Known for an ability to keep flying after taking multiple rounds of enemy machine gun fire, land and operate in rugged terrain, destroy groups of enemy fighters with a 30mm cannon and unleash a wide arsenal of attack weapons, the A-10 is described by pilots as a “flying tank” in the sky — able to hover over ground war and provide life-saving close air support in high-threat combat environments.
“It is built to withstand more damage than any other frame that I know of. It’s known for its ruggedness,” A-10 pilot Lt. Col. Ryan Haden, 23rd Fighter Group Deputy, Moody AFB, told Scout Warrior in an interview.
The pilot of the A-10 is surrounded by multiple plates of titanium armor, designed to enable the aircraft to withstand small-arms fire and keep flying its attack missions.
“The A-10 is not agile, nimble, fast or quick,” Haden said. “It’s deliberate, measured, hefty, impactful calculated and sound. There’s nothing flimsy or fragile about the way it is constructed or about the way that it flies.”
A-10 Thunderbolt II, affectionately known as the Warthog, has been in service since the late 1970s and served as a close air support combat aircraft in conflicts such as the Gulf War, Operation Enduring Freedom, Operation Iraqi Freedom and Operation Allied Force in Kosovo, among others.
Having flown combat missions in the A-10, Haden explained how the aircraft is specially designed to survive enemy ground attacks.
“There are things built in for redundancy. If one hydraulic system fails, another one kicks in,” he said.
If the aircraft loses all of its electronics including its digital displays and targeting systems, the pilot of an A-10 can still fly, drop general purpose bombs and shoot the 30mm cannon, Haden explained.
“So when I lose all the computers and the calculations, the targeting pod and the heads up display, you can still point the aircraft using a degraded system at the target and shoot. We are actually trained for that,” he said.
Unlike other air platforms built for speed, maneuverability, air-to-air dogfighting and air-to-air weapons, the A-10 is specifically engineered around its gun, a 30mm cannon aligned directly beneath the fuselage. The gun is also called a GAU-8/A Gatling gun.
“The 30mm cannon has 7 barrels. They are centered the way the aircraft fires. The firing barrel goes right down the center line. You can point the aircraft and shoot at the ground. It is designed for air to ground attack,” Haden explained.
Armed with 1,150 rounds, the 30mm cannon is able to fire 70-rounds a second.
Haden explained the gun alignment as being straight along the fuselage line without an upward “cant” like many other aircraft have. Also, the windows in the A-10 are also wider to allow pilots a larger field of view with which to see and attack targets.
The engines of the A-10 are mounted high so that the aircraft can land in austere environments such as rugged, dirty or sandy terrain, Haden said. The engines on the A-10 are General Electric TF34-GE-100 turbofans.
“I’ve seen this airplane land on a desert strip with the main gear buried in a foot of sand. On most planes, this would have ripped the gear up, but the A-10 turned right around and took off,” he added.
There have been many instances where A-10 engines were shot up and the pilots did not know until the returned from a mission, Haden said.
These aerodynamic configurations and engine technology allow the A-10 to fly slower and lower, in closer proximity to ground forces and enemy targets.
“The wings are straight and broadened. The engines are turbofan. They were selected and designed for their efficiency, not because of an enormous thrust. We have a very efficient engine that allows me to loiter with a much more efficient gas-burn rate,” Haden said.
Close Air Support
By virtue of being able to fly at slower speeds of 300, the A-10 can fly beneath the weather at altitudes of 100 feet. This gives pilots and ability to see enemy targets with the naked eye, giving them the ability to drop bombs, fire rockets and open fire with the 30mm cannon in close proximity to friendly forces.
“We shoot really close to people. We do it 50-meters away from people. I can sometimes see hands and people waving. If I get close enough and low enough I can see the difference between good guys and bad guys and shoot,” Haden explained.
The aircraft’s bombs, rockets and cannon attack enemies up close or from miles sway, depending on the target and slant range of the aircraft, Haden added.
“We deliver the munitions by actually going from a base position – then pointing the jet at the ground and then pulling the trigger once we reach the desired range,” he explained.
The A-10 uses both “Lightning” and “Sniper” pods engineered with infrared and electro-optical sensors able to find targets for the pilot.
“The aircraft uses the same targeting pod as F-15E and F-16. However, most of the fighters can’t transition between the two targeting pods and we can, based on our software,” Haden said.
The A-10 carries a full complement of weapons to include Joint Direct Attack Munitions, or JDAM GPS-guided bombs; its arsenal includes GBU 38s, GBU 31s, GBU 54s, Mk 82s, Mk 84s, AGM-65s (Maverick missiles), AIM-9 Sidewinder missiles and rockets along with illumination flares, jammer pods and other protective countermeasures. The aircraft can carry 16,000 pounds of mixed ordnance; eight can fly under the wings and three under-fuselage pylon station, Air Force statements said.
A-10 Avionics Technology
Pilots flying attack missions in the aircraft communicate with other aircraft and ground forces using radios and a data-link known at LINK 16. Pilots can also text message with other aircraft and across platforms, Haden added.
The cockpit is engineered with what is called the CASS cockpit, for Common Avionics Architecture System, which includes moving digital map displays and various screens showing pertinent information such as altitude, elevation, surrounding terrain and target data.
A-10 pilots also wear a high-tech helmet which enables them to look at targeting video on a helmet display.
“I can project my targeting pod video into my eye so I can see the field of view. If something shoots at me I can target it simply by looking at it,” he explained.
During the early months of combat in Operation Enduring Freedom, in a battle known as “Operation Anaconda,” Haden’s A-10 wound up in a fast-moving, dynamic combat circumstance wherein U.S. military were attacking Taliban fighters in the Afghan mountains.
During the mission in March of 2002, Haden was able to see and destroy Taliban anti-aircraft artillery, guns and troop positions.
“We could see tracer fire going from one side of the valley to the other side of the valley. We were unable to tell which was from good guys and which was from bad guys. Using close air support procedures in conjunction with our sensors on board, we deconstructed the tactical situation and then shot,” he said.
The Future of the A-10
Many lawmakers, observers, veterans, analysts, pilots and members of the military have been following the unfolding developments regarding the Air Force’s plans for the A-10. Citing budgetary reasons, Air Force leaders had said they planned to begin retiring its fleet of A-10s as soon as this year. Some Air Force personnel maintained that other air assets such as the F-16 and emerging F-35 multi-role stealth fighter would be able to fill the mission gap and perform close air support missions once the A-10 retired.
However, a chorus of concern from lawmakers and the A-10s exemplary performance in the ongoing air attacks against ISIS – has lead the Air Force to extend the planned service life of the aircraft well into the 2020s. Despite the claim that other air assets could pick up the close air support mission, advocates for the A-10 consistently state that the platform has an unmatched ability to protect ground troops and perform the close air support mission.
Sending the close-air-support aircraft to the bone yard would save an estimated $4.2 billion over five years alone, Air Force officials previously said.
The overall costs of the program including life cycle management, sustainment and upkeep had made the A-10 budget targets for the service, however many lawmakers pushed back on the plans.
There have been many advocates for the A-10 among lawmakers who have publically questioned the prior Air Force strategy to retire the aircraft. Sen. Kelly Ayotte, R-N.H. and Sen. John McCain have been among some of the most vocal supporters of the A-10.
Capt. Dustin Ireland fires a missile as his A-10 Thunderbolt II breaks over the Pacific Alaska Range Complex April 24 during live-fire training. | U.S. Air Force photo Master Sgt. Robert Wieland
On several occasions, Ayotte has challenged the Air Force decision to retire the plane.
“The A-10 has saved many American lives, and Senator Ayotte is concerned that the Air Force might prematurely eliminate the A-10 before there is a replacement aircraft—creating a dangerous close air support capability gap that could put our troops at risk,” an Ayotte official said several months ago.McCain, Chairman of the Senate Armed Services Committee, welcomed the news that the A-10 might remain longer than the Air Force had planned.
“I welcome reports that the Air Force has decided to keep the A-10 aircraft flying through fiscal year 2017, ensuring our troops have the vital close-air support they need for missions around the world. Today, the A-10 fleet is playing an indispensable role in the fight against ISIL in Iraq and assisting NATO’s efforts to deter Russian aggression in Eastern Europe,” McCain said in a recent statement.
Also, the A-10 has been performing extremely well in ongoing attacks against ISIS, creating an operational demand for the durable aircraft and therefore reportedly informing this Air Force decision.
“With growing global chaos and turmoil on the rise, we simply cannot afford to prematurely retire the best close air support weapon in our arsenal without fielding a proper replacement. When the Obama Administration submits its 2017 budget request in the coming weeks, I hope it will follow through on its plan to keep the A-10 flying so that it can continue to protect American troops, many still serving in harm’s way,” McCain added.
Although the continued existence of the A-10 is assured well into the next decade, the debate about what, if anything, might be able to replace it is quite likely to continue.
“Consider that, first of all, you are a United States Marine. That is the beginning,” Joseph Owen said just days before his death in August 2015.
He said it as if he were addressing all Marines.
“You are something beyond ordinary people. Now you want to take a step up from there. If you’re not the best, you’re gonna be. If you’re not trying to be the best the Corps has, you’re not worth a sh*t. Why are you here?”
Owen commanded a mortar platoon as a 2nd lieutenant in Baker Company, 1-7 Marines during the Korean War. Owen enlisted during World War II but saw the bulk of his service in Korea. As an officer, he was charged with turning an undisciplined group of reservist mortarmen into a force to confront the enemy.
“You always have to perform to your limit,” he said. “Myself and a fellow officer, we used to sit around and talk about leadership all the time. Combat leadership doesn’t mean a goddamn thing unless you have Marines that will continue the fight no matter what.”
Becoming an officer changed his world.
“I’m not bragging, I’m just saying the facts: two Navy Crosses and a Silver Star – we know what the hell we’re talking about,” he said.
1. His most vivid memories:
“The North Koreans had much more initiative,” he said. “They would come on you tenaciously and keep on the attack until you killed them. And in defensive positions, they were aggressive and used offensive tactics. Even pinned down they would get out and come at you. I had great respect for them. They fought with their brains individually. The Chinese were only tenacious because there was no going back.”
“Some of the Chinese front line soldiers didn’t even have weapons, they had stakes. They would try to get in close and kill you with that. The ones who came after them would try to pick up the burp guns of the first wave. If they got killed the third wave would come and pick up the weapons.”
“The Chinese were wearing sneakers in 30-below-zero temperatures,” he remembered. “Sometimes we came up on them, and some of them would still be in position, frozen solid. They’d put their hands up to surrender. We would take them, pull them out, and find they were just stumbling around on frozen feet.”
2. On racial integration of the military:
“Two Southerners came to request to be in my platoon when they received a black squad leader, a Sgt. Long. When Sgt. Long was killed during a night fight with the Chinese, those two Marines requested to carry Long’s body, because they wanted to pay proper respect to ‘the best damn squad leader in the Corps.’ When the fighting started, everyone was a Marine.”
3. His take on modern American warfare:
“Today’s troops cannot fight the way I know how to fight. You have to take the battle to the enemy and kill them. These days you have to go through rules of engagement, which ties the hands of soldiers behind their back. You have to keep on going and do not stop. Keep going and kill those bastards. No pity, no mercy, just kill them. As many as you can.”
4. On North Korea today:
“We fought them to a defeat and now they have risen back and are – in effect – giving us the finger and getting away with it. What are we gonna do? We shouldn’t let that little son of a bitch play around with atomic weapons. That pisses me off.”
5. On harboring ill will toward an enemy:
“Hell no. They were fighting under the same orders I had. They were out to kill me, as I was out to kill them. Hell no. I respect them. I’d love to sit down with one of them and bullshit with them about what they were doing at such and such a time, especially if they were in the same battle as I was.”
6. Why he wrote a book:
“I had been thinking for a long time something should be done to honor the Marines I fought with,” Owen said. “I knew if I wrote about Baker Company it would also cover Able Company. We were all the same, formed up by the numbers, and we bonded very quickly. If I said Baker was the best, they’d say ‘F– you, we’re the best.’ We were the same. So I quit my business and wrote the book. This was a story that needed to be told.”
“What I wrote about getting to Fox Company after they were under fire for five nights… we came up to Fox Company’s positions. They had stacks of Chinese bodies set up as protective walls against enemy fire. They were using those walls to put down fire on the oncoming Chinese. When we came up on them, I was able to walk 50 yards on just Chinese bodies. There must have been hundreds of them thrown against Fox Company. This is the kind of thing I needed to write.”
7. On life after the Corps:
“Stay active, be proud of what you do. What I say about the pride of being a Marine. That’s all over the place — the rest of your life, make it a good one. Do good things for people to the best of your ability. I had a hell of a life, way beyond the Marine Corps. I look back at night before I go to sleep… I got millions of great, great memories. I remember everything. I think ‘son of a bitch… you were able to get away with that!’ ”
8. Advice for anyone, military or civilian:
“If you’ve never been scared sh*tless, what kind of life have you led?”
The US Army has now produced at least 117,000 battle-tested, upgraded M4A1 rifles engineered to more quickly identify, attack and destroy enemy targets with full auto-capability, consistent trigger-pull and a slightly heavier barrel, service officials said.
The service’s so-called M4 Product Improvement Program, or PIP, is a far-reaching initiative to upgrade the Army’s entire current inventory of M4 rifles into higher-tech, durable and more lethal M4A1 weapons, Army spokesman Pete Rowland, spokesman for PM Soldier Weapons, told Scout Warrior in an interview.
“The heavier barrel is more durable and has greater capacity to maintain accuracy and zero while withstanding the heat produced by high volumes of fire. New and upgraded M4A1s will also receive ambidextrous fire control,” an Army statement said.
To date, the Army has completed 117,000 M4A1 upgrades on the way to the eventual transformation of more than 48,000 M4 rifles. The service recently marked a milestone of having completed one-fourth of its intended upgrades to benefit Soldiers in combat.
The Army is planning to convert all currently fielded M4 carbines to M4A1 carbines; approximately 483,000,” Rowland said. “Most of the enhancements resulted from Soldier surveys conducted over time.”
Rowland explained that the PIP involves a two-pronged effort; one part involves depot work to quickly transform existing M4s into M4A1s alongside a commensurate effort to acquire new M4A1 weapons from FN Herstal and Colt.
Army developers explain that conversions to the M4A1 represents the latest iteration in a long-standing service effort to improve the weapon.
“We continuously perform market research and maintain communications with the user for continuous improvements and to meet emerging requirements,” Army statements said.
The Army has already made more than 90 performance “Engineering Change Proposals” to the M4 Carbine since its introduction, an Army document describes.
“Improvements have been made to the trigger assembly, extractor spring, recoil buffer, barrel chamber, magazine and bolt, as well as ergonomic changes to allow Soldiers to tailor the system to meet their needs,” and Army statement said.
Today’s M4 is quite different “under the hood” than its predecessors and tomorrow’s M4A1 will be even further refined to provide Soldiers with an even more effective and reliable weapon system, Army statements said.
The M4A1 is also engineered to fire the emerging M885A1 Enhanced Performance Round, .556 ammunition designed with new, better penetrating and more lethal contours to exact more damage upon enemy targets.
“The M4A1 has improvements which take advantage of the M885A1. The round is better performing and is effective against light armor,” an Army official told Scout Warrior.
Prior to the emergence of the M4A1 program, the Army had planned to acquire a new M4; numerous tests, industry demonstrations and requirements development exercises informed this effort, including a “shoot off” among potential suppliers.
Before its conversion into the M4A1, the M4 – while a battle tested weapon and known for many success – had become controversial due to combat Soldier complaints, such as reports of the weapon “jamming.”
Future M4 Rifle Improvements?
While Army officials are not yet discussing any additional improvements to the M1A4 or planning to launch a new program of any kind, service officials do acknowledge ongoing conceptual discussion regarding ways to further integrate emerging technology into the weapon.
Within the last few years, the Army did conduct a “market survey” with which to explore a host of additional upgrades to the M4A1; These previous considerations, called the M4A1+ effort, analyzed by Army developers and then shelved. Among the options explored by the Army and industry included the use of a “flash suppressor,” camouflage, removable iron sights and a single-stage trigger, according to numerous news reports and a formal government solicitation.The M4A1+ effort was designed to look for add-on components that will “seamlessly integrate with the current M4A1 Carbine … without negatively impacting or affecting the performance or operation of the M4A1 weapon,” a FedBizOpps document states.
The M4A1+ effort was designed to look for add-on components that will “seamlessly integrate with the current M4A1 Carbine … without negatively impacting or affecting the performance or operation of the M4A1 weapon,” a FedBizOpps document states.
Additional details of the M4A1+ effort were outlined in a report from Military.com’s Matt Cox.
“One of the upgrades is an improved extended forward rail that will ‘provide for a hand guard allowing for a free-floated barrel’ for improved accuracy. The improved rail will also have to include a low-profile gas block that could spell the end of the M16/M4 design’s traditional gas block and triangular fixed front sight,” the report says.Despite the fact that the particular M4A1+ effort did not move forward, Army officials explain that market surveys regarding improvements to the weapon will continue; in addition, Army developers explain that the service is consistently immersed in
Despite the fact that the particular M4A1+ effort did not move forward, Army officials explain that market surveys regarding improvements to the weapon will continue; in addition, Army developers explain that the service is consistently immersed in effort to identify and integrate emerging technologies into the rifle as they become available. As a result, it is entirely conceivable that the Army will explore new requirements and technologies for the M4A1 as time goes on.
If not for a twist of fate, the 1948 VC-121A Lockheed Constellation that once transported the nation’s 34thpresident might have become a crop duster or turned into scrap metal.
The Columbine II was the first plane to fly with the call sign “Air Force One” when it carried President Dwight D. Eisenhower for the first two years of his administration. However, the aircraft would have been lost to history without the intervention of three men – one who bought the plane almost 50 years ago, the friend who helped save it from the scrap heap, and the man whose aviation company purchased it two decades later with plans to restore it to its 1950s glory.
“I didn’t want to see somebody drinking a beer and wonder if the metal from that can came from that plane,” said Karl D. Stoltzfus, whose Dynamic Aviation Company purchased the “Connie,” as Lockheed Constellations are commonly called, in 2015.
In March, Stoltzfus had the aircraft flown for the first time in 13 years, except for a brief test flight a few days earlier, to Dynamic Aviation in Bridgewater, Virginia. Lockie Christler, son of the late Mel Christler, who bought the plane from the Air Force in 1970, flew the Columbine II from Marana Regional Airport, Arizona, where it had sat since 2003, to Virginia. The almost 60-year-old plane made a stop at the Mid-America Flight Museum in Mount Pleasant, Texas, before Christler made the final four-hour flight to Bridgewater, with Stoltzfus piloting the chase plane, a Beechcraft King Air.
Christler gives most of the credit for the Columbine II’s restoration to his father, who died in 2005, Stoltzfus and Harry Oliver, who emphasized the importance of saving the plane and was the majority owner when it was sold.
“If it weren’t for men like my father, Harry and Karl, along with others, a lot of these airplanes wouldn’t be around,” Christler said. “Once we realized this was Eisenhower’s airplane, we couldn’t let it be scrapped.”
The plane was built as a C-121A at Burbank, California, and converted to a VC-121A-LO to carry VIPs in 1953. The Columbine II, named after the Colorado state flower by first lady Mamie Eisenhower, became the official presidential aircraft later that year. Over New Charlotte, North Carolina the following year, an Eastern Airlines flight had the same call numbers as the Columbine II, and confusion ensued when both planes shared the same airspace. Because of the incident, the “Air Force One” call sign became used for any plane the president was on board.
The plane, while hardly resembling the Air Force One flown by presidents from John F. Kennedy to Barack Obama, included marble floors and a mahogany desk where Eisenhower wrote the “Atoms for Peace” speech he gave to the U.N. General Assembly in 1953. The Columbine II also took him to Korea, both as a president-elect and during his administration.
In 1954, the aircraft was replaced by the Columbine III, which Eisenhower used for the remainder of his presidency. The Columbine II continued in service as a VIP transport for Eisenhower’s vice president, Richard M. Nixon, and others, such as Queen Elizabeth II, before it was finally retired to Davis-Monthan Air Force Base, Arizona, in 1968. The Air Force stripped the aircraft and fitted it with mismatched landing gear, an error that, in an odd twist of fate, led to the aircraft being spared from destruction long enough for its historical value to be discovered by its new owners.
Up for auction
The Columbine II was sold to Christler as part of a package lot with four other Connies for $35,000 in a surplus auction at the Davis-Monthan AFB aircraft “boneyard.” He didn’t know one of the five planes had a presidential past and planned to make it part of his crop-dusting operation. Christler rebuilt the other four VC-121s for spraying operations, but didn’t convert the Columbine II because its starboard main gear had been replaced with the wrong part from a Lockheed 1049 Super Constellation. The incorrect landing gear, again, saved the Columbine II from being converted to a crop-duster. Instead, it was used for supplying the other four Connies with parts.
Mel Christler was considering cutting the aircraft up as scrap when Robert Mikesh of the Smithsonian Institution contacted him in 1980 and informed him that his Connie with the serial number 48-610 was a former presidential aircraft.
“The first time we saw it, we obviously didn’t realize whose plane it was,” Lockie Christler said, “but when you find out it was Eisenhower’s, now you’re stuck with it. You have a presidential plane you can’t melt up because people wouldn’t think very highly of you. So, for all of these years, it’s kind of been a liability, and it finally turned into an asset.”
Christler tried to find a buyer who could restore the Columbine II, but couldn’t find one. He was struggling to decide what to do with the plane when Oliver visited him at his Greybull, Wyoming, home in August 1989, and asked about his plans for the Columbine II. Oliver said Christler planned to send the plane to the smelter if he didn’t have a buyer by November.
“I just said, ‘Now we can’t do that,'” Oliver said. “‘It’s a little bit of history, and it should be saved.”
At Christler’s request, Oliver drove to Tucson, Arizona, with a friend to look at the plane and saw the damage, but thought it wasn’t anything that couldn’t be repaired. The two men completed a $150,000 functional restoration of the Columbine II in 1990 and had it flown to Abilene, Kansas for Eisenhower’s centennial celebration. Afterward, they moved the Connie to Roswell and Santa Fe, New Mexico, before it was flown to Marana, where it remained under a lease agreement until it was sold to Stoltzfus in 2015.
Stoltzfus, a self-proclaimed history buff, learned about the Columbine II from an article in an aviation magazine and wanted to see the plane restored to its 1950s condition so he asked one person what he should do – his then-8-year-old grandson. “I think we should buy it,” the boy told him.
Then Stoltzfus asked his twin brother Ken to check out the plane in Arizona. After hearing that there wasn’t any damage that couldn’t be overcome, he sent Dynamic Aviation mechanics to begin repairs. When he first saw the plane, it was in rough condition.
“Every hose, I mean every piece of rubber was bad,” Stoltzfus said. “There were a lot of things about the airplane that gave you reason to say this was going to be a lot of work. They hadn’t really run the engines, but you knew there was going to be a lot of trouble with them, and there was. But the good part was it didn’t have any corrosion. Otherwise, we wouldn’t have bought the airplane.”
Although he can’t divulge the actual price he paid, Stoltzfus said it was less than the $1.5 million listing price. Dynamic Aviation will begin a full restoration project on the Columbine II in three to six months, which Stoltzfus expects to be completed in two to three years. He has obtained drawings and documentation that he hopes will help him restore the plane to its original color codes and original manufacturer materials.
“I think the airplane can be used to educate people on the 1950s, not just about Air Force One and not just about Eisenhower,” he said. “These were generally considered to be good years in America. They weren’t perfect, but they were generally good. We got out of the Korean War, so it was a peaceful time, and it was a good time economically and was when we started to build the interstate. So it was just a good time in American history.”
When it’s fully restored, Stoltzfus hopes to take the historic aircraft to air shows and display it for the public at the company’s airport in Bridgewater. In the meantime, he’s looking for anyone who might have aircraft parts or stories to share from the Connie’s era.
Oliver is grateful that somebody was interested enough in saving the plane.
“When I started this project, I was 52 years old, and I’m 77 now,” he said. “I don’t have the energy to do it anymore, and I’m just glad that somebody does. It is a piece of history, and now it’s going to be where people can see it, smell it and touch it.”
Once the silver Connie with the purple flower on its nose is restored to its Air Force One glory, it will have three men to credit for saving this piece of American history for future generations.
Even though one of the three didn’t live to see the Columbine II’s restoration, his son thinks it would have made him proud.
“Oh, he’s got a big smile on his face right now,” Christler said. “I know he’s proud that it has a great home where it’s supposed to be. It’s within a hundred miles of Washington, D.C, where it had some important flying to do.”
Retired Adm. James Stavridis commands respect from both sides of the political aisle in the United States. The former four-star admiral with 37 years of service was considered for the office of vice president for Hillary Clinton’s 2016 campaign, and to be President Donald Trump’s Secretary of State.
On top of that, the list of Stavridis’ awards and honors, both during and after his time in the military, might be a mile long. He even jumped from one-star admiral to three-star admiral. He retired from the Navy in 2013 as the Supreme Allied Commander in Europe.
So when he says the United States and Russia are running headlong into a potential all-out war, people listen.
Stavridis penned an opinion piece for Bloomberg in May 2021 saying the Black Sea would be Russian President Vladimir Putin’s next provocation – and that the area is a potential powder keg just waiting to explode.
That is, depending on how the United States and NATO would respond to a seaborne invasion of Ukraine, one potentially designed to link the Crimean Peninsula to greater Russia. Right now, the two are separated by Ukrainian territory.
But an attack from the sea is the most likely next move for Russia.
Despite the removal of 10,000 or more Russian troops from its border with Ukraine, the retired admiral says there’s no reason to believe the crisis in Crimea is over.
With the Russian military already extending itself in so many areas, such as rebuilding Syria, aiding rebels in Ukraine, and militarizing space, that the cheapest means for Russia to flex its power would be a consolidation of naval power in the Black Sea.
The sea is surrounded by Russian allies and NATO members alike, and is full of potential sources of energy, chiefly oil and gas deposits.
Russia has already committed a number of provocations, including the capture of three Ukrainian military vessels and cutting off the Crimean Peninsula to foreign ships. He says any Russian military moves would include a mixture of tactics like those seen in the Russian annexation of the Crimea in 2014, cyber attacks, special operations and fast conventional attacks.
“No doubt,” Stavridis writes, “Putin has a maritime version of this playbook.”
He says fast patrol boats, cruise missile attacks, seaborne helicopters carrying special forces units, submarines, cyberattacks, and amphibious assaults are all tactics that would be used in the event of a Russian invasion of Ukraine from the Black Sea. Worst of all, NATO would not be able to respond fast enough.
Ukraine’s navy would be neutralized, Russia would control the northern part of the Black Sea, and Ukrainian land forces would be cut off from resupply. The U.S. and NATO could object to the seizure of territory, but it would do no good. Ukraine is not a member of the alliance.
Stavridis asserts that if Putin is determined to join his ill-gotten gains (Crimea) with the rest of Russia, an attack by sea is the most likely way. Since the United States and NATO have few, if any assets to assist Ukraine, the likelihood of success for Russia is high.
The best, and maybe only means of preventing that outcome would be the willingness of Ukraine’s western allies to commit to war to keep Russia out of Ukraine.
Featured image: Admiral Stavridis is welcomed in Russia. US NAVY PHOTO.
When Richard Overton fought at Pearl Harbor, he was already 35 years old. But the Army veteran of the Pacific Theater of World War II is still alive and, as America’s oldest known living veteran at 112 years old, has a lot of wisdom to share.
He still lives on his own, walking around his home and driving when he needs to. He even downs whiskey, smokes cigars “the healthy way,” and takes his lady friend out on a regular basis.
Watch the video below to get some life lessons from Overton. The documentary was filmed when he was 109 years old (his birthday is May 11th):
Moments after Rep. Steve Scalise (R-La.), the U.S. House Majority Whip, was shot in the hip during an attack on a practice for the upcoming Congressional baseball game, an Iraq War vet was treating his wound.
“You never expect a baseball field in America to feel like being back in a combat zone in Iraq, but this morning it did,” Rep. Brad Wenstrup tweeted. The Ohio Republican congressman later told an aide the only difference between the Alexandria shooting and Iraq was being “without his weapon.”
According to a report by WLWT.com, Wenstrup began to treat his wounded colleague after Scalise dragged himself off the field. Wenstrup had seen wounds like that before he had ever entered politics.
According to the official biography on his web site, that is because Rep. Wentrup is also Col. Wenstrup in the U.S. Army Reserve – and he’s has served in the Army Reserve since 1998, after his sister had a battle with leukemia. During a tour in Iraq with the 344th Combat Support Hospital, Wenstrup was a combat surgeon, which he described as “the worst thing that ever happened to me, and the best thing I ever got to do.”
“I remember one Marine we lost on the table, and the anesthesiologist saying, ‘I had breakfast with him this morning.’ Or having to tell a group of Marines their buddy didn’t make it. Those were the tough days,” he told the college’s magazine.
He had good days, too, including helping to treat a four-month old girl who had pneumonia. Eventually, the doctors figured out the girl also needed gluten-free formula, and raised over $400 to help make arrangements for a U.S. company to send the girl’s father the right baby food.
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.
WATM CEO and Air Force veteran Mark Harper moderated an informative town hall specifically geared toward veterans on the COVID-19 vaccine. Speakers included leaders and medical personnel from prominent veteran organizations who aim to educate hesitant veterans while demystifying the vaccine itself.
Harper was open about his experiences during the pandemic. “I had a lot of friends and coworkers get COVID and some of them were very sick,” he explained. “I looked at wearing a mask as something I should do to protect other people; I think of the vaccine the same way. Getting vaccinated was an extension of my service,” Harper, an Air Force veteran shared.
One of the first speakers at the event was Dr. David Callaway, Team Rubicon’s Chief Medical Officer. Callaway is also a Navy veteran with vast experience in the medical space. He was direct in explaining the importance of vaccination and the vital role veterans can play in the process. Callaway shared a story about his nephew contracting COVID. “He called me and said, ‘I’ve got COVID, but it’s no big deal and I’m going to live my life.'” Unfortunately, his nephew got his father sick, who ended up in the ICU (who has since made a full recovery). Callaway was also direct in addressing the common thought of many veterans that because they are young, healthy and haven’t contracted the virus — they don’t need the vaccination. “Vaccines don’t save lives, vaccinations save lives. The greatest science in world will not protect us unless we get vaccines into arms. Our country is calling on our veterans to lead the charge. This is part of our continued commitment to serving our country: Taking definitive action in times of uncertainty so that we can save the lives of our fellow Americans. You have a choice – to lead, to serve your community, to get vaccinated and to help your community emerge from this damn pandemic.”
Dr. Jane Kim is the Chief Consultant for Preventative Medicine for the Department of Veterans Affairs. She discussed the VA’s role in vaccination efforts and the current statistics on vaccinated veterans to date. Kim also provided important information on each of the vaccines available to American veterans today. Dr. Kim answered a question about how health care workers are feeling right now. “We’re totally exhausted. The health care world has been over-extended throughout the pandemic, but we are so eager to answer any questions about why and how you can get vaccinated.”
Josh Jabin, The Travis Manion Foundation’s Chief Operating Officer and Marine Corps veteran, was also on the panel. “Right now my 9 year old has COVID,” Jabin shared. My 6 year old is quarantining next door. I’m vaccinated so I’m taking care of her, but right now we don’t know if our 6 month old is going to get it. Think of my kids when you’re refusing the needle. Do it for my kids.” He went into depth in explaining the foundation’s reasoning for getting involved in vaccination efforts. Jablin also offered tangible and effective ways to communicate with friends or family hesitant to get the COVID-19 vaccine. “Do it for those who are unable to get the vaccine – who don’t have a choice.”
In a stark assessment, the US Air Force chief-of-staff warned that China’s People’s Liberation Army Air Force (PLAAF) will be poised to overtake the US Air Force by 2030.
On March 2, General Mark Welsh told the House Appropriations Committee’s defense subcommittee that currently it is estimated that the US has a “couple thousand more aircraft” than China, The National Interest reports.
The PLAAF is larger than the US Air Force in terms of personnel, and that size will be represented by the number of aircraft China has in the coming years.
“At the rate they’re building, the models they’re fielding, by 2030 they will have fielded—they will have made up that 2,000 aircraft gap and they will be at least as big—if not bigger—than our air forces,” Welsh told the subcommittee.
More importantly than just the number of aircraft and personnel in the PLAAF, though, is Beijing’s trend of acquiring and successfully fielding more and more advanced weapons systems. This drive by the PLAAF will also shrink the commanding technological advantage that the US currently holds over China.
“We are not keeping up with that kind of technology development,” Welsh said. “We are still in a position of—we will have the best technology in the battlespace especially if we can continue with our current big three modernization programs.”
Welsh also went on to warn that China “will have a lot of technology that’s better than the stuff we’ve had before.”
China is currently constructing prototypes for two different fifth-generation fighters that are specifically tailored to different mission sets. It’s J-20 is thought to be making quick development progress, while it’s J-31 is believed to be the equal of the F-35 due to espionage and Chinese theft of trade secrets.
Additionally, China is also developing a stealth drone as well as seeking to buy Russia’s highly capable Su-35S fighter aircraft.
All these measures taken together will cumulatively make China a significantly more capable military force that could project its will against US protest across East Asia.
The life expectancy of a known jihadi fighting the U.S. and its allies is not very long. If they aren’t killed as Iraqis retake towns and cities, then they are likely to be killed or captured in night raids conducted by special forces or in a drone strike.
ISIS leaders are in the crosshairs more than any other bad guy group these days. Here’s a list of leaders that coalition attacks have helped shuffle off this mortal coil:
1. Fadhil Ahmad al-Hayali (aka “Haji al-Mutazz,” aka Ned Price)
This righthand man to ISIS leader Abu Bakr al-Baghdadi was killed in August 2015. The IS deputy was the top weapons procurer and logistician for the terror group. His death sparked off a number of internal reprisals against those the terror group suspected of leaking important information to Western intelligence.
2. Omar al-Shishani (aka “Omar the Chechen”)
Of all the ISIS leaders killed in action, he’s the most ISIS. He was widely considered to be the terror group’s minister of war. He was killed as a result of an American airstrike in March 2016, near the Syrian border city of Shadadi. He survived the initial strike, but later died of his wounds. It’s not known why they called him “the Chechen,” because he is from Georgia.
Shishani also headed the terror group’s main prison in Raqqa, Syria. The U.S. State Department once offered $5 million for information leading to the capture of Shishani. Shishani was also called “Abu Meat” by detractors, because he had a reputation of staying in the rear with the gear while ordering others into battle.
3. Abd al-Rahman Mustafa al-Qaduli (aka “Hajji Imam”)
In a March effort to capture this senior IS commander, U.S. special operators originally planned to disable his vehicle from the air, land a helicopter, and then take him into custody. Instead, they lit up the vehicle, killing al-Qaduli. He was the group’s top financier.
4. Fathi ben Awn ben Jildi Murad al-Tunisi (aka “Abu Sayyaf”)
British SAS and American Delta Force elements raided the house of Abu Sayyaf, ISIS’ chief oil minister and a high-ranking commander in Deir-ez-Zor, Syria. Abu Sayyaf was shot twice in the chest as he went for a weapon. His wife, called Umm Sayyaf by the Daily Mail, claimed to be a Yazidi sex slave. (Sayyaf and his wife ran ISIS’ sex slave network.) His actual Yazidi sex slave was freed by the operators. His wife was captured.
5. Tariq al-Harzi
Also known as the “Emir of Suicide Bombers” he was killed in June 2015 by coalition airstrikes in Syria. He was another logistics expert for ISIS, managing the movement of men and materiel between Iraq and Syria and the support and recruiting for ISIS operations in North Africa.
6. Junaid Hussein
A British citizen, Hussein was the critical operative in the Garland, Texas cartoon contest attack in 2015 and an effective ISIS recruiter. He was killed in Raqqa, Syria by a coalition airstrike. Raqqa is supposed to be a safe haven for the fighters. He was hit by a missile fired from a drone. Hussein was central to the plot of attacking the homes of U.S. service members after ISIS hackers posted their home addresses.
7. “Abu Maryam”
Called an ISIS enforcer and senior leader of their extortion network, Maryam was killed in a December 2015 airstrike. Since extortion is one of the top ways ISIS raises money, the death of Maryam was likely a blow to that revenue stream. He was killed in an air strike near the Iraqi city of Tal Afar.
8. Muwaffaq Mustafa Mohammed al-Karmoush (aka “Abu Salah”)
As part of the apparent effort to disrupt the group’s fundraising and ability to use those funds, the U.S. also hit ISIS’ chief accountant. Abu Sarah (Abu is not his real first name. “Abu” means “father of” in Arabic, and is often used as a nickname) was responsible for paying fighters’ salaries in Northern Iraq, where they are fighting a mixture of Kurdish Peshmerga, Iraqi Army, and Shia militias backed by Iranian Quds Force operators.
9. Wissam Najm Abd Zayd al-Zubaydi (aka “Abu Nabil”)
Abu Nabil was killed in an F-15 strike in the Libyan coastal city of Derna. He was an Iraqi who one fought for al-Qaeda but turned to spearheading ISIS operations in Libya. He was the first ISIS leader killed by Western strikes in Libya. His December 2015 death hampered the terror group’s ability to recruit and establish bases in Libya.
10. Sleiman Daoud al-Afari
Afari is unique on this list because he was the only one captured, interrogated, and handed over to the Iraqi government, instead of being outright killed. Afari was ISIS chief chemical weapons engineers. He learned the trade under the regime of Saddam Hussein in Iraq. He told officials about ISIS efforts to develop everything from mustard gas to Sarin nerve gas.
11. Mohammed Emwazi (aka “Jihadi John”)
Emwazi was a significant ISIS operative because of his command of English led him to be the voice of the terror group’s propaganda efforts. Jihadi John was killed in a drone strike in Raqqa, Syria. Starting in August 2014, he appeared in ISIS beheading videos and was a celebrity in the group. He played no important spiritual or military role.
12. Abu Rahman al-Tunisi
An IS executive officer who coordinated the movement of arms, money, people, and information. Hitting al-Tunisi likely significantly disrupted ISIS’ command and control capabilities.
13. Charaffe al-Mouadan
Central to the ISIS attacks in Paris in November 2015, Moudan was killed in an airstrike in Syria the following December.
14. Fayez al-Shaalaan (aka “Abu Fawz”)
Shaalaan was the ISIS leader in the Arsal region of Syria, near neighboring Lebanon. In the northern areas of Lebanon, fighting between ISIS and the al-Qaeda allied Nusra Front fighter spills into Lebanese territory. The Lebanese Army routinely engages these fighters.
BONUS: Abu Bakr al-Baghdadi (maybe)
The “Caliph” of ISIS, the overall leader of the terror group was the target of an Iraqi airstrike. It’s unknown whether or not Baghdadi was killed in the October 2015 strike. (CNN reported the leader was taken away in a vehicle to an unknown location.)
Matias Ferreira is a combat Marine who graduated from the Suffolk County Police Academy on March 24, 2017. Prior to the graduation, he was elected as president of his academy class, and a recruit platoon leader. All of this while walking on two prosthetic legs.
You read that right. Matias Ferreira is a double-amputee.
According to a report by Newsday, Ferreira lost both of his legs after he was wounded by an improvised explosive device during the fighting in Musa Qala, Afghanistan.
Ferreira is not the only double amputee serving in law enforcement — PIX11.com reported that one other is serving as a state trooper in the western United States.
Ferreira’s roundabout journey to being a police officer involved playing on a select softball team with other amputees, and a moment of heroism in October 2015.
According to the New York Daily News, the ex-Marine leapt into action with his brother and future father-in-law while leaving his wedding rehearsal to rescue an infant from a burning car.
“Instinctively you just react, you don’t freeze, and thankfully we were able to make a difference,” Ferreira said at the time.
Now, he will do so again. After 29 weeks of intensive training in the gym, the classroom, and the swimming pool, during which Ferreira refused offers of special treatment.
Below is an interview that he did with Fox and Friends. Semper Fi.
Attorneys for Taya Kyle have asked a federal appeals court judge to toss a lower court’s $1.8 million defamation judgment awarded to Jesse Ventura, AP is reporting.
The former Minnesota governor emerged victorious in his lawsuit against “American Sniper” Chris Kyle in July 2014, in which he alleged Kyle lied in his book and in subsequent interviews that he had punched Ventura because he made disparaging remarks about troops in Iraq. The jury sided with Ventura in the matter.
Chris Kyle died before the verdict in Feb. 2013, and the $1.8 million judgment was passed on to his estate.
Though the jury sided with Ventura, Taya Kyle’s attorneys argue that Ventura’s side acted improperly by telling them the book’s insurance would be “on the hook” for the damages, and not the estate.
Taya Kyle’s attorney argued that line from Olsen’s closing argument is one of the reasons the appeals court should throw out the award and order a new trial. And on this issue in their questioning, the appeals court appeared to side with Kyle. Chief Judge William Jay Riley even said, “In my experience that was over the line, tell me why we shouldn’t grant a mistrial over that.”
Thirty media companies, including the Washington Post and the New York times, have filed a brief in support of Taya Kyle, arguing the $1.8 million award is excessive and that mistakes were made during jury instructions. In their arguments, Ventura’s attorney stressed that the jury believed Ventura’s witnesses and did not believe Kyle’s.
CBS Local reports there is no time limit for when the 8th Circuit Court of Appeals could make its ruling, but they are usually made within a few months.
“It’s my name and my reputation that I’ve spent 40 years building,” Ventura, a former Navy SEAL, told the Star-Tribune. “If they order a new trial, we’ll go at it again.”
A member of the Navy’s SEAL Team 3, Chris Kyle is considered the deadliest sniper in U.S. history, with more than 160 confirmed kills. He wrote about his life, training, and multiple deployments as a Navy SEAL in his book “American Sniper,” which inspired a movie of the same name released in 2014.