The U.S. Navy owns the oceans, ensuring freedom of navigation for allies and fighting fiercely when called upon.
But the Navy has a softer side too, filled with humanitarian relief and medical missions.The crown jewels of this effort are the USNS Mercy and the USNS Comfort — hospital ships with a thousand beds each.
1. The USNS Mercy and her sister ship were converted from massive supertankers. Each is 70,000 metric tons.
2. The Mercy is a mobile hospital, complete with 12 operating rooms as well as pediatric, trauma, and orthopedic areas.
3. While the Navy maintains hospital ships to provide mobile care to soldiers and Marines fighting ashore, the USNS Mercy has been primarily deployed on humanitarian missions in the Pacific.
4. Mercy is often deployed to Pacific areas where clinics, like the one below, provide basic care. Doctors can refer the patients to the USNS Mercy, which will then provide hospital-level services.
5. Patients are transported to the ship by helicopter or by “band-aid” boats.
6. When patients arrive, they are sent to the receiving area. Their medical needs will be diagnosed and they are then sent elsewhere on the ship for care.
7. When doctors need a better look at an injury, the use the onboard CT scanner.
8. For patients that require surgery, the 12 operating bays provide a modern, sterile environment for procedures.
9. Here, a doctor puts the final sutures in a patient after removing a six pound tumor from her.
10. The ship regularly trains for mass casualty events. This helps them support military operations where a lot of troops may be wounded and respond to humanitarian crises.
11. Children are welcome on the ship where onboard pediatricians treat them.
12. A pre-dental society sophomore student from the University of California-San Diego plays with a Timorese child during Pacific Partnership 2008.
13. A hospital corpsman gives a surgical screening to a child onboard the USNS Mercy in 2010.
14. Humans aren’t the only patients for the USNS Mercy. The ship deploys with U.S. Army veterinarians and veterinary assistants for treating livestock and pets as well.
15. Pets and nearby wildlife can be a vector for disease, so the services of the veterinary staff help protect the human population.
16. The Mercy maintains its own combat search and rescue helicopter and crew.
17. Sailors launch and recover the birds from the upper deck of the ship.
18. Even foreign military doctors help out aboard the USNS Mercy. In this photo, an Australian Navy dentist treats patients onboard.
19. A dentist with the South Korean Navy treats a patient onboard the Mercy.
20. The USNS Mercy crew also goes ashore to help partner nations. Here, an environmental health officer tests a water well that was just dug by Navy Seabees.
21. The Mercy has its own firefighters who ensure the safety of the other sailors and patients on the ship.
22. Check out the infographic below to learn more about the ship and its mission in the Pacific Partnership.
Nestled between high mountains on the Afghan side of the border with Pakistan, the Korengal Valley has been one of the hardest fought over patches of ground in the War on Terror. 54 Americans have been killed and four Medals of Honor were earned in the valley — or it’s immediate vicinity — while the case for a fifth is under review. One was that of the first living recipient of the award since Vietnam: Staff Sgt. Salvatore Giunta.
Today, the American military rarely moves into the valley, but handpicked Afghan commandos, some trained by the CIA, fight constantly with militants there. The Afghan government maintains offices at the Pech River Valley, the entryway to Korengal. Their police execute raids and patrols in a continuing attempt to shut down or limit the shadow government operating there.
When the American military was there, they faced the same challenges the Afghan forces do today. Some of these dangers are common across Afghanistan, while some only existed in Korengal Valley and the other branches of the Pech River Valley.
The terrain is a nightmare.
Steep mountains, loose shale, thick forests, and open patches of land made the area a nightmare for an occupying force. Combat outposts were built in relatively open areas so that defenders could see approaching militants. However, this meant patrols returning to the base had to cross the open ground, sometimes under heavy small arms fire from nearby wooded areas and houses. The thick trees in the area allowed fighters to attack U.S. forces from cover and concealment.
The attackers would then hide their weapons in the forests and return to the civilian population. The steep hillsides allowed snipers to climb above outposts and fire into the bases as soldiers slept. Loose rock on the steep land led to injuries from trips and falls.
Building new bases — and keeping them resupplied — presented constant challenges.
Tied to the problem of the terrain, engineering in the valley has historically been difficult. To build the infamous Restrepo outpost, soldiers slipped up the hilltop in the night and frantically dug ditches in the dark. Working until dawn, they were barely able to create shallow trenches to lay in before sunlight exposed them to enemy fire. They created the outpost over the following weeks and months, chipping away at the rock and throwing the fragments into bags or Hesco barriers to create walls and fighting positions. Everything in the valley had to be made this way as the hills were too steep to move heavy equipment and there was little dirt or sand to put in the bags and barriers.
Supply was similarly constricted as many vehicles couldn’t make it into the hills. Trucks would move through washed out roads to deliver supplies to positions near the bottom of the valley. Getting food, water, and gear to the tops of the hills required either helicopter lifts or infantry carrying it up on their backs.
Its proximity to Pakistan gives the Taliban a cross-border sanctuary.
The Korengal Valley is located on the border with Pakistan in steep mountains and thick forests where it has served as a major conduit for smugglers for decades, especially during Soviet occupation. The Pakistan side of the border is in the tribal region which has historically served as a recruiting and training ground for terrorists. The valley itself is so inaccessible that the Afghan government temporarily gave up on trying to control it, even before the people began a strong resistance.
The civilian population is largely confrontational toward outsiders.
The Americans in the valley found that the Korengalis were even less hospitable to U.S. and NATO forces than those in most of the war torn country. Most of them follow a sect of Islam known for its particularly conservative and hardline attitudes. They also all speak a dialect that not even their neighbors in the Pech River Valley — which Korengal Valley intersects — can understand. In addition, the Korengalis have a history of lumber smuggling and bad blood with other tribes. Meetings between U.S. and Afghan military leaders and tribal elders were generally tense if not confrontational.
The U.S. faced multiple insurgent groups, along with criminal elements.
Most NATO units faced opposition from multiple factions in their regions, but the Korengal Valley was a high priority for both the Jamaat al Dawa al Quran, or JDQ, and Al Qaeda. JDQ is suspected of having connections to Pakistani intelligence and both groups are certainly well-funded. In addition, local insurgencies cropped up under former timber barons who lost family members and money when the Americans moved in.
The Taliban often used human shields in battle.
Though civilians were used as shields in much of Afghanistan, it was constant in Korengal Valley. Women and children were nearly guaranteed to show up on the roof of any house that came under attack from US forces. Vehicles filled with civilians tested checkpoints, forcing soldiers to choose between firing at potentially unarmed civilians or leaving themselves open to a potential suicide vehicle attack. This drastically limited the ability of U.S. forces to engage the enemy.
Birkenhead, England, is an odd place for a discussion of the U.S. Civil War, but two ships built in the Laird and Sons Shipyard there nearly provided the seapower necessary for the South to break the blockade, get recognized as a sovereign nation, and win their war for independence.
All that stood in the South’s way was a group of dedicated diplomats and spies who managed to get the ships seized, guaranteeing Union naval superiority and helping end the war.
The most famous Laird ship ordered by Bulloch for the Confederacy was the CSS Alabama. The Alabama was technically ordered as a British merchant ship but was outfitted with a Confederate crew and weapons after launch. It went on to destroy 67 Union vessels — mostly merchant ships — before it was sunk.
The two ships are often described as the most powerful in the world at that time and they were custom-built for breaking the Union blockade of the South and with it the Union’s grand “Anaconda Plan” for the war. The Anaconda Plan rested entirely upon Union control of the seas and rivers.
The “Laird Rams” — as they were known — were nearly identical copies of one another. Each ship was 242 feet long and equipped with a seven-foot ram at the front that would allow them to punch holes in enemy ships below the waterline. Each ship also boasted iron armor and two turrets carrying 220-pounder Armstrong cannons.
For those unfamiliar with naval armaments, “220-pounder” doesn’t refer to the weight of the gun, it refers to the weight of each shell. And each gun was “rapidly firing” for the time.
And that iron armor was a game changer in the Civil War. Sufficient iron armor made a ship nearly invulnerable, as the navies learned after the first battle between ironclads took place in 1862. The three-hour battle on March 9, 1862, ended as a tie because neither ship could sufficiently damage the other.
You must stop them at all hazards, as we have no defense against them … As to guns, we have not one in the whole country fit to fire at an ironclad…it is a question of life and death.
Early indications were that the British would allow the rams to launch and eventually join the Confederate cause, but diplomats pressuring Great Britain to follow its neutrality obligations slowly made headway.
At the start of the war, the British position was that it couldn’t allow its shipbuilders to sell any warships to a belligerent in war, but that they could sell unarmed merchant ships to anyone without concern as to whether the ship would be later outfitted with weapons.
This was how the Confederacy received many of its early ships. But the Union State Department pressured the English government to start blocking the launches of ships that were destined for wartime duty by basically threatening war if they didn’t.
But the British required a high threshold of proof that a ship was destined for the war before they would seize it from the shipyards. American consuls and spies in England gathered information on every ship as fast as they could.
Their first major target, the CSS Florida, was still able to reach the water because the evidence against the ship was improperly collected and documented and therefore inadmissible. The consuls and spies tried again with the Alabama and were successful, but not in time. The Alabama launched just before British forces could arrive to seize her.
When it came to the two Laird rams, though, the U.S. pulled out all the stops. They bribed dock officials, recruited spies and informants, and even promised a young mechanic help getting a job in America if he first worked in the Laird shipyards and collected information for them.
The mechanic agreed but was just a boy. When the child’s mother learned of the plan, she threatened to expose the spy operation and the U.S. backed off.
The first ram, the El Tousson, was launched into the water and was being equipped for sea while its sister ship was receiving final touches in the shipyard in October 1863. The U.S. made its final, last-ditch case to the British that the ships were destined for the Confederate war effort.
To add to the pressure, the U.S. ambassador promised war if the ships were allowed to launch, and the English government gave in.
Two nearly indestructible ships capable of sinking almost any ship in the blockade would have allowed the Confederacy to sweep it away, re-opening the smuggling trade that helped finance the land war early on. The Union Army would have been hard pressed to win with the two rams erasing the Union’s naval dominance.
Last August, two amateur treasure hunters said they had “irrefutable proof” of the existence of a World War II-era Nazi train, rumored to be filled with stolen gold.
Andreas Richter and Piotr Koper claimed they used ground-penetrating radar to locate the train, which is somewhere alongside a railway between the towns of Wroclaw and Walbrzych in southwestern Poland.
“The train isn’t a needle in a haystack,” Andrzej Gaik, a retired teacher and spokesman for the renewed effort to search for the train, told Agence France-Presse.
“If it’s there, we’ll find it,” Gaik said.
‘There may be a tunnel. There is no train.’
In December, after analyzing mining data, Polish experts said there was no evidence of the buried train.
Janusz Madej, from Krakow’s Academy of Mining, said the geological survey of the site showed that there was no evidence of a train after using magnetic and gravitation methods.
“There may be a tunnel. There is no train,” Madej said at a news conference in Walbrzych, according to the BBC.
Koper insists that “there is a tunnel and there is a train,” and that the results are skewed because of different technology used, The Telegraph reports.
According to a local myth, the train is believed to have vanished in 1945 with stolen gold, gems, and weapons when the Nazis retreated from the Russia.
During the war, the Germans were building headquarters for Nazi leader Adolf Hitler in Walbrzych’s medieval Ksiaz Castle, then called the Furstenstein Castle.
Below the castle, the Germans built a system of secret tunnels and bunkers, called “Project Riese.”
The train is in one of these hidden passages, says Tadeusz Slowikowski, the main living source of the train legend. Slowikowski, a retired miner who searched for the train in 2001, believes the Nazis blew up the entrance to the train’s tunnel.
“I have lived with this mystery for 40 years, but each time I went to the authorities they always silenced it,” Slowikowski told The Associated Press. “For so many years. Unbelievable!”
Slowikowski believes it is near the 65th kilometer of railway tracks from Wroclaw to Walbrzych.
A senior member of Russia’s defense and security committee told Russian TV that Norway has been added to the list of potential targets for a nuclear strike after Norway agreed to host 330 U.S. Marines for a rotational training deployment.
Norway has allowed other NATO militaries to use its country for cold weather training for years.
He later said, “Because we need to react against definitive military threats. And we have things to react to, I might as well tell it like it is.”
It’s not clear how the Marines provide a definitive military threat to Russia. While significant U.S. hardware is cached within Norway, the 330 Marines would have to invade through famously neutral Sweden to use a 700-mile route. Going around would add on hundreds of miles of travel distance and logistics problems.
And even Marines would struggle if they took on the Russian military in such small numbers.
Meanwhile, the U.S. already has troops permanently stationed in Germany, which is about the same distance from Russia, as well as service members on training rotations in Estonia, Latvia, and Ukraine — all of which share a border with Russia.
The Air Force, meanwhile, has forces permanently deployed to Incirlik, Turkey, which is also much closer to Russia than Værnes.
So it’s doubtful that Russia’s bluster is really about countering a valid military threat. More likely, this is Russia protesting what it sees as its continuing isolation as more and more countries deepen their ties with NATO.
Norway, for its part, insists that the Russian reaction to a training rotation of Marines is ridiculous.
Tensions between Russia and NATO have been on the rise, partially due to conflicting agendas in Syria where the U.S. and Russia are both conducting air strikes. But the dispute also comes from disagreements over Russia’s invasion of Ukraine and threatening actions, such as the Russian abduction and jailing of an Estonian intelligence officer.
“It is with our deepest sympathy that we tell you both service members on board the air craft are deceased, our thoughts and prayers are with their family,” CW5 Glen Webb of the Texas Army National Guard said in a statement.
The AH-64 Apache is the Army’s helicopter gunship. According to a fact sheet released by the United States Army, it entered service in 1984, and can carry AGM-114 Hellfire missiles, 70mm Hydra rockets, and is also armed with a M230 cannon holding 1,200 rounds of ammunition. The Army plans to manufacture 690 Apaches for service.
Apache crashes are not unheard of, with ArmyAirCrews.com listing 43 incidents involving 73 fatalities over the last 36 years, to include one during a test flight. The list includes seven combat losses due to enemy fire (six during Operation Iraqi Freedom, one during Operation Enduring Freedom).
The cause of the crash is under investigation, but KHOU.com reported that bystanders were taking photos of parts from the stricken attack helicopter that were lying near the crash site off the Bayport Cruise Terminal.
A US soldier accused of supporting the Islamic State believed that Hitler was right, the moon landings were fake, and 9/11 was an inside job.
Army Sgt. 1st Class Ikaika Erik Kang, arrested by an FBI SWAT team over the weekend after being accused of attempting to aid ISIS, was a noted conspiracy theorist, according to a soldier who knew him.
His former Army bunkmate from 2013, Dustin Lyles, told The Associated Press that he and Kang practiced martial arts together and discussed conspiracy theories, particularly the idea that the US staged the 9/11 terror attacks on the World Trade Center and the Pentagon.
Kang, who belongs to the 25th Infantry Division in Hawaii and worked as an air traffic control operator, pledged allegiance to ISIS, and attempted to send classified and unclassified military documents to members of the terror group. He had no idea that these supposed members were actually undercover FBI agents.
Kang apparently told a confidential human source as recently as March that “Hitler was right, saying he believed in the mass killing of Jews,” according to court filings. He also said that America was the only terrorist organization in the world.
In addition to embracing conspiracy theories, Kang sought to provide support to ISIS in numerous ways, including wanting to provide combat training to help ISIS members.
Kang’s long history of strange statements and support for ISIS resulted in him losing his security clearance in 2012. For an unknown reason, his security clearance was reinstated in 2013 after he “complied with military requirements stemming from the investigation.” The Army finally referred Kang’s case to the FBI in 2016 for more serious investigation, which culminated in an arrest.
The Army declined to elaborate to The Daily Caller News Foundation on why Kang was permitted to regain his clearance after making pro-ISIS comments.
They don’t even put Charms in MREs anymore. Because if everyone is just going to chuck the candy out the Humvee window, that’s just a gross waste of high-fructose corn syrup.
Those who aren’t new to the service and have ever deployed with Marines probably saw the same scene at some point. Hungry Marines pour into their MREs and take out their favorite parts and toss the rest into the MRE box (a process known as ratf*cking). Let’s face it, some MRE parts are definitely better than others.
No matter what an individual’s tastes were, one item was always discarded: the Charms candy. The reason for that was a mixture of superstition and because the younger guys knew someone would slap the candy out of their hands or out of their mouths for the cardinal sin of even opening the wrapper.
The simplest answer is that Marines grow up in the Corps learning that Charms are just plain bad luck. Whether it was learned from saltier Marines or experienced firsthand, those things might as well be pure evil.
Eating Charms is like begging for the world’s largest thunderstorm to rain down on you and your platoon – even in the desert. Or they might set off a roadside bomb. Some think you’ll get mortared just for opening an MRE with Charms in it – unless you bury it.
Some troops have been known to donate them to the more persistent local children – at high velocity. (U.S. Army photo by Spc. Grant Okubo)
The luck varied as much as the flavors did. As Sgt. Kenneth Wilson told Agence France-Presse just before the U.S.-led invasion of Iraq, a lemon-flavored Charm could cause a vehicle breakdown. The green ones were the ones that brought the rain. Raspberry meant certain death.
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.
SureFire has released a number of shiny shining products recently, and one of them is the Maximus Headlamp. The Maximus (not to be confused with any of the brutal killers from Ridley Scott’s Gladiator or a concert in São Paulo) pushes out one thousand (1,000) lumens of light from an organic lithium-ion battery. It also features a “long-running” SOS beacon for exigent circumstances. (“Long-Running” was SureFire’s phrase; we’re not sure how many hours that actually is).
It’s rechargeable and directional with a variable-outfit LED headlamp. This will allow you to go full potato like Gort, or to dial it back down to just enough lumens sufficient to navigate a campsite or shady bordello…or any level in between. This will also of course affect the runtime, though it’s important to note this thing comes with a gas gauge (which we reckon is a welcome feature). Its readout gives you the battery charge status.
The Maxiumus features a large, knurled dial to make those adjustments, which you can do with one hand. This should help you get it where you want it under stress, in inclement weather, or when wearing gloves. You can also aim it with one hand, as the light assembly rotates up and down 90 degrees.
The LED is backed by one of SureFire’s proprietary reflectors, which enables it to throw out a wide, diffused beam they describe as “optimized for your natural field of vision.”
As for what it does to your noggin, SureFire says this:
“Built from tough, lightweight magnesium, the SureFire Maximus thrives in harsh conditions. It’s also comfortable to wear, thanks to its no-chafe fine-weave headband and moisture-wicking Breathe-O-Prene forehead pad.”
Be forewarened, the MSRP is $275. SureFire lights ain’t cheap, and neither is their performance. If you want a task light you can afford to lose in a drunken stupor or something to just look around your tent with, this might not be for you. If you’re doing serious work where serious gear is important, the Maximums might be worth a look.
Here are the specs:
Virtually indestructible LED emitter regulated to maximize output and runtime
One-hand output adjustment from 1 to 1,000 lumens
Precision reflector produces a wide, smooth beam optimized for your field of vision
Light assembly rotates up and down 90 degrees
Built-in SOS beacon can run for days on end
Tough, lightweight magnesium body with durable black finish
Comfortable no-chafe headband with moisture-wicking Breath-O-Prene® forehead pad
Includes long-life lithium-ion rechargeable battery with wall (AC) and car (DC) chargers
About the Author: We Are The Mighty contributor Richard “Swingin’ Dick” Kilgore comes to us from our partners at BreachBangClear.com (@breachbangclear). He is one half of the most storied celebrity action figure team in the world. He believes in American Exceptionalism, holding the door for any woman, and the idea that you should be held accountable for every word that comes out of your mouth. He may also be one of two nom de plumes for a veritable farrago of CAGs and FAGs (Current Action Guys and Former Action Guys). You can learn more about Swingin’ Dick right here.
Clear eyesight, pinpoint accuracy, and having overwhelming patience are just some of the key factors of being an effective sniper in the battlefield.
Nine days after Britain declared war on Germany, Francis Pegahmagabow of the Shawanaga First Nation enlisted in the Algonquin Regiment of the Canadian Army, and shortly after left for basic training in Valcartier, Quebec.
Within just a few months, Francis and his unit were transported to the trenches of WWI and began enduring the war’s hardships, including exposure to the first of many German gas attacks.
During his first few engagements, Francis began making a productive name for himself serving as an effective sniper and taking missions alone into “no man’s land,” surprising his commanders.
Climbing in rank and earning respect amongst his peers, Francis found himself in the vital role of the battalion sniper, collecting a variety of intel like enemy machine gun posts, patrol routes, and defensive position locations.
Francis would even sneak his way through enemy lines and cut souvenirs off of German uniforms while they slept, which eventually earned him a promotion to corporal. In 1916, he reverted back to the rank of private at his own petition.
He was wounded in the leg and later caught a case of pneumonia, but hit the ground running upon his return to the front lines, racking up medals for bravery by improving his kill count numbers and running messages back and forth to Allied troop units.
Francis Pegahmagabow passed away on Aug. 5, 1952, but was credited with 378 kills and aiding in the capture of approximately 300 enemy combatants — making him the deadliest sniper of the Great War.
Check out The Great War‘s channel for a more in-depth look at Canada’s most prized sniper of WWI.
The battles that marked the period of the Crusades were bloody and brutal. Medieval warfare flat out sucked; not only was it incredibly violent, but medicine was basically nonexistent, there was poor sanitation practices, and really bad tactics.
The weapons used in the fighting were about as hellish as any martial tools could get. Think about it — it’s no surprise the phrase “get Medieval on them” strikes such fear.
The warriors of the Crusades, from the late 1000s to mid-1200s, were a mix of peasants, soldiers, and knights, and their mix of weaponry reflected the means by which each could acquire arms.
Peasants often had simple weapons — mostly tools used for agriculture — since they could not afford such luxuries of destruction. Knights had more expensive swords and armor, while others had bows, arrows, and spears.
So what are the deadliest weapons to encounter during the Crusades?
1. A mace or club
The mace is a type of club with a ball at the end. When it comes to length, the mace varies between two or three feet. The shaft was made of wood while the ball was usually of iron.
The ball may be smooth and round or have flanges. While this is somewhat of an infantry weapon, some horsemen would also carry the mace. However, a cavalryman’s mace was much longer so that the rider could reach down and swipe his opponent.
The purpose of the mace was to crush bone since it is a top-heavy weapon. One blow from a mace could break a man’s bones easily. Many maces also had flanges for extra damage.
While a ball can crush, a mace with flanges can exploit and penetrate the flexible armor in order to crush the bone underneath, possibly causing the victim to bleed to death.
2. The spear
The spear may be simple in design, but it has proven itself to be an effective close combat weapon over the centuries.
The length of the spear is between six to eight feet. The purpose of the spear in combat is to keep your foe at a distance by thrusting at him, or if the infantryman in question has extra spears or a side arm he can rely on, he could throw it at the enemy.
Spears were used not only against infantry but also against cavalry charges — and to great effect.
The purpose of the spear is to pierce, not tickle. A good spear thrust can pierce and shatter bone, killing in one hit.
The arrow delivered by a bow provided a nasty punch to the enemy. Arrows used against the cavalry would have been shaped to pierce armor while arrows used against ill-equipped infantry likely had barbs to make them harder to pull out of skin and bone.
The men who fought at the Battle of Dorylaeum in 1097 during the First Crusade found this out when they fought the Seljuk Turks, who fired volley after volley of arrows into their opposition.
Even though the Crusaders won the battle, it was costly and they learned a valuable lesson about their enemy’s tactics.
The purpose of the arrow is simple: to strike an opponent from a distance. However, many Crusaders would soon learn to place padding under their chainmail. In doing so, the arrows are said to have passed through the chainmail only to lodge into the padding without piercing the soldier.
While killing is the objective, many forget that maiming is just a sufficient. However, if an archer cannot kill or maim his opponent, he can also be a nuisance and harass him by showering down arrows upon him.
The trebuchet is a siege engine first developed in China and brought westward by the armies of Islam, where it was introduced to European warfare during the First Crusade, though some historians doubt this timeline.
The trebuchet was a type of catapult and required many men to operate due to its sheer size and weight.
The purpose of the trebuchet was to weaken and bring down fortress walls. Not only could it fire stone projectiles, it also delivered incendiary objects. While stone is meant to crush, objects of a flammable nature were hurled over castle or city walls to set the various buildings on fire.
Of course, if you want to start a plague, just load up the bodies of plague victims and send them over the walls, as the Mongols did at Caffa in 1347.
What made the battle axe a fan favorite of some Crusade-era fighters was that, while being close in size to a sword, it was cheap to use and required limited skill — much like the mace.
The axe was either single or double-headed and the length of the blade was roughly 10 inches from the upper and lower points.
What makes this weapon so destructive is that not only could it crush a man’s bones wearing armor, the right hit was capable of cutting a limb off. In addition to lopping off enemy limbs, it was also used by doctors to provide amputations on medical patients (though with no guarantee of success).
Of all the weapons to inflict a considerable amount of damage to a human body, the sword was the most prestigious.
While many men could afford such a weapon, primarily nobles and those of wealth used it. Of course, over time, many more men, particularly those who were equipped by the states; i.e. the kings, used the sword.
What made the sword so popular was that it was a symbol of authority. While its design suggests power and of great importance, the judgment it could deliver onto a foe was devastating.
The sword was designed to do three different things, crush, pierce, and slice. Of course, this depends on the blade of the sword. In any case, the three functions of the sword gave its user an upper hand.
If he could not crush his opponent with a single hit (knocking him over, or breaking his arm or leg), he could try to slice him in an exposed are not covered by armor. If that failed, he could try knocking him down and aim for the areas that are vulnerable like the armpits, groin, and knee pit to name a few.
While the sword during the Crusades probably did the least amount of killing, it had the greatest impact as in being the symbol of conquest.
Don’t let the pretty little ponies fool you — the lance will mess your sh** up.
I tip my hat to the person who could survive a lance blow from a cavalryman. Yes, all weapons can kill if used properly, but of all the weapons mentioned, they either, crush, lop, slice, or pierce. In many cases, the victim survives or dies shortly after, which could be days.
The lance, which is least considered, won many of the battles during the early crusades. The lance did it all in one big swoop. As the lance made contact with the victim, it immediately crushed his torso and began to pierce through the body.
As it pierced, it began to slice through the vital organs before exiting the back. There are very few cases where the would-be receiver of the lance survived from his torso wound.
As the knights charged in with their lances, the enemy would be impaled immediately.
The length of a lance measured between 9 and 14 feet. Given the length and weight, along with the rider and his horse moving a full speed, it would not be unthinkable to suggest that two or even possibly three men could be impaled to a lance due to a swift cavalry charge into enemy lines.
‘Top Gun’ is a classic and arguably one of the most visually stunning aviation movies ever made. Few movies in cinematic history have been as prolific in contributing to the pop culture lexicon, as well. (Who among us hasn’t said, “I feel the need for speed” in random social situations?) And if you ask military aviators who signed up for flight school after 1986 why they did it chances are they’ll list ‘Top Gun’ as one of the reasons.
Paramount had a huge challenge when they decided to make ‘Top Gun.’ Real-life air-to-air combat doesn’t lend itself to the silver screen in that it’s super technical, very chaotic, and generally takes place at ranges that would prevent two jets from being in the frame at the same time. So, of course, writers Jim Cash and Jack Epps, Jr. and the late-great director Tony Scott had to take some liberties to make the dynamic world of fighter aviation into something that might entertain movie-goers.
But, even allowing for that, ‘Top Gun’ has a bunch of cringe-worthy technical errors that cause it to be as much cartoon as tribute. Here’s WATM’s list of the big ones (annotated by the exact time they occur). After reading them we guarantee you’ll never look at the movie the same way again.
(4:23) CATCC controller is sweating. Those spaces on the ship are usually freezing cold to protect the electronics.
(4:26) Bald-headed guy (played by actor James Tolkan) walks in wearing cover, something the crew doesn’t do on Navy ships unless they’re on watch on the bridge. What is this guy’s billet anyway? CAG? Carrier CO? Tomcat squadron skipper? (He’s an 0-5, so that would make him too junior for the first two, but he acts like he’s in charge of everything.)
(4:33) (Not an error but a technical note): MiGs-28s are actually F-5Fs painted black. (Top Gun still uses F-5s as aggressor aircraft.)
(4:45) GCI controller refers to crews by their callsigns: “Cougar and Merlin and Maverick and Goose.” A controller would refer to jets by aircraft side numbers.
(4:56) Maverick and Goose are sweating in the cockpit, which they’d only do if the pilot had the environment control system (ECS) jacked up uncomfortably high and the RIO didn’t bitch at him to turn it down.
(5:00) RIO’s radar presentation shows a 360-degree PPI presentation. Tomcat’s radar only sweeps 65 degrees either side of the nose. (Wouldn’t want a radar that pointed back at the crews. That would be a huge radiation hazard, to put it mildly.)
(6:00) Tomcat’s wings are swept fully aft, which means — at that altitude — that the aircraft is going supersonic or the pilot commanded them into that position, which he wouldn’t do because the airplane doesn’t turn that well in that configuration.
(7:21) Standby gyro is un-caged as Maverick “goes for missile lock” by twisting a nob on the mid-compression by-pass selector — a system that has nothing to do with the Tomcat’s weapons suite.
(8:00) Cougar transmits: “This bogey’s all over me. He’s got missile lock. Do I have permission to fire?” Well, whatever the ROE, the question is moot until you do some pilot shit and actually maneuver your jet into a position to commit a weapon.
(9:01) As far as Maverick’s “4-G inverted dive” (as Charlie later labels it) goes, if the two airplanes were that close the Tomcat’s vertical stabs would be jammed into the MiG-28.
(9:03) The RIO wouldn’t be carrying a Polaroid camera. He’d have a regular “intel” camera, and if he didn’t get good photos of an airplane that nobody had ever been that close to before (as Goose says) then he would have failed in his part of the mission, big time.
(9:59) Merlin taps on a fuel gauge that doesn’t exist in the rear cockpit of the F-14, only in the front cockpit. (The RIO only has a fuel totalizer.)
(10:06) Cougar rips his oxygen mask off to breathe more oxygen, which would be in short supply at high altitude.
(10:12) Cougar has a photo of his wife and baby taped over the airspeed gauge to the left of the altimeter. Meanwhile the vertical speed indicator shows he’s descending at 6,000 feet per minute, which would be an aggressive dive. At the same time the altimeter, which shows he’s at 31, 500 feet, is set to standby with the barometric pressure dialed to 28.32 when it should be at 29.92.
(10:26) ICS comms (intra-cockpit chatter) can be heard in air ops.
(10:48) A ball call (the transmission indicating the pilot sees the Fresnel lens that gives him glide slope information for landing) would not include the pilot’s call sign.
(10:57) Goose has the same non-existent rear cockpit fuel gauge as Merlin.
(10:58) Maverick crosses the ramp with his hook down and then a second later he has the hook up. (It takes several seconds to cycle between fully up and fully down.) Then he pulls the throttles aft to go around, which would reduce engine power, as somebody screams “Cougar!” over the radio.
(11:06) Maverick instantly bolters — in full burner, no less — with the hook down again.
(12:25) Cougar never calls the ball when instructed but gets a “roger, ball” from the LSO.
(12:27) There’s no way Cougar wouldn’t have been waved off based on that wild approach. He gets at least five “power” calls and no “wave off” call. The Air Boss would have had Paddle’s ass after that.
(12:51) Cougar traps, leaves lights on (Case I or Case III approach? Unclear here), and immediately shuts the jet down instead of taxiing out of the landing area. Maverick is still airborne, low on gas, and needs to land but can’t now because Cougar has fouled the landing area and has to be towed out of the wires.
(13:00) Nice stateroom for a squadron CO. (He’s an 0-5, fer crissakes.) Again, what’s this guys’ billet?
(13:58) First glimpse of random patch assortments on flight suits as Maverick and Goose get chewed out by skipper in his really nice stateroom. (And everybody’s sweating.)
(14:19) Ship’s captain/CAG/squadron skipper says, “With a history of high-speed passes over five air-controlled towers.” Not sure what those are but they must be different than ground- or water-controlled towers.
(15:36) Ship’s captain/CAG/squadron skipper says, “You can tell me about the MiG some other time” and dismisses the crew to head for Top Gun, thereby committing professional suicide by not getting the only information that anyone above him in the chain of command would care about that particular day.
(16:06) “Um, tower, there’s some dork riding a motorcycle down one of the taxiways shaking his fist at us.”
(16:59) There is no Santa Claus. And there’s no such thing as the Top Gun Trophy.
(17:46) Slider is a lieutenant (junior grade). That’s too junior for a Top Gun slot.
(18:32) Navy leaders would be reprimanded for encouraging arrogance because the Navy spent money on posters that read “excellence without arrogance.”
(20:02) Goose quips, “Slider, thought you wanted to be a pilot, man; what happened?” So he’s a RIO slamming a fellow RIO for being a RIO? Not likely. And the “RIOs as second class citizens” vibe left the community with the F-4.
(25:52) A hangar isn’t the most conducive place for detailed flight briefs.
(26:29) Charlie briefs, “The F-5 doesn’t have the thrust-to-weight ratio that the MiG-28 has.” Must be because black paint is lighter than other colors.
(26:37) Charlie briefs, “The MiG-28 does have a problem with its inverted flight tanks.” Those must be different than upright flight tanks.
(26:54) Anybody who showed up to a flight brief wearing a cowboy hat would have his or her wings pulled on the spot.
(27:36) Maverick makes a big deal about how the information regarding his MiG encounter is classified and then proceeds to reveal it in front of the entire group with no idea of whether they have clearance or not. Again, they’re briefing in a hangar. Not exactly a SCIF.
(28:42) Jester says, “All right, gentlemen, we have a hop to take. The hard deck on this hop will be 10,000 feet. There will be no engagements below that.” Of course we haven’t briefed any of the other details of this event — including ACM rules of engagement — because Charlie has wasted our time hitting on Maverick, but whatever . . .
(29:53) Smoke effect is actually the Tomcat dumping fuel . . . a stupid idea when you’re about to enter a dogfight.
(30:01) First merge happens very low to the ground over the desert, not exactly a hard deck of 10,000 feet.
(30:51) Goose says “Watch the mountains!,” words never spoken during an air combat maneuvering event with a hard deck of 10,000 feet.
(31:31) Maverick “hits the brakes” by pushing the throttles forward, which would increase power, not decrease it.
(31:49) Jester’s evasive maneuver in the A-4 is an aileron roll – not exactly an effective move in terms of creating the sort of lateral displacement that might defeat an enemy’s weapons solution.
(32:08) Goose says, “We’re going ballistic, Mav. Go get him,” which makes no sense because a pilot has no control over a ballistic airplane.
(33:34) Maverick does a barrel roll after the tower fly-by in full afterburner, a violation of Federal Aviation Regulations to the extreme without an FAA waiver, which he certainly didn’t get at the spur of the moment. That would have cost him more than an ass chewing by Viper. He would have lost his wings.
(35:52) Maverick explains, “We weren’t below the hard deck for more than a few seconds. I had the shot. There was no danger. So I took it.” The hard deck simulates the ground, so basically Maverick is saying, “We didn’t hit the ground for more than a few seconds . . .”
(37:10) Any lieutenant whose fitness report reads “He’s a wildcard. Completely unpredictable. Flies by the seat of his pants” would be done flying, not to mention unqualified for a Top Gun slot.
(38:26) Goose says to Maverick, “They wouldn’t let you into the Academy ’cause you’re Duke Mitchell’s kid.” There are lots of reasons not to get admitted into a service academy — low SAT scores, for instance. Being the dependent of a veteran isn’t one of them; in fact, that status qualifies the candidate for a Presidential nomination.
(39:26) Maverick explains to Charlie during a TACTS debrief, “If I reversed on a hard cross I could immediately go to guns on him.” She replies, “But at that speed it’s too fast.” Um, what are you guys talking about, and what language are you even speaking?
(51:43) Charlie says, “That’s a big gamble with a $30 million plane.” Tomcat unit cost (cost per jet) circa ’86 was $42 million. Maybe she wasn’t including the cost of the two engines, which could have been a subtle dig on his energy management skills.
(55:31) Why is Hollywood eating an orange on the flight line?
(55:45) More dumping of gas going into a dogfight.
(56:30) Crews are surprised that Viper is one of the bandits. They would have briefed with him (in accordance with safely of flight rules).
(57:26) Logic of the engagement is ridiculous. Maverick lets Jester go and then flies in parade formation behind Hollywood who’s saddled in super-close behind the other bandit. Hollywood whines at Maverick not to leave him when he should just shoot the bandit right in front of him, and then Maverick leaves to go after Viper and ultimately winds up getting shot because Goose does a shitty job of keeping their six clear (at 59:23).
(57:49) More fuel dumping.
(58:42) HUD display looks nothing like the real thing.
(59:04) Maverick switches to guns but HUD symbology stays the same.
(1:06:16) Iceman transmits, “I need another 20 seconds then I’ve got him” while flying so close that if he took a gun shot he’d probably FOD his own engines with the debris from the airplane in front of him. What does he need 20 seconds for?
(1:06:56) Goose says “Shit, we got a flameout. Engine 1 is out.” The RIO has no engine instruments in the rear cockpit of the F-14.
(1:07:13) Iceman transmits, “Mav’s in trouble. He’s in a flat spin and headed out to sea.” When an airplane is in a flat spin it is not heading anywhere except straight down.
(1:07:22) Goose reports, “Altitude 8,000. 7,000. Six, we’re at six.” They should have ejected already. NATOPS boldface (immediate action steps committed to memory) procedures read like this: “If flat spin verified by flat attitude, increasing yaw rate, increasing eyeball−out G, and lack of pitch and roll rates: 8. Canopy – Jettison. 9. EJECT – RIO Command Eject.”
(1:07:23) Goose says “We’re at six [thousand feet]” while the altimeter shows 2,200 feet.
(1:07:48) See step 8 above. If Goose had followed procedures he wouldn’t have died.
(1:14:20) A Field Naval Aviator’s Evaluation Board (FNAEB — pronounced “fee-nab”) would not look like a judicial proceeding held in a courtroom.
(1:23:08) Viper tells Maverick about the day his dad died like this: “His F-4 was hit. He was wounded but he could have made it back. He stayed in it. Saved three planes before he bought it.” And Maverick doesn’t respond by saying, “That makes no sense, sir. How does a pilot save three planes after his jet is hit? Why are you bullshitting me?”
(1:23:20) Viper explains, “It’s not something the State Department tells dependents when the battle occurred over the wrong lines on some map,” which ignores the fact that the Pentagon would be pissed if some random State Department dude spoke to surviving family members at all.
(1:26:50) Aviators wouldn’t get orders at the Top Gun graduation. They’d get them via a frustrating process of arguing with their detailers on the phone over the period of a few months.
(1:27:24) Again: What. Is. This. Guy’s. Billet?
(1:28:56) Pilots salute cat officers for launch with oxygen masks off.
(1:29:08) Maverick walks on the flight deck during flight ops without his helmet on.
(1:32:10) Tomcat does an aileron roll right off the cat, which it wouldn’t have the speed to do — not to mention that maneuver would be a gross violation of Case I departure procedures.
(1:33:08) Random lieutenant reports, “Both catapults are broken. We can’t launch any aircraft right now,” which ignores the fact that modern aircraft carriers have four catapults.
(1:34:47) Controller says, “Maverick’s re-engaging, sir.” There’s no way his radar displays would give him any indication of that.
(1:36:41) Ice says, “I’m going for the shot” while at close range behind a bandit, but he switches from ‘Guns’ to ‘Sparrow/Phoenix’ — the long range, forward-quarter weapons.
(1:36:54) Missile magically transforms from an AIM-7 Sparrow into a AIM-9 Sidewinder in flight.
(1:37:48) Maverick shoots a Sparrow in the rear quarter at short range, which wouldn’t work because the AIM-7 needs a lot of closure to guide.
(1:38:02) Again the missile magically transforms from a Sparrow into a Sidewinder in flight.
(1:38:54) Once again Maverick ‘hits the brakes’ by advancing the throttles, which would make the airplane speed up.
(1:39:47) Maverick leads a two-plane fly-by next to the carrier with a wingman that’s been riddled with bullets and most likely has sustained major damage to the hydraulic system that powers the flight controls.
(1:41:14) Iceman says, “You can be my wingman any time,” which ignores the fact that unless he’s the ops officer or schedule officer or squadron CO who signs the flight schedule then he just needs to shut up and fly with whomever he’s assigned to fly with.
(All photos courtesy of Paramount Pictures except as otherwise indicated.)