When author Robert B. Baer asked his boss at the CIA for the definition of assassination his boss replied, “It’s a bullet with a man’s name on it.” Baer wasn’t sure what that meant so he started to research the topic beyond what he already had experienced around it in his role at the CIA. The end of that process became his insightful and provocative new book, The Perfect Kill, in which he outlines 21 laws for assassins. Here are 11 of them:
Law #1: THE BASTARD HAS TO DESERVE IT
“The victim must be a dire threat to your existence, in effect giving you license to murder him. The act can never be about revenge, personal grievance, ownership, or status.”
Law #2: MAKE IT COUNT
“Power is the usurpation of power, and assassination its ultimate usurpation. The act is designed to alter the calculus of power in your favor. If it won’t, don’t do it.”
Law #5: ALWAYS HAVE A BACKUP FOR EVERYTHING
“Count on the most important pieces of a plan failing at exactly the wrong moment. Double up on everything — two set of eyes, two squeezes of the trigger, double-prime charges, two traitors in the enemy’s camp.”
Law # 7: RENT THE GUN, BUY THE BULLET
“Just as there are animals that let other animals do their killing for them — vultures and hyenas — employ a trusted proxy when one’s available.”
Law #8: VET YOUR PROXIES IN BLOOD
“Assassination is the most sophisticated and delicate form of warfare, only to be entrusted to the battle-hardened and those who’ve already made your enemy bleed.”
Law #9: DON’T SHOOT EVERYONE IN THE ROOM
“Exercise violence with vigilant precision and care. Grievances are incarnated in a man rather than in a tribe, nation, or civilization. Blindly and stupidly lashing out is the quickest way to forfeit power.”
Law #15: DON’T MISS
“It’s better not to try rather than to try and miss. A failed attempt gives the victim an aura of invincibility, augmenting his power while diminishing yours. Like any business, reputation is everything.”
Law #16: IF YOU CAN’T CONTROL THE KILL, CONTROL THE AFTERMATH
“A good, thorough cleanup is what really scares the shit out of people.”
Law #17: HE WHO LAUGHS LAST SHOOTS FIRST
“You’re the enemy within, which mean there’s never a moment they’re not trying to hunt you down to exterminate you. Hit before it’s too late.”
Law # 19: ALWAYS HAVE AN ENCORE IN YOUR POCKET
“Power is the ability to hurt something over and over again. One-offs get you nothing or less than nothing.”
Law #21: GET TO IT QUICKLY
“Don’t wait until the enemy is too deeply ensconced in power or too inured to violence before acting. He’ll easily shrug off the act and then come after you with a meat cleaver.”
For the rest of Robert B. Baer’s 21 laws for assassins, buy his amazing book here.
In the heat of battle, some people freeze up, some charge forward, and some drop awesome lines like they’re trying to win a rap battle.
These quotes are from the third category.
1. “Two kinds of people are staying on this beach! The dead and those who are going to die! Now, let’s get the hell out of here!”
Troops in an LCVP landing craft approach Omaha Beach on D-Day, June 6, 1944. (Photo: public domain)
This was shouted by Army Col. George Taylor as he urged his men forward at Normandy on D-Day. According to survivors, Taylor yelled a few different versions of this quote during the landings at Omaha Beach and all of them had the desired effect, spurring American soldiers forward against the Nazi guns firing on the beach.
2. “All right. They’re on our left, they’re on our right, they’re in front of us, they’re behind us … They can’t get away this time.”
Army Brig. Gen. Anthony McAuliffe led the 101st Airborne Division during the Battle of the Bulge. The Americans were outnumbered, surrounded, and running short on supplies when a German delegation requested their surrender. McAuliffe was awoken with the news and sleepily responded “Nuts!” before heading to meet his staff who had to draft the formal response to the German commander.
The staff decided that the general’s initial response was better than anything they could write. While under siege and near constant attack, the paratroopers typed the following centered on a sheet of paper:
The USS Wahoo was an enormously successful U.S. submarine in World War II that sank five Japanese ships totaling 32,000 tons — including an entire four-ship convoy — during its third cruise. Near the end of the patrol, the Wahoo tried to sink a second convoy but was surprised by a previously unspotted Japanese destroyer outfitted for anti-submarine operations.
Navy legend John Paul Jones helped create the sea service during the American Revolution and, in an epic battle with the HMS Serapis, gave at least a couple of epic quotes including this one when he was asked to surrender.
Stephen E. Ambrose’s famous book “Band of Brothers” attributes a similar quote, “They’ve got us surrounded — the poor bastards,” to an unknown Army medic. As the story goes, the medic was telling an injured corporal why none of the wounded had been evacuated.
9. “Goddamn it, you’ll never get the Purple Heart hiding in a foxhole! Follow me!”
10. “Don’t fire until you see the whites of their eyes!”
Americans most often associate this line with the Battle of Bunker Hill, but there’s evidence it was said by different officers at a few points in history. At Bunker Hill in 1775, the order was given by at least one of the leaders of Patriot forces building new fortifications on Bunker and Breed’s Hills near Cambridge, Massachusetts. The intent was to preserve the limited powder and shot.
The gambit worked, allowing the Patriots to inflict major damage with their initial volleys, but it wasn’t enough for the outnumbered and outgunned Americans to hold the hills.
11. “Come on, you sons of bitches! Do you want to live forever?”
The Marine who recounts hearing “Come on, you sons of bitches! Do you want to live forever?” was in another part of the battlefield, so it’s possible that two Marines yelled similar lines in different parts of Belleau Wood or that someone misremembered a line yelled in one of World War I’s most dramatic battles.
Napoleon Bonaparte was well-known as one of the foremost military minds of his age, but there was one group he couldn’t outsmart: rabbits! One epic conflict pitted the emperor against the lusty lagomorphs, and to the Corsican-born ruler’s great surprise, the bunnies came out on top.
During his down time, Napoleon, like many wealthy men of the time, enjoyed hunting; in particular, he liked tracking down rabbits. The animals being hunted weren’t as fond of the humans’ pastime, however. According to the memoirs of a Napoleonic general, Paul Thiébault, a courtier named Alexandre Berthier devised such an amusement for his master in July 1807. “He had the idea of giving the Emperor some rabbit-shooting in a park which he possessed just outside of Paris, and had the joy of having his offer accepted,” Thiébault wrote.
But the not-so-bright Berthier had one problem: his property had no rabbits on it! So Berthier ordered one thousand rabbits “to be turned down in the park on the morning of the day” of the hunt. On the very day, Napoleon arrived to a lovely picnic and everything was going smoothly, but the bunnies had another idea. Instead of scattering across the park and making themselves targets for eager shooters, the rabbits “suddenly collected first in knots, then a body.” Then the buns “all faced about, and in an instant the whole phalanx flung itself upon Napoleon.”
Berthier was humiliated and furious, so he turned his coachmen on the rabbit army. But although their whips initially dissuaded the hippity-hoppers, the critters soon wheeled about as a group and “turned the Emperor’s flank” and “attacked him frantically in the rear, refused to quit their hold, piled themselves up between his legs till they made him stagger, and forced the conqueror of conquerors, fairly exhausted, to retreat and leave them in possession of the field…” It was lucky for Napoleon,Thiébault quipped, that the bunnies left Napoleon intact and didn’t themselves proceed in triumph to Paris!
How did one thousand rabbits wind up defeating Napoleon? According to Thiébault, Brethier, ignorant of the differences between domestic and wild rabbits, bought the wrong kind of bunny: he purchased one thousand hutch-raised hoppers, rather than the wild buns that were afraid of humans. As a result, the rabbits “had taken the sportsmen, including the Emperor, as purveyors of their daily cabbage,” and since the bunnies hadn’t yet been fed, eagerly sprang on the humans in the hopes of food.
As funny as this incident was, Napoleon was not amused. Apparently, the upstart emperor didn’t have the greatest sense of humor. But everyone else had a pretty good laugh at his expense.
On a muggy summer day in Camp Lejeune, North Carolina, a Marine Corps instructor stood on a ledge overlooking a swamp. He looked out at his students, and his eyes found Master Sgt. Aretha Boston — the only airman in the platoon.
He called her forward, and Boston walked up to the ledge.
“Just as soon as I extended my hand, he grabbed it,” Boston recalled. “And before I knew it, he was pulling me into the swamp.”
For Boston, 11th Medical Group command staff superintendent, it was another of many surprises at the Marine Corps Staff NCO Academy Advanced Course. The opportunity to attend the course was a surprise in itself.
Most surprising, though, was how well she performed. At graduation time, Boston took home three of the most prestigious awards at the school: the class Gunnery Sergeant Award (voted on by instructors), the Honor Graduate Award (voted on by her classmates), and the Distinguished Graduate Award (for measured academic excellence).
In some ways, though, it was a fitting chapter in a storied career that almost never was.
Coming from a small town in Florida, Boston’s life plan didn’t involve joining the military. Her mother, though, had different ideas. She insisted that her daughter enlist.
Master Sgt. Aretha Boston, 11th Medical Group command staff superintendent, poses for a portrait Oct. 24, 2018, at Joint Base Andrews, Md. Boston.
(U.S. Air Force photo by Airman Noah Sudolcan)
“To be completely honest, in the beginning I was angry,” Boston said. Despite her misgivings, at the age of 17 and straight out of high school, she begrudgingly agreed and enlisted in the Air Force to become a dental technician. Years later, she said she views it as “by far the best decision my parents could have made for me.”
Boston’s first base was 7,479 miles from home: Kunsan Air Base, South Korea. She was away from her family, the only airman basic in the dental clinic and learning a whole new lifestyle. Over those first few months, she learned the technical portion of her job, but she said she struggled with the challenge of conforming to military discipline.
“I acted out a lot,” Boston said. “I didn’t want people to tell me to do something. I was very stubborn.”
After serving a year in Korea, she moved to Eglin Air Force Base, Florida. Dealing with the culture shock coming from Korea, she said she found it hard to connect with people.
Her first Christmas break in Florida started with a call from her first sergeant asking why she wasn’t at bay orderly — an extra duty to help clean the dorm common areas. Thinking she had the week off, she said it all seemed unfair.
“The first shirt sat me down and told me, ‘Listen, I’ve been told you’re a stellar airman, but you have a terrible attitude,'” she said. When he told her that an unchecked bad attitude could end up getting her kicked out of the military, she said she decided to make some changes.
“That was my turning point,” she said. “From then on, I did the best I could to be the best airman.”
The new attitude paid off. Several years — and promotions — later, everything was going well. But Boston said she craved something different. A new challenge. Something to separate herself from her peers. She was comfortable, standing on the solid ground of a well-constructed military career, but she was contemplating a big jump.
Air Force Master Sgt. Aretha Boston, middle left, poses with her Marine Corps classmates during the Marine Corps Staff NCO Academy Advanced Course in the summer of 2018.
She found out the Air Force offers the chance for master sergeants to attend a sister service academy. She applied. Then she got accepted. The class started in the summer of 2018, and when she arrived, there were only six airmen in a sea of 120 Marines.
“(Marines) operate completely different from (airmen),” Boston explained. “Everything ties into fitness. Leadership, strategy planning — it always goes back to fitness.”
Physical training was every day, which she said was taxing on both her body and mind.
Those challenges culminated when, after a long morning run, the instructor pulled her into the swamp. With Marines cheering from the side, Boston remembers the feeling of being engulfed by the freezing water. After she and the rest of her class swam to the other side, a long obstacle course lay ahead of them.
Like all the other obstacles in Marine Corps senior NCO training, along with the hurdles of her early career, Boston faced them head on.
“It was pretty motivating to think she was an airman coming over to the course, doing something unprecedented,” said Gunnery Sgt. Anthony Walker, Boston’s classmate and Marine Corps Aviation Logistics Squadron 14 warehouse managements division warehouse chief.
Walker said it would be natural to see a decrease in academic productivity in the individual taking on the busy role of class gunnery sergeant. But he said Boston had no such trouble. In fact, she still managed to excel beyond her peers – even the ones wearing Marine Corps insignia.
“She literally did everything you would expect from a Marine, pushing forward, even outside of class.” Walker said. “She carried herself as a professional the entire time and represented the Air Force well.”
The Kremlin says Russian President Vladimir Putin has told Belarusian President Alyaksandr Lukashenka that Russia is ready to assist Belarus in accordance with a collective military pact, if necessary.
The Kremlin said in the same statement that external pressure was being applied to Belarus. It did not say by whom.
The two spoke on August 16 for the second time in as many days.
Belarus has been rocked by a week of street protests after protesters accused Lukashenka of rigging a presidential election on August 9.
Some 7,000 people have been detained by police across Belarus in the postelection crackdown with hundreds injured and at least two killed as police have used rubber bullets, stun grenades, and, in at least one instance, live ammunition.
Hundreds of those held and subsequently released spoke of brutal beatings they suffered in detention, much of it documented and splashed across social media. Thousands more remain in detention as international outrage mounts.
Facing the most serious threat ever to his authoritarian rule, Lukashenka spoke with Putin on August 15, after saying there was “a threat not only to Belarus.”
He later told military chiefs that Putin had offered “comprehensive help” to “ensure the security of Belarus.”
The Kremlin said the leaders agreed the “problems” in Belarus would be “resolved soon” and the countries’ ties strengthened.
U.S. Air Force Staff Sgt. March Tighe, 60th Maintenance Squadron gives a briefing to Dr. Richard Joseph, Chief Scientist of the United States Air Force, Washington, D.C., during his visit to Travis Air Force Base, Calif., July 12, 2018. Joseph toured David Grant USAF Medical Center, Phoenix Spark lab and visited with Airmen. Joseph serves as the chief scientific adviser to the Chief of Staff and Secretary of the AF, and provides assessments on a wide range of scientific and technical issues affecting the AF mission. (U.S. AIR FORCE PHOTO // LOUIS BRISCESE)
Senior U.S. Air Force leaders are embracing and promoting the concept that if their Airmen are not failing, then they are, more than likely, not moving forward.
They believe pushing the envelope is necessary to keep the U.S. Air Force dominant and the occasional failure should be viewed by supervisors not as a negative, but as part of a greater positive.
In this series, we hear senior Air Force leaders give examples of how taking calculated risks and failing throughout their careers taught them valuable lessons, propelled them to future success and made them better leaders.
Dr. Richard J. Joseph, Air Force chief scientist, believes failure is a necessary component and result of the scientific method. The failures of ideas and theories, when tested through experimentation and prototyping, inform, and are often the root of, future successes.
However, he also believes that project failures are often rooted in past successes of large technological bureaucracies. Large organizations with far-reaching strategic plans often stifle the creativity, experimentation and risk acceptance necessary to achieve game-changing technological advances.
Dr. Richard J. Joseph, Chief Scientist of the U.S. Air Force, looks through virtual reality goggles at Barksdale Air Force Base, La., Nov. 29, 2018. The harness training was a requirement before flying on a B-52 Stratofortress with the 20th Bomb Squadron. (U.S. AIR FORCE PHOTO // SENIOR AIRMAN PHILIP BRYANT)
Joseph serves as the chief scientific adviser to the chief of staff and secretary of the Air Force, and provides assessments on a wide range of scientific and technical issues affecting the Air Force mission. He has more than 40 years of experience as a physicist, directed energy researcher, senior program manager, national security advisor and executive.
DR. WILL ROPER, ASSISTANT SECRETARY OF THE AIR FORCE FOR ACQUISITION, TECHNOLOGY AND LOGISTICS
As the Air Force’s Service Acquisition Executive, Dr. Will Roper oversees Air Force research, development and acquisition activities with a combined annual budget in excess of billion for more than 465 acquisition programs.
He promotes the concept of “Fail Fast, Fail Forward” as a foundational culture shift necessary to keep the U.S. Air Force dominant.
This philosophy is manifested in his promotion of rapid prototyping and funding innovative ideas through Air Force Pitch Day and AFWERX’s Spark Tank.
Roper believes that by spending money to develop fledgling technologies and ideas quickly, and then prototyping them rapidly, flaws are found much earlier in the development process.
Dr. Will Roper, assistant secretary of the Air Force for acquisition, technology and logistics, speaks to a crowd of small businesses, venture capitalists, and Airmen during the Inaugural Air Force Pitch Day in Manhattan, New York, March 7, 2019. Air Force Pitch Day is designed as a fast-track program to put companies on one-page contracts and same-day awards with the swipe of a government credit card. The Air Force is partnering with small businesses to help further national security in air, space and cyberspace. (U.S. AIR FORCE PHOTO // TECH SGT. ANTHONY NELSON JR.)
This method avoids committing to the huge cost of the much longer traditional system and weapons development and acquisition where flaws are only found years and hundreds of millions of dollars later. Then the Air Force is stuck with that flawed system for decades.
However, in order for “Fail Fast, Fail Forward” to work, Roper believes the Air Force must adjust its attitude towards risk.
He points out that his own success actually points to a persistent flaw in the Air Force’s tolerance for risk – people are only rewarded for taking a risk that pays off. Roper insists that to foster an innovative culture, people must be rewarded for taking a good risk in the first place.
“Why are the people who succeed the only people we cite when we talk about risk taking as a virtue?” Roper said. “I’m trying to be very mindful with Air Force program managers and people taking risk that they get their evaluation and validation for me at the point that they take the risk.”
A Virginia teenager has received an appointment to all four major US military academies, a rare feat he’s been working on since he was a child.
Tim Park of Fairfax, Va. recently received appointment letters for the US Military Academy at West Point, N.Y., the Naval Academy in Annapolis, Md., The Air Force Academy in Colorado Springs, Colo., and the Coast Guard Academy in New London, Conn., according to USA Today.
Getting into just one military academy is an achievement in itself, since it takes a bit more than having good grades and submitting an application. Applicants need to first receive an official nomination from their congressman (with the exception of the Coast Guard Academy), ace an interview with an officer at the school, and have exceptional grades and civic achievements to boot.
Park told USA Today he was inspired by his own family’s service in and around the military, which began with his grandfather — who was a child during the Korean War. Park’s grandfather, who went on to become a doctor, offered free medical care to Korean War veterans in Pennsylvania.
“What he said is he had a debt of honor he wanted to repay,” Park told USA Today.
Park’s father currently serves in the military in the US Army Reserve. That may explain why he’s leaning toward West Point, the academy in upstate New York that has been commissioning Army officers since 1802.
“I would say when I was about 8 years old, there was a documentary on the History Channel talking about these four service academies and I thought to myself that day, I want to do that,” Park told Fox5 DC.
The moment Otto Catalan had waited almost two decades for had finally arrived. Sitting in a small office, surrounded by his doctors and other medical staff, the blind U.S. Navy Veteran could only hope for one thing: to see the face of his teenage son for the first time.
“I see a lot of flashes, and they’re getting brighter,” he said. “Wow. It’s amazing.”
He turned his head to the right and saw bright flashes of light reflecting off the white coat of Miami VA Chief of Ophthalmology Dr. Ninel Gregori. When he turned to the left to talk with his son, he paused and began to cry. Gregori hugged him.
“Thank you very much, guys,” he said. “I’ll work hard, so I can see. It’s been 19 years, and I have been able to see my son. Thank you. Thank you so much.”
Catalan is keeping true to his word and continuing to work hard to learn how to use his new Argus® II prosthesis or “bionic eye.” Even though he struggled for years to come to terms with the loss of his sight, Catalan now feels optimistic about moving forward and beginning a new life.
“I’m learning something new everyday,” he said. “This prosthetic will help me be more successful in life. It’s already helping me be more mobile at home, and it’s going to make a big difference for me at work.”
Catalan’s struggles with vision loss began in 1989, when he was serving as a ship serviceman in the U.S. Navy. While he was on guard duty aboard a ship in the middle of the Persian Gulf, everything suddenly went dark.
“It felt like I was walking in the dark,” he said. “I told my superior officer, and he sent me to a doctor, but they couldn’t find out what it was. We went back to Virginia. They did extensive tests, and that’s when they found out I had retinitis pigmentosa.”
Catalan was scared when he heard the diagnosis. He never heard of retinitis pigmentosa and didn’t know what it would mean for his future. He was immediately removed from the ship and sent to rehab, and would eventually be medically separated from the military.
What is retinitis pigmentosa?
“Retinitis pigmentosa is one of the most common inherited diseases we see in ophthalmology,” Gregori said. “For people with this condition and certainly in Mr. Catalan’s case, the retina becomes very thin, and the photoreceptors, which convert light into electrical signals, gradually die off over time. Initially, peripheral vision, or the side vision, goes away, and then finally the central vision disappears.”
Catalan’s eyesight continued to deteriorate. Still needing to make money, he took a job as a cook. As his conditioned worsened, he struggled to tell if food was cooked and even burned himself multiple times. It was at this point that Catalan knew he needed help, so he went to the Northport VA Medical Center in New York.
“My doctors told me I needed to start preparing because I was going to be permanently blind soon,” he said. “After I heard that, I remember crying all the time. I couldn’t even hear someone say the word ‘see’ because I would burst into tears.”
The Northport VAMC referred Catalan to the VA Connecticut Healthcare System to participate in its Eastern Blind Rehabilitation Service’s three-month training program. While sitting through the training sessions and listening to the instructors and other Veterans, Catalan unexpectedly learned a valuable life lesson.
“Once I met other blind Vietnam Veterans at VA Connecticut and saw how well they were dealing with their situation, I never cried about my own condition again,” he said.
Throughout the program, he also learned to perform everyday tasks, such as shave his face, eat with utensils, identify clothing and walk with a cane. He stayed an additional two months to learn to use a computer and screen-reader technology.
Moving to Florida
In 2005, Catalan heard about ophthalmology research being conducted at the Miami VA Healthcare System and the Bascom Palmer Eye Institute, which serves as the ophthalmology department of the University of Miami Health System. He moved his family to Cutler Bay, Florida and transferred his care to the then Miami VA Medical Center—where he worked with Roberta Goldstein, now retired Miami VA visual impairment services team coordinator.
“Roberta was great,” he said. “She referred me to the prosthetics department at the West Palm Beach VAMC, so I could get equipment to help me go back to work. She’s the best.”
Shortly after receiving his prosthetics equipment, Catalan landed a job as a resource specialist with Marriott Hotels—where he still works today. He says Marriott has been accommodating to his condition, and he hopes to be considered for promotion one day.
In March 2015, he received a phone call that would help his chances of getting that long-awaited promotion and also change his life.
One of my hopes was to see my son’s face for the first time
When he heard about the “bionic eye,” Catalan requested an evaluation for the device at the Miami VA Eye Clinic. With the help of the low vision Miami VA team, Gregori selected him for the Argus II® screening evaluation and personally called his home to ask if he was still interested.
“He was a perfect candidate,” Gregori said. “His personality was extremely important. With artificial vision, the patient must have the patience to learn to interpret the lights and images he or she is seeing. Learning to use the Argus II is like learning a new language, so individuals with both an optimistic personality and a strong willingness to work hard are the best candidates for the technology.”
Dr. Gregori is the Miami VA chief of ophthalmology and an associate professor of clinical ophthalmology at the Bascom Palmer Eye Institute. In 2004, she was part of the surgical team that implanted the first Argus II® retinal prosthesis in a Florida patient, a non-Veteran from Tampa. She was eager to bring the new technology to the Miami VA, where she proudly serves South Florida Veterans and has lead the ophthalmology department for the past 10 years.
“Miami VA Medical Center Director Paul Russo and Chief of Surgery Dr. Seth Spector both enthusiastically welcomed the idea of making the bionic eye available to our Veterans. It would not have been possible without their support,” Gregori said.
It felt like I had just given somebody the best Christmas present
Catalan underwent surgery to implant the Argus® II, a new prosthesis approved in 2013 by the Food and Drug Administration to treat people with end-stages of retinitis pigmentosa, at the Bascom Palmer Eye Institute on Nov. 24, 2015. Catalan’s bionic eye was activated Dec. 11 by the Bascom Palmer Eye Institute’s biomedical engineers, under the supervision of Miami VA’s Dr. Ninel Gregori. Even though Gregori and her team had already been through the experience of turning on the prosthesis with a previous patient, Catalan’s moment was emotional nonetheless.
“When it was turned on, Mr. Catalan started crying, and it brought tears to my eyes,” Gregori said. “It felt like I just gave somebody the best Christmas present I had ever given to anybody in my life. That’s why I went into ophthalmology.”
“After 19 years, the first thing I saw was my son’s face,” Catalan said. “I could also see Dr. Gregori, and when we walked around the hall, I was able to tell where the door and window frames were for the first time. That might not mean a lot to other people, but it meant so much to me.”
Catalan continues to work with the Miami VA Blind Rehabilitation Team, lead by optometrist Dr. Kasey Zann, to learn how to use the Argus II® in his everyday life. Blind Rehabilitation Outpatient Specialist Linh Pham visits his home and trains him to use the device in his home environment and in public. He also works regularly with Gregori and her team at the Miami VA Eye Clinic.
“The Miami VA Healthcare System has amazing low vision and blind rehabilitation resources for Veterans. It is an ideal setting for rehabilitation after Argus II implantation,” Gregori said.
At home, Catalan now sees objects and walls, and can even see lights and motion on his television for the first time. His next goal is to learn to use his new computer at work. After his training, he will be able to see shapes, the different windows and letters on his computer screen.
During an outing with his family in early 2015, Catalan was surprised to see a sight he had not seen in years.
“On New Year’s Eve, I was able to see the fireworks outside for the first time in 19 years. My mouth stayed open for a while,” he said. “Now, when I’m walking on the grass, I can see the lines where the grass is versus where the sidewalk is. The fact that I’m walking outside and can see the lights makes it all worth it.”
About the Argus® II Retinal Prosthesis System
The Argus® II Retinal Prosthesis System—made by Second Sight Medical Products, Inc.—is an artificial retina, or bionic eye, that converts images into light and uses a miniature video camera that is mounted on a pair of glasses, said Gregori. Once the images are converted, they are wirelessly transmitted to a surgically implanted prosthesis located in the patient’s eye. The implant then stimulates the retina to produce an image that is sent to the brain for interpretation.
The Habiru were described as a group of Asiatics wandering about the Levant, much like the Hebrews. The Sumerians were the first to mention this group as the SA.GAZ as far back as 2500 BCE. Hittite texts also refer to them as SA.GAZ. Texts found at Boghazkoi in Anatolia use both names, Habiru and SA.GAZ, interchangeably. The term also is associated with the Akkadian habbatu (“plunderer” or “robber”) or saggasu (“murderer”).
Instead, SA.GAZ means “one who smashes sinews;” this is typically in reference to a small band of soldiers who are employed as local mercenaries. This wandering body lived on the social fringes of civilization.
The Habiru were indeed an enemy to many, but a useful and complex one.
The philosopher Martin Buber described them as, “…people without a country, who have dissociated themselves from their national connections and unite in common journeys for pasture and plunder; semi-nomadic herdsmen they are, or freebooters if opportunity offers.”
While it’s well documented that the Habiru were viewed as landless undesirables who at times served as mercenaries in military ranks throughout the Near East and Egypt, it was their civil skills that were often overlooked and most desired. While it is tempting to correlate the Habiru with the Bedouin, that’s not always accurate.
The Habiru traveled in much larger groups and their social structure was complex. They were highly skilled pastoral people who were tenders of cattle, vintners, stonecutters, stockbreeders, agriculturalists, merchants, construction workers, skilled government employees, and fishermen.
4. The Ten Thousand
The “Mighty” Ten Thousand were mentioned in Xenophon’s Anabasis. The Ten Thousand, according to Xenophon, were a mixed bag of motley Greek warriors hired by Cyrus the Younger to help oust his brother King Artaxerxes II from the Persian throne.
In 401 B.C., the hardened Greek veterans of the Peloponnesian War fought alongside Cyrus near Baghdad against the Persian forces led by Artaxerxes. While the Ten Thousand fought bravely, it was not enough; Cyrus was killed in the battle. Afterwards, Tissaphernes, a local satrap (governor), met with the Greek commanders to negotiate new terms, but Tissaphernes refused their services and they were murdered.
Once word of the event got out, the Greeks elected new leaders and fled.
As the forces of Artaxerxes were pursuing them, the Ten Thousand banded together and fought their way out of enemy territory. Once Xenophon had been elected as one of their new leaders, the mercenary army embarked on a grueling nine-month journey that took them from the province of Babylonia all the way to the Greek Black Sea port at Trapezus.
During their journey, they fought off bad weather, famine, ambushes, and hallucinogenic honey. Once back on friendly soil, only three-fourths of their numbers remained.
3. The Varangian Guard
The Varangians were an elite guard that one served as the personal bodyguards of Byzantine rulers from the 10th to the 14th centuries. When not protecting the ruler, they were sent to the front in times of war to protect and expand the borders of the Byzantine Empire.
The Varangians were Swedish merchants who penetrated eastern Russia. Their story begins in 874 when the Kievan Rus and Constantinople established a peace treaty in which the Kievan Rus was obliged to send the Byzantines military assistance, but it would not be for some time. The first appearance of Varangians acting in the interest of the Byzantine state was during the reign of Emperor Michael III (842–867), in which they served as his personal security entourage. This peace opened the door for the Kievan Rus not only economically but also militarily. The establishment of the Varangian guard as permanent security organization started in 911.
What made the guard so exceptional was their loyalty to the emperor. Of course, if one is being paid a substantial wage while allowing the best pickings of loot from pillage cities, ones loyalty is hard to sway. They were instrumental in keeping the empire together and requiring lost territory, but also in protecting the Byzantine throne. However, the Varangians’ time would soon end after the sacking of Constantinople in 1204 by Western Europeans during the Fourth Crusade; the Varangians never fully regained their once regal position and eventually faded away.
2. The White Company
The famed mercenary leader John Hawkwood was in charge of the infamous White Company. The White Company was one of the most notorious mercenary groups of the so-called “free companies” to conduct warfare in 14th century Italy. The unit first rose to prominence in the 1360s under the leadership of Albert Sterz before falling under the command of Sir John Hawkwood. John Hawkwood was an Englishman who served in the English army during the Hundred Years’ War, and he was knighted for his service.
Once Hawkwood took command of the White Company, they soon became known as an elite (if not the elite) mercenary army in Italy. The cultural makeup of the White Company was an amalgamation of English, German, Breton, and Hungarian adventurers. These well-trained mercenaries provided a combined arms approach to warfare. Their swift tactics and willingness to fight in harsh conditions terrified opponents.
What made the White Company so effective in 14th Century Italy is because Italia was fractured into many small provinces and city-states. Loyalties swayed as quick as the wind and because of this, Hawkwood saw the lucrative benefits awaiting him. From 1363 and 1388, Hawkwood’s While Company fought nearly nonstop, for and/or against the Papal States, the city of Milan, and the city of Florence.
1. Henry MacIver
Henry Ronald Douglas McIver (1841–1907) was a soldier of fortune who fought for 18 countries. (Image courtesy of Richard Harding Davis’ “Real Soldiers of Fortune”)
MacIver was born in Virginia in 1841. Much later in his life, his family sent him to finish his education with his uncle General Donald Graham. The reason for this is once MacIver had finished with school he would be sent to West Point. However, MacIver ditched West Point and joined the army of the East India Company. He was only 16 years old.
While with the East India Company, he would see his first action at age 17 during the Sepoy Mutiny. MacIver nearly died after being seriously wounded in the arm and head. Not long after, he made his way to Italy, where he fought alongside Giuseppe Garibaldi.
After mixed success, he found his way under the command of the Don Carlos, who was the pretender for the Spanish crown. In 1861, Civil War broke out in the United States and MacIver made his way to join the Confederacy, in which he served with distinction.
After the war was over, MacIver fled to Mexico and joined Emperor Maximilian and his war against the Juarez rebels. However, his fighting was short-lived. He was captured by Indians, but he would escape three months later and rejoin Maximilian’s forces. He would be given the title of Count for his valiant efforts on the field of battle at Monterrey.
Soon after, the Juarez rebels won the war and executed Emperor Maximilian. MacIver fled for South America and laid low for a time.
When the Russo-Turkish War (1877–1878) broke out, MacIver made his way to the Balkans and offered his services to the Serbians. He was given the rank of colonel and led a company of volunteers but would soon rise to the rank of general and cavalry commander of the Serbian contingents. MacIver considered this the highest point of his career and was his happiest.
After Serbia, MacIver raised more volunteers and planned further expeditions in Central America. Before that could happen, however, he found himself serving as the United States Consul. He would offer his services once again to President McKinley during the Spanish-American War of 1898.
By this time, he had grown older and his services on the field of battle were not needed. MacIver would go on to find more lucrative enterprises elsewhere in the America’s but as Davis says, MacIver’s “…life is, and, from the nature of his profession, must always be, a lonely one. Still he has his sword, his blanket, and in the event of war, to obtain a commission he has only to open his tin boxes and show the commissions already won. Indeed, any day, in a new uniform, and under the Nineteenth Flag, the general may again be winning fresh victories and honors.”
MacIver would die the following year in 1907, but is remembered as a true soldier of fortune.
The comments came just a day after an off-the-record meeting the President-elect had with media executives and on-air personalities, in which he said “he believes it is time to have someone from the military as secretary of defense,” according to Politico.
If Trump were to stick with that view, then that means the field of potential candidates has gotten much thinner.
There were a number of names initially floated, including retired Lt. Gen. Michael Flynn, Sen. Jeff Sessions (R-Ala.) and Sen. Jim Talent (R-Mo.). Both Flynn and Sessions have accepted other positions within the administration, while Talent is apparently still in the running, according to The Washington Post.
Trump met with Mattis on Saturday for about an hour to discuss the position. Not much is known about what they talked about, but Trump did ask the general about the use of waterboarding and was surprised that Mattis was against it.
Afterward, Trump tweeted that Mattis was “very impressive” and called him a “true General’s General.”
Besides receiving praise from Trump himself, Mattis has been receiving near-universal praise in national security circles and among some of the DC elite. Syndicated radio host Laura Ingraham, a Trump backer who spoke at the Republican Convention, said on Twitter that he was the “best candidate.”
And Sen. John McCain (R-Ariz.), the chairman of the powerful Senate Armed Services Committee, offered a ringing endorsement of Mattis on Monday.
“General Mattis is one of the finest military officers of his generation and an extraordinary leader who inspires a rare and special admiration of his troops,” McCain wrote in his statement. “I hope he has an opportunity to serve America again.”
Mattis did have some competition from another retired general — Army. Gen. Jack Keane — who was apparently offered the job, but Keane declined it for personal reasons, according to NPR. When asked who Trump should choose instead, Keane gave two names: David Petraeus and James Mattis.
While both would seem a good fit for Defense Secretary, picking Petraeus would likely be a much harder one to get confirmed. Congress seems likely to grant Mattis a waiver of the requirement of a seven-year gap between military service and the civilian defense job, but Petraeus would bring plenty of baggage to a confirmation hearing. That would include a sex scandal and charges of sharing classified information, for which he received a $100,000 fine and two years of probation.
According to people familiar with Trump’s deliberations who spoke with The Wall Street Journal, Mattis is the most likely candidate.
Mattis, 66, is something of a legendary figure in the US military. Looked at as a warrior among Marines and well-respected by members of other services, he’s been at the forefront of a number of engagements.
The former four-star general retired in 2013 after leading Marines for 44 years. His last post was with US Central Command, the Tampa, Florida-based unified command tasked with operations in Iraq and Afghanistan, as well as more than two-dozen other countries.
He led his battalion of Marines in the assault during the first Gulf war in 1991 and commanded the task force charging into Afghanistan in 2001. In 2003, as a Major General, he once again took up the task of motivating his young Marines to go into battle, penning a must-read letterto his troops before they crossed the border into Iraq.
A number of defense secretaries who served under President Barack Obama have criticized him for his supposed “micromanagement.” Even Mattis himself was reportedly forced into early retirement by the Obama administration due to his hawkish views on Iran, according to Tom Ricks at Foreign Policy.
Whoever is ultimately picked, the next head of the Pentagon will oversee roughly 3 million military and civilian personnel and face myriad challenges, from the ongoing fight against ISIS and China’s moves in the South China Sea to the ongoing stress on the military imposed by sequestration.
The next defense secretary may also end up dealing with a nuclear-armed North Korea, and Russia is very likely to test limits in eastern Europe. The secretary will also need to reinvigorate a military plagued by low morale.
Mattis did not immediately respond to a request for comment from Business Insider.
Nick Palmisciano commands an empire of apparel sales, MMA sponsorships, digital content, and social media mastery as the Founder and President of Ranger Up. Started in 2006, the company is on track this year to hit $10 million in revenue, and that’s due in large part to the former Army officer’s ability to overcome significant challenges.
Palmisciano founded the company while pursuing his M.B.A. at Duke University, after he started printing funny military-themed t-shirts for ROTC students there. Now nine years later, it’s a business that continues to grow.
WATM spoke in depth with Palmisciano about his business challenges, how he overcame them, his future plans, his heroes, and much more.
We Are The Mighty: When you refused a promotion and went all-in with RangerUp, it was a huge risk. Do you remember what you were you thinking at that moment?
Nick Palmisciano: I was scared, to be honest. I was scared about giving up the security of the whole thing, but I also felt very free for the first time in ages, you know, because I just — I controlled my destiny, you know, and being able to control your destiny is a very American trait and it’s something I didn’t fully appreciate.
Like I thought of myself as an entrepreneur when I was doing it part-time, but you know, when poor performance means you don’t get a paycheck it hits home so much more, and I’m sure you realize that … but you know you feel alive because you kill what you eat, the company grows, you get a paycheck, the company grows, you get to continue paying employees. [If] the company doesn’t grow, it dies, and you fail. So it’s a lot more exciting and a lot more rewarding when you do well and hits a lot more than a normal job when you do poorly.
WATM: Do veterans have an advantage or disadvantage in starting their own businesses?
NP: We have both. So the statistics show that veterans do better than any other population in the country at starting their own businesses and maintaining their own businesses. I think that’s true for a couple of reasons: One, we have endured a lot, and we are used to a situation where at first we are not the best at something, [and] we have to work really hard at it and, over time we get a skill set. Those are incredibly helpful attributes. When you’ve actually done hard things several times, it makes the next hard thing easier to accomplish.
The other thing is that we genuinely like to work in teams and we are happy when other people succeed, but the military is built around [the idea that] you learn something, and then you achieve a level and then you teach other people how to achieve that level and your success is married to their success. That’s not true in the civilian world. People are a lot more self-centered — whether that’s a good thing or a bad thing, they are focused on their own promotion, their own skill sets, their own growth, and they don’t think about the team as much as military people do.
So that’s the upside. The downside is that the military makes things very easy for us, and that’s probably counterintuitive because nobody looks back at their military experience and says “Man that was so easy” but they tell you “If you want to go to this next job, you go to this school. If you want to go to this next job, you need to do these things in the unit. You need to have these jobs.”
There’s a structure to the whole thing. There is no structure in entrepreneurship and when I see people [who] are trying to start business that are really sputtering, a lot of times they’re coming to me, they’re coming to other entrepreneurs and they’re saying that they’re looking for advice, but they’re really looking for me or others to do all of the work for them and they just want to knock down these easily set up targets. And that’s just not the way that entrepreneurship is. You have to go into nebulous situations and figure out a way through and there’s a lot of suffering in there and you might be great for two years and then something else comes in and changes the whole game, and you have to rethink everything that you’re doing.
So there’s good and bad. You know on the whole, I think you’re better off being a veteran, and the statistics show that, than not, but there are things that kind of bite us in the ass too.
WATM: How about in the corporate world?
NP: Um, again, it’s kind of — it’s a two-pronged answer — thinking that you are better than people, or that you are owed something, or that they all suck because they’re civilians, you are setting yourself up for failure. So if you go in with that approach, which a lot of people do, and then complain that no one wants to hire vets, you’re not going to do well, because frankly, nobody wants to be treated like sh-t. No one want to be looked down upon, so if you go in with a negative attitude, then people aren’t going to like you and you’re not going to get hired. If you go in with the same attitude that you had when you went into a new job in the military — “I don’t really know what I’m doing and I have to rely on the people around me to teach me everything I need to know, but be proactive in learning everything that you can,” — you’re going to do extremely well.
Every time I had a new corporate job, I spent most of my time for the first few weeks basically talking to everybody that was in the group — no different than somebody coming into a new unit [and] figuring out how the unit works what the SOP’s were — and then after that after I felt like I had a handle on it. Then I was going to best practices and other organizations, the internet, etc. to figure out how I could improve my job, the organization, and take it to the next level in any number of areas.
That’s the approach that you need to take to figure out what’s going on and then figure out how you can be most valuable and see what you can bring to the table, as opposed to “let me tell everybody here how things should really work, I was in the military.”
So just like anything else, going in humble with the intention of truly being helpful as opposed to trying to rise above other people is going to make you successful.
WATM: How do we get over that “I’m better than you” military mindset?
NP: I try to flip it around for people. You know, when people get out [of the military] and go to college and college students are making gross assumptions about them, you know about how having post-traumatic stress is going to result in them doing something insane, or about killing people or about this, that, or the other thing … all the stereotypes that you hear about college students.
How much does that infuriate them? How much does that make them want to have nothing to do with these people, does that make them feel like they’re a fish out of water in this organization?
Flip it around and treat somebody like that because they don’t have the same experiences that you had, and guess what? You’re the a–hole. You know, so stop being an a–hole.
You go in and you’re walking into their organization. You wouldn’t walk in from basic training, or for that matter, walk in off the street to basic training and [say] “alright check it out drill sergeant, let me tell you how it really is.” Because they’re gonna be like who the f–k do you think you are?
It’s no different. It’s no different walking into a company. You can’t walk in one day and tell everybody how it is or how it should be or, the way that it should work or that they’re all wrong, because you don’t know what you’re doing — no matter what experience you have — you don’t know what you’re doing. You don’t know how that organization [operates], what they do on a daily basis, and you don’t know the constraints and you don’t know the personalities involved.
You know if you flip it around, it suddenly sounds ludicrous, right? It’s the same thing.
WATM: What do you think was your biggest challenge with RangerUp, and how did you get through it?
NP: [Sighs] There’s a new one every year, man. Honest to God. There’s a new one every year. You know, the most dramatic challenge I went through [was that] I went through leaving corporate America and literally a month and a half later I was going through a divorce, so I rapidly ran out of personal [funds]. I sold everything that I had, mutual funds and all that stuff, and I was down to $1,300.
And the key there, just like the key has been in every other time that I’ve had a crisis with the company is to focus on one thing at a time every single day and try to improve. You know, whether it’s marketing, whether it’s inventory management, whatever, because if you take a step back and you look at all of it, all the problems and all the challenges, it’s overwhelming.
So, you know, putting it in military terms, right, if you can sit back and say I want to conquer the country of Iraq, that’s an insane task that requires many people thinking and assessing and even then it’s challenging but when you break it down: The first thing I need to do is, I need to take this city, I need to take this block, I need to take this street, [and] it becomes manageable.
So sometimes, especially when everything is sh-tty, and when cash flow’s tight and when you don’t have enough inventory … when sales are down for the month and there’s a new predator or whatever it is. When things are very challenging, you’ve got to narrow them into a list, because otherwise it’s overwhelming.
You put one thing on the list at a time, you do it until it’s done, and you do it so that it’s high quality, and then you do the second thing on the list and when you knock things out like that and you go through the formula of A, B, C, you find yourself in a better position after several miserable weeks.
If you just try to solve it all at once, you get nothing done, you can’t sleep at night, and it doesn’t improve. And so, I went from being a dude that had a lot of money to a dude that had $1,300 to his name and had maxed out credit cards.
But by knocking out one thing at a time, the next month I had $1,350, and the next month I had $1,500, and you know, I’ve taken that approach with everything. So every time something goes wrong, you have to assess, what is it?
Well, this time I have too much inventory in styles that weren’t really selling, how did that happen? So you figure all that out, and what I know is that I need money right now to make a sale on this inventory that isn’t showing, even if I take a loss on it because I need to get cash into the system, then how do I figure out how to do that next time? What led me to this?
So you need to go through the steps and at some point, like right now we have a very fancy inventory management system, we use algorithms to determine that we built based on our analysis and how many of something we should order. But that didn’t happen in a day because we f–ked up, and then we fixed it, and then we f–ked up again and then we fixed it, and as long as you don’t make the same mistakes, over time you start building a business that is very efficient and very sophisticated.
But at the beginning it’s like “hey, how many of these should we order? I don’t know, 100? 150?” And now it’s… I don’t want people rounding because we found two years ago that by rounding up to the nearest 12 shirts, we added $80,000 of inventory, 3 or 4 shirts at a time, and that money needs to be working, not sitting on the shelves.
You see what I’m saying? It all kind of builds.
WATM: I’ll follow up by asking, specifically, because you brought up the thing with $1300, how did you break that up, what was your priority there? It’s daunting, you’re looking at your account and seeing that you only have $1300, and you’ve gotta make money. What were the manageable tasks that you found got you to $1350 in the next month?
NP: The first thing was figuring out where the money was going, [and] where are we spending. One of the the big things back then was we really valued things. We were a smaller company, doing what the other people were doing, and we really valued things like athlete sponsorship and trade shows, and you know all the things that all the other companies are doing that everybody tells you are critical.
[We] just kind of walked through that and asked, is this critical? What does it really cost to do a trade show? What does it really cost to have an athlete? And then you figure out what the value of having these things really is. We almost don’t do any trade shows anymore because the average trade show ended up costing around $27,000 when all is said and done, and you just don’t get that kind of return. It’s just a thing that somebody created that people do, and everyone goes, “oh you’ve gotta be involved in this or else you’re not really in the industry.”
Well that’s not true at all, but that’s what everybody says. And you know, we do sponsor athletes, but we only sponsor our kind of athlete, and we figured out what that meant.
Inventory. It was a big issue back then and I was trying to figure out why sales weren’t growing — why we were very profitable, but we had no cash on hand. So it was a simple Excel spreadsheet where I rank-ordered all of the styles by sales and then to the right I put their inventory value and then I realized that I was getting 80 percent of our sales on about 20 percent of our inventory, and the other 80 percent of our inventory accounted for 20 percent of our sales.
It was embarrassing because I knew this stuff from business school, but it’s completely different when you’re in it, day to day, and you think about things like if I only print this smaller number, it’s gonna cost a dollar something more per shirt and that’s gonna be a ton of money — and it is a ton of money — and it’s not hundreds of thousands of dollars in useless inventory, and there’s no science to that.
It’s hard to balance what’s appropriate. Is it profitability or is it cash flow? You’ve gotta strike a balance, like you’ve gotta hold some inventory or you can’t sell but if you have too much inventory you have nothing available for investment.
So we did a fire sale on that 80 percent of the inventory and much of it we took a loss or did breakeven on, and then all of a sudden we had some cash and we invested that cash into styles that sold, and we were able to then create more styles and started developing styles more routinely.
All of these things were things I was working on over several months and the low point just happened to be at that $1,300 and so I had already been working to solve the problem. And it finally started clicking that following month, like all of a sudden these new styles were coming in, we were selling more, we had a little more cash on hand. I was able to pay myself a little more, and it wasn’t a ton more — like another $100 or $150 a month — but that little amount made all the difference. So you kind of chip away at these small things and they add up to be big things very quickly.
WATM: What are the tools you use on a daily basis to be more productive and get things done?
NP: I’m not a really fancy guy even though I have an appreciation for a lot of these crazy apps out there but really at the end of the day there are three tools that I use all the time.
Excel is the lifeblood of everything I do and I am an Excel ninja. People say that they are an Excel ninja because they can do a couple of basic formulas but there is nothing I cannot do in Excel. Spreadsheets are very complicated you know, drop down menus and like it’s just … [being] able to very quickly look at data and convert that into a few possible directions that you should go and that you should look at, is invaluable. If you’re gonna start your own business and you’re one of those people that’s like “Oh I’m not good at that, or I really don’t know that much about Excel,” take courses, start figuring out how to do analysis, [because] it’s really important.
The second thing is Quickbooks; I don’t care if you’re a brand new business and you only have $400 in sales, start using Quickbooks, start figuring out how all the different sheets work and fit together and constantly be looking at your business to see what’s going on. If you don’t know, then your success is just dumb luck.
You have to know what’s going on in the company. And then the last thing is just that I use the notepad on my iPhone and Tom [Amenta, COO of RangerUp] has Evernote or whatever the hell it’s called, and a few other fancy things but I just use the notepad every day and write down what I have to do on this day, and if I don’t get these things done then I have failed.
Or, at the very least I take it and I move it on to the notes for the next day. But every single day I am trying to knock out certain things. So those are the three very simple tools that I use constantly. You open up my computer and there’s always six or seven Excel sheets open and I get a daily Quickbooks report with a list of various things that are important to me along with a scorecard that the various managers inside the business provide me on a weekly basis and I hold myself accountable with my phone which is always with me.
WATM: I’d be really fascinated to learn what your creative process is like. You guys are churning out videos, blog posts, social media, memes, all kinds of stuff. How do you decide what’s good, who’s coming up with this stuff? Can you take me through what that’s like?
NP: We have a really good creative team and that’s me, Tom Amenta, Jack Mandaville, Patrick Thomas Baker, and all of our designers. It’s just a really good group of people, but it also extends to anybody [who] wants to be involved.
So sometimes we have, I don’t know, three organized meetings about various topics in terms of creativity every week so one is the design process, one is videos, and one might just be general ideas about projects you take on.
But then also there are people like Jack, Pat and I that are literally always thinking about this kind of stuff. Like I’ll wake up in the middle of the night sometimes and jot down some stupid video idea or an article I want to write or whatever, and it hits me and I put it down.
And you know, our whole concept is we want to entertain our friends. That’s the way that we look at our business. How can we entertain, educate, or just generally amuse our friends? If we do that right everything falls into place. And if we don’t do that right, we’re just another t-shirt company.
NP: Range 15 is a post-apocalyptic comedy. Think of it as “The Hangover” after the apocalypse with veterans leading the charge to save the world. And in terms of the plot that’s kind of what I can give up right now.
The main character in this movie is going to be Mat Best. He’s got the high cheek bones and the steely blue eyes so we thought it was a no-brainer, and then the rest of the Ranger Up and Article 15 crew who I’m with, Dakota Meyer, Leroy Petry, Tim Kennedy and we just got a really interesting call that I did not expect from another well-known military celebrity that is interested in being involved.
And he has already had a very popular movie done about him, but he has never done a comedy before, and I think we’re going to be adding his seal to the mix here. But the concept here is that veterans are always portrayed in a certain way in movies, even positive movies. It’s always about sacrifice and suffering and they always end up worse off from their experiences. And that’s really just not the case. I mean it’s the case with some people, sure, but on the whole veterans are the most industrious, fun, can-do people that I’ve ever met and that I think most people will ever meet and so we just wanted to have fun with it.
So for example, we’ve got two Medal of Honor recipients in this thing and they’re poking fun at each other and the service. And they’re in a movie that could be described as one of the most ridiculous movies that you’re ever gonna see anywhere, and they’re doing it because they should be able to do it. Nobody should be able to tell these guys, “you can only do this type of film” or this kind of documentary.
No, because they want to do the same kind of thing that we want to do. They want to amuse our friends, they want to show them that you can do anything. I mean for all, for any negative threads that are on us doing this silly movie, at the end of the day, in 24 hours we’ve raised almost $200,000 [Editor’s note: Now it’s almost $500,000] to do a movie for our community.
I’ll be honest, the folks at IndieGoGo spoke to a mutual friend and had told them that we were going to launch and they kind of ignored it. And the president of IndieGoGo called and his question to them was “Who the f–k are you guys?” Because he didn’t understand, he did not understand how we were doing it, and it’s because people don’t understand the community and understand what these kinds of things mean to the community.
It’s gonna be a good movie. It’s gonna be really funny and it’s going to be for us, and because we’re doing it for us we don’t have to compromise the message at all. We don’t care if someone’s offended by it. We don’t care if this isn’t Hollywood appropriate, and if this isn’t gonna do well in the Asian market. We don’t care about any of that stuff.
Because we’re doing a movie that our fans want us to do. And it basically breaks all the rules. Our IndieGoGo campaign wasn’t set up the way IndieGoGo says you should set up a campaign, our marketing strategy isn’t what they say you’re supposed to employ, we’re not relying on Hollywood interviews, we’re not relying on press and we’re not relying on any of this stuff and we’re doing it hardcore, direct and social.
And we’re on pace right now to be one of the largest funded movies ever on IndieGoGo, and I think that speaks less about us and more about the community.
WATM: What about the decline of the military comedy in a post 9/11 environment? Why has that happened and were you actively trying to combat that?
NP: You should be able to have fun with it. And we saw the same kind of thing with some people with “Enlisted.”
Military veterans are not saints. And I don’t mean that in like we aren’t good people, but you do not need to bow down to the altar of the veteran. We’re regular people, and we should be able to make fun of ourselves. And if you think that veterans can’t because they have to live up to some standard or stereotype, that’s your problem, not ours.
I think most veterans have a lot of fun, are funny people, enjoy life and don’t want to be stuck with this view that they are droids that are serious and boring people. I think it’s unfair and we want to shatter that.
WATM: It seems counterintuitive to work with Article 15 Clothing, which outsiders would view as a competitor. How do you explain that relationship? It seems antithetical to the norms of business to be friends with companies creating such similar products.
NP: With Article 15, we have a very similar ethos. Those guys genuinely care about the veteran community; it’s not just window dressing. So they’re genuine guys and I like them personally, but the second part of it is that I don’t think it’s a zero sum game. I don’t wish failure on anybody.
We grow, they grow. Grunt Style [another military apparel company] grows and it’s not a bad thing [because] these people are employing veterans and doing good things. I’ll be honest with you, I haven’t had a single year where we haven’t had triple or double digit growth, so I’ve got no reason to complain.
When you sit around and look at competitors and worry about what they’re doing, and worry about other people, you are stagnant, you’re not improving, you’re not creating new products. You’re just worrying and you’re trying to go backwards. When you [should] look forward you grow.
That’s what we do, so I worked with Article 15, and we became friends, I gave them some advice here and there, and as a result of that mutual trust we kind of hung out and came up with the concept of doing this together and it’s been a really good partnership.
You can ask them the same questions and I’m relentless — that’s my personality — so from the moment that we decided to do this, I’m the guy who is annoying the sh-t out of everybody like “hey, we gotta do this, here’s our timetable, hey, we’ve got to get the lawyers to do this, we’ve gotta fill out this form and here’s the script notes. I need this and I need that.”
And Jarred [Taylor] is a promotional genius, Mat is a very creative dude, he’s hilarious, Jack [Mandaville] is hilarious, and everyone is kind of bringing something to the table. Individually I’m not gonna say, “could Article 15 have not done this without us?” No, I would never say that. They’re motivated guys, and they could have done it, same with us, like we could have done the same thing.
But together, we’re unstoppable. And I truly feel that way. Working together on this, we’re unstoppable. We’re putting up numbers that are shocking on IndieGoGo because the general population has no f–king idea who any of us are. But we’re still putting up numbers that are a quarter of what Broken Lizard just did with “Super Troopers” and that’s a movie that probably 20 percent of America has seen and loves, because we work great together, and have been able to kind of check egos and just work really hard.
So, for me it’s just been a win for everybody and it’s been an awesome experience.
WATM: You were an Army officer, so I’m curious as to what terrifies you more: leading a unit of soldiers, or leading your own company? Or is it similar?
NP: It’s really different. And I also think it’s different because as you get older you think about things differently too. Like to think if I was this age, and if I were to take a platoon now, I would have been a lot more afraid than I was then, because when you’re 21 or 22 and just out of Ranger School, you feel like you’re unstoppable and you’re surrounded by guys who feel like they’re unstoppable.
Deploying was definitely nerve wracking because, a lot of people say this, but I was one of the guys that really loved everybody in my platoon even if they were a pain in the ass, and I really looked at them as my family. And it was terrifying to think of losing somebody. But I was fortunate that I wasn’t in a position where that happened. So, I was a young guy and felt invincible and never was faced with some of the bad things that happened to other people.
The stress is different though. The stress of a business is constant, and it’s not something where there is a clear, there’s no clear enemy right? It’s just this constant stress. Do we have the right inventory? Do we have the right ideas? Do we have the right advertising strategy? Oh crap, this thing went wrong. We need to fix this. The shirts came in wrong, the movie title headline is off because of X,Y, and Z, the lawyers didn’t get us the paperwork in time.
So now, my brain works 24/7, and it’s never over. In the nine years I’ve been doing this, I’ve basically had this constant stress in the back of my head, whereas the military, the stress has much higher peaks but shorter duration.
You get back from deployment and that stress drops significantly, then you deploy and the stress peaks. Within an entrepreneurial endeavor, the stress never goes away. It’s just always there. There’s always something you could be doing. That was a convoluted answer, but in the worst situation, [there’s] no question about it that the military is more stressful. On a day to day basis it’s more stressful to be an entrepreneur.
WATM: Living or dead, who are your top 3 heroes?
NP: George Washington is the best president we will ever have. I’ve read just about everything written on the man and people have no idea how much that dude did for the country and for our way of life.
Cheesy I know, but my father came over from Italy when he was eight years old, volunteered for Vietnam, served for six years, got out and used the GI Bill to be the first person to go to college in our family on either side, graduated valedictorian, and sacrificed significantly so that my mom and my brother and I grew up thinking anything was possible, and essentially made it so that we did make anything possible that we wanted to do.
And then third, gosh, you know the third one is a tough one, I’m not really a big hero worship kind of guy but I’m gonna go with Captain America. I’m serious. I’m going with Captain America because no matter how bad it gets, he sticks to doing what the right thing is and he never allows his principles to be shaken.
WATM: You want to start a new business instead of RU. What is it?
NP: That’s a tough one for me to answer because I have so many offers on the table right now. If I wanted to do something completely different I would do something that involved absolutely zero inventory.
So we’re kind of doing something that’s been a dream of mine for a long time, and that’s to get into the movie business. I mean, we might get into doing this movie and realize that we all hate movies. You know I enjoy doing advertising work, I could also see myself at some point disengaging from business and spending some time doing some nonprofit work.
It’s tough for me, because literally every day someone is trying to buy us, get us involved in a new business or hire me or Tom or somebody away from here. So I almost can’t even answer that.
At the end of the day, I want to work with really good people because the business almost doesn’t matter. I don’t even really like T-shirts. I tell people that all the time. But I really like my customers. And that’s what keeps me in the game with RangerUp.
If I had the opportunity to take over a $200 million business, but the focus was on football players or something, I don’t think my heart would be in it and I don’t think that I would be as good at it. Working with good people, and customers that I believe in, that’s kind of what motivates me. I need to care about what I’m doing.
I was in a position in corporate America where I was making a lot of money, I was on pace to make a bunch more money, and that taught me that I really don’t care about money. I mean obviously, I need to eat and I need to take care of my family, but I don’t need to be Kanye or Mayweather blowing 100K at a strip club. That’s not gonna make me happy. So whatever I do, the work has to be worthwhile.
WATM: What’s the #1 business book you find yourself recommending to people?
NP: I don’t really believe in business books. They’re just cheesy, they’re narcissistic, they’re people telling you how great they are, for the most part.
I would tell you that Ryan Holiday wrote a really cool book called The Obstacle Is The Way. It’s not really a business book but it is a great read and it’s founded on the principles of stoicism. And if you want to go back even further, read Marcus Aurelius. One of the great things that I learned from Ryan, and this is just from personal interaction with him, is that if you want to know something about a topic, any topic, walk into the bookstore and find the oldest book on that topic that’s still in print, because if it’s still in print, it’s because it’s a good book.
If it’s a new thing that someone famous just wrote, it’s probably a piece of sh-t, and I’ve found that to be true. And I’ve started reading older and older books, and the classics, and philosophy, because I find that to be a lot more valuable than reading about some dude that just launched an app and is 25 and trying to tell people how to run their life and run their business.
Sometimes people are really good, sometimes people are really lucky, [and] sometimes people are really good and can’t tell a story. Read old books.
WATM: What about a military-related book?
NP: That’s tough. I really like Gates of Fire, I really like Starship Troopers, the book, not the movie although the movie’s fun. The Long Grey Line, that’s a great book. Black Hawk Down. There [are] so many great books out there it’s hard to pick just one. Sean Parnell’s Outlaw Platoon, that’s a new one. I really enjoyed that book and Sean is a great guy. That probably makes that book even better for me, but to say that I have a favorite is pretty challenging.
WATM: Last thing: Where do people go to learn more about you? Besides RangerUp.com, do you have a personal website, Twitter account, Instagram, or smoke signal that you would recommend? Video you would want people to watch?
NP:@Ranger_Up is my Twitter, and that’s me tweeting 90 percent of the time. I don’t have a personal account yet but I’ve been getting kicked in the ass to start one so that’s coming soon [laughs].
Watch the “How to Get a Job” series. That’s what I care about. Just figuring out how to get people set up for success, so if the question is what am I about, that’s gonna be the best video for that.
Taran Butler is a better shot than you. Sure, there are people who may be better at very specialized skills within shooting, or who shoot better with a particular style of firearm under certain conditions or at a specific range of distances. But Butler, who runs Taran Tactical Innovations and trains both Hollywood stars and military/law enforcement clients at his facility in Southern California, is often regarded as the best all-around shooter alive.
If his name eludes you, here’s what you’re missing. Butler is a multiple United States Practical Shooting Association (USPSA) 3-Gun National and World Champion; he’s the man who helped turned Keanu Reeves into John Wick; and he can shoot six, 8-inch plates set 30 feet away with one hand while drawing from the hip in well under two seconds. If you’re not impressed, you should be.
Grand Master Taran Butler Hip Shooting 6 plates 1.98sec. Broke his personal record.
Grand Master Taran Butler Hip Shooting 6 plates 1.98sec. Broke his personal record.
Butler said that he was a natural shooter from the start, but his competitive career officially began in 1995. He attended his first match with a Glock 21 pistol — which had a lower capacity than the pistols of the other competitors and required an additional reload. Butler still finished 7th in a field of 118, and that’s when he realized that he had a future in competitive shooting.
The next year he won the Southwest Pistol League’s Limited Division, and from there he went on to win the SPL’s Unlimited Division and a handful of Glock Shooting Sports Foundation matches. After that initial 7th place finish, Butler won every match he entered for the next two years, which were all pistol-shooting competitions. It wasn’t until the following year that he would jump into the world of 3-Gun, an arena he considered “kinda lame” before trying it out.
Photo courtesy of Taran Butler
In 1997, Butler competed in his first 3-Gun match, the Five Dogs Winter Classic, despite the fact that he didn’t yet have his Benelli shotgun tricked out for 3-Gun — and none of the ways he was taught to load a shotgun were practical for competition. He borrowed two shotguns for the weekend and described those stages as an “absolute disaster because the shotguns didn’t function properly … [it] was a box-office fiasco on every level.”
Butler, who had gotten used to winning, was livid, but he pressed on. He noticed that most of the competitors were going into the prone position to shoot the farthest rifle targets, a distance Butler estimated to be about 100 yards. Figuring that he had nothing to lose after the shotgun stages, Butler shot standing. The second place time for that stage was 25 seconds — Butler finished in 16. On the pistol stages, since that’s Butler’s expertise, he “went dog nuts and absolutely shredded the pistol stages into the ground.” Even though he came in near the bottom for the shotgun stages, his incredible performances during the pistol and rifle stages propelled him to the top, winning the entire match overall. It was the first of many wins, but also some heartbreaking losses.
Photo courtesy of Taran Butler
Butler’s first trip to the 3-Gun Nationals was in 1999. He was leading by a large margin (about 200 points) after 14 stages, but there were still two to go. The 15th stage required each competitor to rest their rifle on the roof of a car while shooting. Butler’s rifle didn’t have a free-floating handguard, so the contact with the car interfered with the vibration of the barrel, causing the gun to shoot extremely high at 100 yards. The bullets were impacting the torso target at the top of the head when Butlet was aiming for the A zone. He suffered eight penalty misses, ultimately losing the match by five points — which he equates to about half a second. At his next 3-Gun Nationals appearance, the cross pin holding the trigger group in his shotgun broke during the final stage, and the entire trigger group fell out of his gun. He ended up losing by a few points. These losses taught Butler the importance of having high-quality gear and knowing the gear that you have.
In 2003, Butler finally broke through. At the time, Bennie Cooley was the reigning 3-Gun champion. He was unstoppable with a long-range rifle, and Butler was unstoppable with a pistol, so the shotgun stage was where they met in the middle. First up was the pistol stages, and Cooley shot first. He was slower but had no penalties. Butler shot three or four seconds faster but suffered penalties — the pressure had gotten to him, and he was upset with himself. Great, throwing away the Nationals again, he thought. On the next stage, Butler again beat Cooley on time — but, also again, he shot a hostage. At that point, Butler had to shake off the pressure and focus solely on the shooting. The next pistol stages were left-hand, right-hand, and Butler shot them clean. He went on to shoot the long-range rifle and close-range hunting rifle stages, and then shotgun.
Taran Butler, left, with Halle Berry and Keanu Reeves.
Photo courtesy of Taran Butler
Butler dominated the stages and ultimately won the 2003 3-Gun Nationals in the Limited Division. That was the beginning of a long winning streak and a record-breaking career. The following year, Butler became the first shooter to win the 3-Gun Nationals’ Tactical Division. In 2012, he won the Open Division, making him the USPSA’s first-ever Multigun Triple Crown Champion, having won Nationals in each of the three divisions.
“It’s kind of like winning a championship belt in three different weight classes in the UFC,” Butler said of his accomplishment.
Another defining moment in his career was in 2007 at the Fort Benning Multigun Challenge. Butler was unaware of a rule change in his division that limited shotgun magazine tubes to eight rounds. His shotgun held nine, so he was automatically moved into the unlimited division where he was shooting against competitors with 16-round mag tubes on their shotguns — and in one case, a 32-round drum mag. They also had 30-round pistols, and their firearms were tricked out with the best upgrades available. Butler said it “is the equivalent to showing up in a bicycle at a motocross competition.”
Against all odds, Butler won. Legendary shooter Jerry Miculek, who Butler described as “a man of few words and one of the greatest shooters that ever walked the earth,” was also competing that day. After the match, he approached Butler and said, “Taran, you’re a fuckin’ animal” — and then walked away. Butler said it’s one of the best compliments he’s ever received from a peer. After the Fort Benning match was televised, Butler’s sponsorship opportunities quadrupled. Despite this massive success, Butler had his sights set on accomplishments outside of the competitive shooting world.
The next step for Butler was appearing as the go-to firearms expert on the hit TV series “TopShot” for five seasons. From there, things took off for his career as a firearms trainer. He was hired to work with Hollywood stars such as Keanu Reeves and Khloe Kardashian. When one of Butler’s videos with Keanu Reeves went viral, his popularity in Hollywood exploded.
Keanu Reeves honing his shotgun skills at Taran Butler’s shooting range in California.
Photo courtesy of Taran Butler
If you enjoy watching current films with actors who actually look like they’ve held a gun before — and don’t utilize a 1970s-style teacup-and-saucer grip — you can thank Butler for helping to establish a higher standard for gunplay in movies and television. He has consulted on numerous films and has trained A-list Hollywood celebrities, including training Michael B. Jordan for his role as Killmonger in “Black Panther” and Halle Berry for her role alongside Keanu Reeves in the most recent “John Wick” movie. He also trained director Ang Lee and star Will Smith for “Gemini Man.” The film features a young Will Smith shooting a Glock 41 modified by Butler’s company, Taran Tactical Innovations (TTI), against an older Will Smith shooting a Gucci’d-out TTI Combat Master Glock.
Butler also mentioned several projects that have yet been released, including his work with “How I Met Your Mother” star Cobie Smulders for her new ABC show “Stumptown,” an adaptation of a popular graphic novel. He has also trained John Cho for Netflix’s “Cowboy Bebop”; Josh Lucas for the upcoming “Purge” film; Charlize Theron and KiKi Layne for “The Old Guard”; and Robert Pattinson, John David Washington, and Aaron Taylor Johnson for an unnamed upcoming film.
Halle Berry training with at Taran Butler’s range in Southern California.
Photo courtesy of Taran Butler
Butler also trains military and law enforcement groups whose jobs and lives rely on the skilled handling of weapons. “Three-Gunners are the deadliest weapons handlers on the planet,” Butler said, pointing to the fact that grueling matches that last three to four days are frequently won and lost by fractions of a second. So world-champion 3-Gun shooters like Butler spend countless hours “training their asses off.” He acknowledged that military and law enforcement groups are more proficient with combat tactics, but they frequently come to people like Butler for firearms operation and manipulation training.
While training military and LEO groups, Butler said he noticed that those who also compete in 3-Gun “annihilate” their non-competition-shooting counterparts. He encourages everyone he trains to also compete in multi-gun or USPSA competitions to hone their skills. While he sometimes works with celebrities for months, Butler usually has only a day or two with tactical groups, so training them is more about tweaking small habits and incorporating 3-Gun fundamentals into their tactics.
In his impressive career, Taran Butler has learned from some of the highest highs and lowest lows in the shooting sports. Few, if any, will ever be able to match his accomplishments in that realm. But he used it as a springboard into an adjacent career that helps shine a light on others as well. Butler’s work with military and law enforcement demonstrates the value of his 3-Gun training and has the potential to save lives. His work with Hollywood stars has raised the standard across the board, even in media he doesn’t touch, when it comes to the realism we see on screen. So, yeah, he may be a better shot than you — but he earned it.