aeronautical engineering. Walker was a guest on Fox News’ Tucker Carlson Tonight on July 26 to discuss his concern about the UAP that naval aviators have reported over the past four years.
“Is this something that’s a defense mechanism from another country?” Walker asked during the program. “We do know that China is looking at hypersonic missiles, that’s 25,000 [kilometers per hour] or to break it down into our language that’s getting from D.C. where I’m at to L.A. in about nine minutes.”
In the letter to Sec. Spencer, Walker stated that the unexplained encounters often “involve complex flight patterns and advanced maneuvering, which demand extreme advances in quantum mechanics, nuclear science, electromagnetics, and thermodynamics,” highlighting concerns about the national security risks posed by such objects.
The letter also expressed concern about the demise of the Advanced Aerospace Threat Identification Program (AATIP), which DoD said it shut down in 2012, according to The New York Times. “I am concerned these reports are not being fully investigated or understood,” Walker’s office wrote.
Walker, the ranking member of the House Intelligence and Counterterrorism subcommittee, is not the first lawmaker to express concern about unidentified flying objects.
In June, Sen. Mark Warner, a Virginia Democrat, attended a classified briefing with Navy officials regarding sightings of UFOs reported by naval aviators. At the time, a spokesperson from Warner’s office told INSIDER, “If pilots at Oceana or elsewhere are reporting flight hazards that interfere with training or put them in danger, then Senator Warner wants answers. It doesn’t matter if it’s weather balloons, little green men, or something else entirely — we can’t ask our pilots to put their lives at risk unnecessarily.”
INSIDER reached out to Walker’s office and to the office of the secretary of the Navy for comment, but did not receive responses by publication time.
This article originally appeared on Business Insider. Follow @BusinessInsider on Twitter.
The Far Cry video game series has always gone above and beyond in placing the player in a beautiful, open world and pitting them against a cunning and well-written antagonist. The graphics in the most recent installment are as crisp as you’d expect from the series, the gameplay is phenomenal, and plenty of critics are already singing its praise, but what sets this game apart from every other shooter is the storyline.
This time around, instead of exploring some scenic island fighting against drug-running pirates or a prehistoric valley against neanderthals, Far Cry 5 pits the player against deranged cult in a fictional county of Montana.
You play as a Sheriff’s deputy tasked with arresting Joseph Seed, a cult leader who is a mix of David Koresh, Jim Jones, and a hipster douchebag. There’s a palpable eeriness as you walk through his church’s compound and Joseph is seemingly compliant at first. He lets you handcuff him before saying, “you’ll never arrest me.” As you make your way back to the helicopter, one of his followers hurls himself into the propellers, allowing Seed to escape back to his followers, kicking off the game.
The player is then saved by the first of many veterans you’ll encounter in the game, Dutch. He’s a loner Vietnam veteran who has shut himself off in a bunker while the world goes to sh*t outside. Inside his bunker, you’ll find plenty of little references to real-life military units, like an homage to the 82nd Airborne patch (the “AA” has been replaced by the number “82” in the same style) and a patch that’s the shape of the 101st, but with the XVIII Corps’ dragon.
He offers to help you out and gives you something to wear something other than your uniform, which includes (and I’m not making this up) some 5.11 gear.
The next veteran who helps you out is Pastor Jerome Jeffries, a Gulf War veteran turned Catholic priest. He’s holed up in his church with the few citizens who haven’t been indoctrinated by the cult. While there, you set up a resistance to buy time until the National Guard can come reinforce. You must band together with the rag-tag group of remaining people to take down Seed and his followers.
Which brings you to the third main veteran in the storyline, Grace Armstrong, a U.S. Army sniper who deployed to Afghanistan. She’s one of the characters that fights alongside you throughout the game, providing fire support from a good distance.
Though his veteran status remains unknown, you’ll also come across a companion named Boomer. Boomer’s a dog who, if he gets hurt, can be healed with a nice belly rub. It’s the little things in this game that make it amazing.
For some people, making history is not about what they’re doing but instead why they’re doing it.
On Sept. 6, 2019, six airmen from the 347th Rescue Group completed the HC-130J Combat King II’s first flight to be operated by an all-female aircrew.
While most would be excited just to make history, this crew’s “why” is less about the recognition but more about representation.
“We don’t want to be noticed for being women,” said Senior Airmen Rachel Bissonnette, 71st Rescue Squadron (RQS) loadmaster. “Any person who meets the bar can be an aircrew member. What we want is for the girls who think they can’t do it, to know that they can.”
71st Rescue Squadron (RQS) loadmasters prepare to load a container delivery system on to the ramp of an HC-130J Combat King II, at Moody Air Force Base, Georgia, Sept. 6, 2019.
Capt. Sarah Edwards, 71st Rescue Squadron (RQS) pilot, prepares for takeoff in the cockpit of an HC-130J Combat King II at Moody Air Force Base, Georgia, Sept. 6, 2019.
(US Air Force photo by 2nd Lt. Kaylin P. Hankerson)
71st Rescue Squadron (RQS) pilots prepare for takeoff in the cockpit of an HC-130J Combat King II at Moody Air Force Base, Georgia, Sept. 6, 2019.
(US Air Force photo by 2nd Lt. Kaylin P. Hankerson)
Senior Airman Rachel Bissonnette, left, and Tech. Sgt. Colleen McGahuey-Ramsey, right, both 71st Rescue Squadron (RQS) loadmasters, look out the back of an HC-130J Combat King II as it flies over south Georgia, Sept. 6, 2019.
(US Air Force photo by 2nd Lt. Kaylin P. Hankerson)
Tech. Sgt. Colleen McGahuey-Ramsey, 71st Rescue Squadron (RQS) loadmaster, visually confirms the target for a loadmaster-directed rescue drop, Sept. 6, 2019.
(US Air Force photo by 2nd Lt. Kaylin P. Hankerson)
U.S. forces have continued air and artillery strikes in Syria against Islamic State targets and will conduct them indefinitely despite President Donald Trump’s announcement Dec. 19, 2018, that U.S. troops would withdraw from the country, the U.S. military regional command said Jan. 4, 2019.
In a release, Combined Joint Task Force-Operation Inherent Resolve (CJTF-OIR) said that U.S. and coalition forces conducted 469 strikes with either air or artillery in Syria between Dec.16 and Dec. 29, 2018, against a range of ISIS targets and in support of the U.S.-backed Syrian Democratic Forces (SDF) in northeastern Syria.
The strikes were carried out using a variety of platforms, including fighters, attack aircraft, bombers, rotary-wing and remotely piloted aircraft, rocket-propelled artillery and ground-based tactical artillery, the task force said.
There is no immediate cutoff date for the air and artillery strikes, CJTF-OIR said.
U.S. forces “will continue to target ISIS” and “will remain committed to the enduring defeat of ISIS to improve conditions for peace and stability in the region,” the release stated.
In addition to the U.S. and coalition strikes, Iraqi fighter aircraft have also attacked ISIS targets inside Syria in recent days.
Iraq’s Joint Operations Command in Baghdad said Dec. 31, 2018, that Iraqi F-16s hit a house near the Iraqi border that was being used for meetings by ISIS leaders. The attack Dec. 31, 2018, came a day after Syrian President Bashar al-Assad said he had no objections to Iraqi cross-border strikes that were limited to the remnants of ISIS in eastern Syria.
Syrian President Bashar al-Assad.
Commanders of the SDF, which has driven ISIS out of most of eastern Syria, initially charged that Trump’s withdrawal announcement amounted to a betrayal that would leave them prey to threatened attack by Turkey, but SDF fighters have continued to press the offensive against ISIS near the Iraqi border, according to the Syrian Observatory for Human Rights monitoring group.
Turkey considers the Kurdish YPG (People’s Protection Units), the main fighting force within the SDF, to be linked to the PKK (Kurdistan Workers Party), which has been labeled a terrorist group by the U.S., Turkey and the European Union.
In another sign that the U.S. is continuing to support the SDF, the Observatory said Jan. 4, 2019, that U.S. troops were conducting patrols in the flashpoint town of Manbij in northeastern Syria near the Turkish border. Turkey has demanded that elements of the SDF in Manbij leave the town and withdraw east of the Euphrates River.
Since his withdrawal announcement, which prompted the resignation of Defense Secretary Jim Mattis, Trump has repeatedly backed up his intention to bring home U.S. troops from Syria, but said the withdrawal would be “slow and coordinated.”
Former Defense Secretary Jim Mattis.
(DOD photo by Army Sgt. Amber I. Smith)
At a White House Cabinet meeting Jan 2, 2019, Trump said, “We’ve had a tremendous success in Syria and “we’re slowly bringing people back.”
He added, “We are doing something that, frankly, if I would have told you two years [ago], when we first came into office, that we would have had that kind of success, nobody would have believed it.”
This article originally appeared on Military.com. Follow @militarydotcom on Twitter.