Not all deployments are created equal. Some troops primarily work at a desk performing critical operational tasks, while others are out and about undertaking various missions in the bush. Regardless, both schedules usually consist of long hours and a heavy workload which can run anybody down.
No matter the nature of the mission, staying in the fight and being alert is the key for any personnel deployed.
So if you’re worried about falling asleep when you need to be at your best, check out these simple tricks of the trade to stay awake whole on deployment.
1. Bangin energy drinks
May seem obvious to the average population that drinking a Redbull or pounding a Monster will get their minds firing on all cylinders. But in most cases, deployed troops just don’t sip a single energy drink — they take it to a whole new level by chugging multiple cans of the all mighty Rip-it.
One ration the military never seems to ever run off of is coffee.
When you’re occupying a patrol base or sitting in a fighting hole, coffee machines will be scarce. So instead of filtering water through the grounds, pack a solid pinch of instant coffee from the ole handy dandy MREs into your lip. It tastes like sh*t, but it can help you keep shuteye at bay.
3. “Spicy eyes”
This doesn’t refer to “the look” that civilian reporter who came by the FOB to interview the colonel gave everyone. It means sprinkling a small amount of Tabasco sauce onto your finger and rubbing the contents under your eyes. Spicy!
If it burns a little and wakes you back up, you’re doing it right.
There’s nothing worse than drifting off while on post.
In fact, if you get caught sleeping, that’s a crucial offense. The human body has a natural way of rejuvenating itself by excreting adrenaline into the blood stream. You can accomplish this by pinching yourself, or if that doesn’t work, delivering a light love tap across your cheek.
It might seem a bit extreme, but it could also save your life and the lives of your comrades.
The Memorial Day Murph, a workout created in honor of Michael Murphy, a Navy SEAL awarded the Medal of Honor for Operation Redwings in Afghanistan 2005 requires an intermediate to advanced level of fitness to complete.
The challenge is popular with many tactical athletes, CrossFit, and other exercise groups and can be found at The Murph Challenge.
Here is a way to help prepare for the high repetitions of pullups (100), pushups (200), and squats (300). Over the next several weeks, progress throughout the pyramid below a few days a week and see if you score better each week, by moving up the pyramid. See below:
You should warm up well with this workout, in fact, the warmup/run pyramid works well to not only prepare you for higher rep sets but will help you slowly accumulate repetitions for the grand 100,200,300 grand totals.
U.S. Air Force Senior Airman Derek Seifert, 633rd Air Base Wing photojournalist, performs a pull-up during a Memorial Day Murph and Pararescue Workout event
(U.S. Air Force photo by Staff Sgt. Areca T. Bell)
Pushups / Squat Pyramid: Run 100m, 1 pushup/squats, Run 100m – 2 pushup/squats run 100m – 3/3…up to 10/10. This warmup will yield 55 squats and 55 pushups to add to the Murph Workout (100 pullups, 200 pushups, 300 squats) below:
This Half Pyramid has you starting at 1 and building up to level 10 in ten sets.
PT HALF Pyramid 1-10 (*1,2,3,4,5,6,7,8,9,10)
pullups x 1 (55 reps)
Pushups x 2 (110 reps) (*2,4,6,8,10,12,14,16,18,20)
Squats x 3 (165 reps) (*3,6,9,12,15,18,21,24,27,30)
For clarity, the sets of the PT Pyramid breaks down like this:
Set 1: Pullup 1, Pushups 2, Squats 3, run 400m
Set 2: Pull-ups 2, Pushups 4, Squats 6, run 400m
Set 3: Pull-ups 3, Pushups 6, Squats 9, run 400m…Keep going up the pyramid until you fail, then resort in reverse order after failing at two exercises.
Reverse PT Pyramid with Pull-ups and Squats with cardio of choice each set to recover from each set
Pull-ups x 1 – total for day equals 100 pull-ups
Squats x 3 – total for day equals 300 squats
U.S. Air Force Tech. Sgt. Jared Martin, 633rd Security Forces Squadron police services NCO in charge, performs a push-up during a Memorial Day Murph and Pararescue Workout event.
(U.S. Air Force photo by Staff Sgt. Areca T. Bell)
For more information on the PT Pyramid, see the full article, The PT Pyramid is what I call a Foundation Workout. It helps the user build a solid foundation of calisthenics and increases volume so you will improve your previous limits. Once you get to level 10 and back down to 1 again you will have done 100 pullups, 200 pushups, and 300 squats. You do this each set by doubling each pull-up set for pushups, and tripling each pull-up set for squats.
You have 35 pushups to complete the FULL Murph 100,200,300 rep challenge and at the same time, work on your goal pace running intervals for future timed run events.
U.S. service members and their families participate in a 1-mile run during the Memorial Day Murph and Pararecue Workout event.
(U.S. Air Force photo by Staff Sgt. Areca T. Bell)
YES, this is 10 sets of 1/4 mile runs at goal mile pace for timed runs. Arrange as needed (use a treadmill or track if pull-up bar nearby)
Finish the workout with a Mini Mobility Cooldown that has some form of non-impact/walking, stretching, and foam rolling of muscles that will be sore – thighs, hamstrings, chest, upper back/lats, and arms.
Repeat 2 times
Non-Impact cardio 5 min
Foam roll / Stretch 5 min
Good luck with preparing for this journey and a worthy reminder of our fallen heroes.
This article originally appeared on Military.com. Follow @militarydotcom on Twitter.
With your next military ball around the corner, it’s time to start thinking about how you can ruin the whole event. With a few ill-timed drinks and a flare for the dramatic, your entire night can go up in flames, so long as you try hard enough!
Jot down these disastrous effects for a quick way to turn any military ball terrible.
That one guy who made everyone mad? Or the investigation that’s ongoing and hush-hush? Now is the PERFECT time to bring it up. Loudly. Ask for all the juiciest gossip and pass it along to the high ups. Be sure to sprinkle your own opinions and conspiracy theories for maximum effect.
Who’s calling JAG? Get the press involved. WTF Moments will be in the know if you have anything to say about it!
Wear the wrong kind of undergarments
We’re talking a too-small strapless bra that cuts off circulation, layers of Spanx that require you to get completely naked for a bathroom break. Maybe one of those pasties that comes unstuck right in the middle of your main course. Get creative! The worse the fit and function, the rockier your night will fare! Dresses with heavy sequins or glitter that trails your every move are also among top contenders.
Shots are ALWAYS a good idea. Always.
Drink ’til you drop
Chug a lug! Nothing screams “disaster” quite like throwing up after on your spouse’s boss. Extra points if you can get a few of them with your booze-soaked contents. Where’s the general at, anyway? Take shots — the louder you are about it, the better. Shots! Shots! Shots! Don’t forget to make your way up to the grog, either. Your night will not be complete without it, obviously.
Rub ALL the pregnant bellies
See those sober ladies watching you with wide eyes? It’s because they want you to rub their growing bellies for good luck. They won’t say it, but it’s all they can think about. Talking to each in-utero babe will bring added wonder to your night of joy. Unsure if it’s a baby in there? Better rub that belly anyway! How else would the night remain as one of the worst of all time?!
Help yourself to the desserts
Did you know that when you arrive, dessert is already on the table? Get there first, and you can have your pick of the lot. Or better yet, you can just have it ALL! Be sure to stack up dirty dishes and to discuss — loudly — how good it was to finish dessert for the table. Leave the napkin for later, though; chocolate on the face will help complete your overall vibe.
Ready to have your worst military ball yet? Best of luck to all who stand in your path — in fact, it’s best to push them out of the way — especially as you run to the stage for an impromptu speech. Stiff arms out and spirit in your heart.
The AR rifle platform is popular among gun enthusiasts because of its customization. The modular platform allows gun owners the freedom to accessorize or even create their own build from the comfort of their own homes — the epitome of user friendly in the rifle world. Now, thanks to Daniel Defense, that modularity has spread to the much-loved bolt gun with the Delta 5 long-range precision rifle.
Daniel Defense is known for their AR rifles, parts, and accessories, so the Delta 5 is a first for them in the realm of precision rifles. The modular bolt gun features out-of-the-box customization that would typically require professional gunsmithing. From the user-configurable stock to the interchangeable cold-hammer forged barrel, the user can tailor this rifle to fit their personal preferences without the wait.
Daniel Defense didn’t just “manufacture” a rifle, they designed this gun with the user in mind. Except for the Timney trigger, the entire rifle — from the buttstock to the barrel — was carefully designed and engineered in-house by Daniel Defense.
The author takes aim with the first bolt-gun offering from Daniel Defense, the Delta 5.
(Photo by Karen Hunter/Coffee or Die)
The rifle I tested was chambered in 6.5 Creedmoor, but it’s also available in .308 Winchester and 7mm-08 Remington. After firing more than 500 rounds through the Delta 5, ringing steal at 1,000 yards and beyond, it’s evident that this gun is a fast-cycling tack driver.
The mechanically bedded stainless steel action of the Delta 5 is unique, and the design plays a huge part in the rifle’s accuracy. The three-lug bolt with 60-degree bolt throw and floating bolt head provides excellent lock-up and enables the shooter to get shots off faster. Combined with the integral recoil lug, this enables consistent performance for the shooter. A 20 MOA/5.8 MRAD Picatinny scope base requires fewer adjustments for long-distance shots.
However, where the Delta 5 really changes the game is the barrel, which is interchangeable at the user’s level. The fact that changing the barrel does not require a gunsmith makes moving between calibers dramatically easier and something the user can do at home. The barrels are made from stainless CHF steel, which provides longer life and requires no break-in time. These exceptional barrels are cold-hammered forged, providing a greater potential for accuracy compared to others, and the heavy Palma contour reduces the weight to 64 percent of that of other precision barrels.
The length of pull of the Delta 5 is adjustable by inserting or removing quarter- and half-inch spacers between the stock and the buttpad.
(Photo courtesy of Daniel Defense)
During my range session, the feature that stood out to me the most was the Timney Elite Hunter trigger. This is a single-stage trigger with a two-position safety and is adjustable from 1.5 to 4 pounds, enabling a smooth pull and crisp reset.
Running the bolt is an easy and smooth pull, and if the bolt knob isn’t a good fit for your hand, the threaded bolt handle makes it easy for the user to install an aftermarket knob. What took some getting used to was the long stroke required when running the bolt. If you run it by memory, you’ll come up short, resulting in an empty chamber click. After spending some time with the gun, you start to become accustomed to the longer stroke, making it much easier and a little more automatic.
The stock of the Delta 5 brings more to the table than aesthetics alone. The eye-catching design is not only ergonomic, but also the carbon-fiber-reinforced polymer construction aids in longer life and lighter weight. The Delta 5 is also configurable for length of pull, shipping with quarter-inch and half-inch spacers, and the cheek riser is adjustable for preferred height, yaw, and drift. There is a total of 14 M-LOK points along the forend, one at the bottom of the stock and three M-LOK QD sling points.
I paired the Delta 5 with the Bushnell Forge Optic. Together, this duo has the power to make anyone feel like a sharpshooter with minimal effort. If you’re a fan of long-range precision shooting, the Delta 5 is worth testing. Daniel Defense didn’t enter the precision rifle game with a cookie-cutter product — they combined cutting-edge technology with in-house manufacturing, and wrapped it in a user-friendly, modular package.
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.
Retirement planning can be stressful, but figuring out how to finance it takes a great deal of the stress away. Enter the government’s Thrift Savings Plan, or TSP. The first step in understanding TSPs is answering five basic questions: who, what, where, when, and why.
Who: The thrift savings plan is available to federal employees and members of the uniformed services. It is managed by BlackRock, a financial planning and investment firm headquartered in New York City.
What: TSP is a retirement savings plan similar to a private sector 401(k). Federal employees and military personnel can contribute up to a certain percentage of their base pay to their TSP. BlackRock assigns a broker to manage TSP accounts. Brokers are not held to the same standards as fiduciaries in that a broker has no vested interest in your funds; rather a broker’s only job is to invest money in suitable securities.
When: If you are a federal employee who joined your agency after 2010, you’re automatically enrolled in TSP with 3 percent of your base pay sent to your TSP; your agency matches this contribution automatically. If you joined your agency before 2010, an automatic 1 percent of your base pay is sent to TSP; your agency matches your additional contributions above the 1 percent. Military members must set up their own contributions and there is no matching contribution from the military.
Where: Military members can set up contributions to TSP through MyPay. Which type of funds you decide to invest in will determine when you can access the funds from that investment. There are L Funds, which are “lifestyle funds” that you can withdraw from at a predetermined time. Then there are G, F, S, C, and I funds, which rely on you to make your own investment decisions with a broker, according to the government’s TSP summary.
Why: A thrift savings plan gives you the ability to participate in a long-term retirement savings and investment plan. Additionally, you can choose between a regular TSP and a Roth TSP. Traditional TSP is tax free as you contribute, but you’ll pay taxes when you withdraw the funds. A Roth TSP allows you to pay taxes upon investment, and withdraw at a later date tax free. The upside to utilizing the government’s TSP is that you won’t pay fees to invest, and you’ll have a broker to manage the funds.
When I was speaking at a university a few years ago, a student who DJ’d at the local college radio station and had read my book asked me to come on as a guest. He had me put together a list of music I listened to in Iraq, and then interviewed me between songs. It was a really cool experience for me to revisit my deployment through music.
This isn’t limited to my time in Iraq, but is evocative of both my deployment and homecoming. Here it is:
1. Live, “Mental Jewelry”
I started listening to Live in high school and have fond memories of seeing them play. For some reason, the lyrics came into my mind often in Iraq, always making me feel a little melancholy.
2. Bad Religion, “The Process of Belief”
This album came out while I was at DLI, and I listened to it throughout the summer of 2002 while I was at AIT in Texas. Once we got to Iraq, this song in particular made me ache.
3. “Story of My Life,” Social Distortion, Social Distortion
This is one of my favorite albums. Went to see them play in Dallas the summer of 2002 – and spent the whole time feeling a little alienated from civilians. As for this particular song, I left my hometown when I was 15, and every time I’ve gone back have felt that weird sensation of my old neighborhood not being the same. That got even stronger after I joined the Army. I like how this song captures a particular feeling of frustration.
4. “So What,” Ministry, The Mind is a Terrible Thing to Taste
I was angry as a teenager, and spent a lot of time angry while I was in the Army, too. This is a great song to be really pissed off to. (Random aside: I saw the movie this song has samples from on Mystery Science Theater 3000 once, which was awesome. It’s totally absurd, you should check it out: The Violent Years.)
5. “Holiday in Cambodia,” Dead Kennedys
So there isn’t a lot of DK on Spotify that I could find. The song I wanted to put was “Life Sentence” (the lyrics “you don’t do what you want to but you do the same thing every day” could describe half my time in the Army!), but this is a good one, too. Fits in with the theme of anger.
6. “Jaded,” Operation Ivy,” Operation Ivy
As angry as I got, I never gave up those hopeful kernels, and still clung to that conviction that I could make the world a better place. “Sound System” is another good one off that album, about how music can bring you back up when you feel shitty.
7. “Cactus,” Pixies, Surfer Rosa
I have no idea why this particular Pixies song is the one that I got totally fixated on in Iraq. The mention of the desert? Who knows.
8. “Then She Did,” Jane’s Addiction, Ritual De Lo Habitual
When I was younger and, um, enjoyed experimenting with mind-altering substances, the song “Three Days” was what I loved the most – it took me on this whole mental odyssey. But in Iraq I fell in love with this one, a more reserved and introspective one.
9. “In the Arms of Sleep,” The Smashing Pumpkins, Mellon Collie and the Infinite Sadness
I would listen to this one over and over and over in Iraq, longing to … be there, have those feelings.
10. “I Know, Huh?,” The Vandals, Hitler Bad, Vandals Good
This reminds me of the giddy, heady, happy days of being just home from Iraq, before the bad parts of reintegration kicked in. I have memories of driving around with Zoe singing along with this, being goofy and ridiculous.
11. “8 Mile,” Eminem, 8 Mile
When things started to get really shitty, I would listen to this song (oh, so cheesy! I know!) and tell myself I could push on for just a little longer and couldn’t give up.
In September 1961, the Irish Army under the United Nations flag was engaged in operations against Katanga, a breakaway region in Congo. Some 155 Irish troops were stationed at a little base near Jadotville in order to protect the citizens of the small mining town. But the locals in Jadotville wanted nothing to do with the Irish, believing the U.N. had taken sides in the conflict between the Congolese government and Katanga.
For five days, the 155 Irish fought for their lives against as many as 4,000 mercenaries and rebels who tried to take them captive.
Commandant Pat Quinlan, leader of the Irish Defence Forces led a team that was not prepared for the battle ahead.
The enemy came at the Irish in the middle of a Catholic Mass. Luckily for the Irish, one of their sentries, Pvt. Billy Ready (seriously, his name was “Ready”), fired the shots that alerted the Irishmen to their enemy. What they saw when they went to their posts was 3,000-5,000 hired guns ready to take down their position – the Irish numbered just 155. The mercs brought with them not only heavy machine guns, but also artillery and heavy mortars. They also had air cover in the form of an armed trainer aircraft. It didn’t rattle the Irish one bit, as they later radioed U.N. headquarters:
“We will hold out until our last bullet is spent. Could do with some whiskey.”
As far as weapons go, the Irish had only light machine guns and 60 mm mortars to defend their position. But in a testament to warfighting fundamentals, the Irishmen were able to shut down their enemy’s mortar and artillery capabilities using just accurate mortars and small arms. It was the pinpoint accuracy of the U.N. troops that would sufficiently level the playing field. This exchange lasted four days. Now, down to 2,000 men, the Katangese asked the Irish for a cease-fire.
“And that’s when they asked us to stop killing them for a few minutes. Damndest thing.”
Meanwhile, a U.N. relief force of Swedes and Indian Army Gurkhas were making a move on the Katangese positions from the other side. They were held down at a bridgehead on the road from the main U.N. base at Elisabethville and despite inflicting heavy losses on the defending Katanga fighters, they could not breakthrough. Meanwhile, the Irishmen could not break out. They were running out of water and ammunition. With no help forthcoming, they were forced to surrender.
Luckily, the mercenaries didn’t slaughter the Irishmen, despite the brutality of the fighting. They were taken prisoner and held captive to extort the United Nations for favorable cease-fire terms. They were released after a month and returned to their Elisabethville base and eventually sent home. The Irish surrender was considered a black eye to the Irish Defence Forces, despite Commandant Pat Quinlan’s brilliant defensive perimeter tactics, which are now taught in military textbooks worldwide. Quinlan also ensured each of his men survived and came home.
An image of Tony Mendez, a CIA officer who oversaw the brazen 1979 rescue of six US hostages in Iran.
“Joining Instagram is another way we’re sharing CIA’s stories and recruiting talented Americans to serve here,” a CIA spokesperson said to CBS News. “Through the account, we’ll give a peek into Agency life, but we can’t promise any selfies from secret locations.”
The CIA’s public affairs team recently made another savvy move on social media by referencing a scene from HBO’s “Game of Thrones.”
Former CIA deputy director David Cohen appeared as an extra on the most recent episode of “Game of Thrones.”
This article originally appeared on Business Insider. Follow @BusinessInsider on Twitter.
The military is getting into the music video business more and more lately. The Air Force caught a little flak for the video they put together, “American Airman,” featuring one of its bands, Max Impact — mostly because it looks like it cost more than the entire Marine Corps. They even went on to make more music videos.
Meanwhile, the U.S. Army has been in the game all along with its band, called “Pershing’s Own,” and its many iterations — the most notable of which is a bluegrass cover band, dubbed ” “Six-String Soldiers.”
The three members of Army Special Forces who were killed earlier this month outside a Jordanian military base were working for the Central Intelligence Agency, according to a report in The Washington Post.
The three soldiers with the Fort Campbell, Kentucky, 5th Special Forces Group were killed while entering a military base in Jordan on November 4. The soldiers, Staff Sgts. Matthew C. Lewellen, 27; Kevin J. McEnroe, 30; and James F. Moriarty, 27, were apparently fired upon by Jordanian security forces at the gate to King Feisal Air Base, where they were deployed in support of Operation Inherent Resolve.
According to The Post, the soldiers were working on the CIA’s program to train moderate Syrian rebels. It’s still unclear what the circumstances were surrounding their deaths.
Jordanian military officials said that shots were fired as the Americans’ car tried to enter the base, and a Jordanian military officer was also wounded, according to Army Times. Reporting from the Post seems to suggest that an accidental discharge from the Green Berets inside their vehicle may have led to a shootout, which an official called a “chain of unfortunate events.”
The loss of the three soldiers may be the deadliest incident for the CIA since 2009, when a suicide bomber killed seven members of a CIA team in Khost, Afghanistan.
The CIA often “details” special operations units to operate within its paramilitary force, called Special Activities Division. Some notable examples include the use of Army’s Delta Force in the 2001 US invasion of Afghanistan and the operation to kill Osama bin Laden in Pakistan, which was carried out by Navy SEALs assigned to the CIA.
It has been particularly rough time for the Army Special Forces community. Besides the three soldiers killed in Jordan, there were two others killed in Afghanistan and another killed during scuba training this month.
In 1987, the Soviet Union had thousands of intermediate range nuclear missile pointed at Western Europe. On top of each of those thousands of missiles sat multiple nuclear warheads, ready to destroy the entire theater. The United States and its NATO allies had just as many — if not more — of the same kind. They were mobile and concealable, able to be fired from the Soviet Union or right on NATO’s doorstep.
By 1991, they were all gone.
The INF was the first agreement wherein the United States and USSR promised to actually reduce the overall number of weapons in their arsenals, eliminating an entire category of nuclear weapons altogether. Combined, the world’s two superpowers destroyed more than 2,600 nuclear missiles before the fall of the Soviet Union in 1991.
Soviet leader, Mikhail Gorbachev, and President Ronald Reagan sign the INF Treaty in the East Room of the White House on Dec. 8, 1987.
The buildup to the INF Treaty
In the mid-to-late 1970s, the Soviet Union began a qualitative upgrade of its nuclear arsenal designed for the European Theater. At the time, the Cold War doctrine for NATO held that the Soviets could maintain a superiority in conventional weapons and troop strengths, but the Western allies were going to launch a nuclear attack in the event of an invasion.
So, when the Red Army began replacing its old, intermediate-range, single-warhead missiles to new, more advanced missiles with multiple warheads, European leaders flipped. Meanwhile, the only nuclear missiles the United States had were its own aging, intermediate-range nukes: the single-warhead Pershing 1a. After NATO pressured the United States to respond, the allies developed a “two-track” system to counter the Soviet threat: they would seek an agreement to limit their intermediate nuclear weapons arsenals while upgrading and replacing their own systems with multiple-warhead launchers.
A U.S. BGM-109 Gryphon intermediate-range nuclear weapon. The INF Treaty ended the service of these launchers.
Terms of the INF Treaty
The negotiations did not start off well. The Soviet delegation even walked out after the United States deployed its new Pershing II missiles in Europe in 1983. But, as talks continued, various ideas surfaced on how to best address the number of nuclear weapons. Ideas included limiting each country to 75 weapons each, a limit on the number of worldwide intermediate missiles (but none allowed in Europe), and, at one point, Mikhail Gorbachev even put forward the idea of eliminating all nuclear weapons by 2000.
In the end, formal talks lasted from 1981 until the signing of the INF treaty in 1987. The agreement eliminated missiles with a range between 310 and 3,400 miles. This included three types of nuclear missile from the U.S. arsenal and six from the Soviet arsenal. Signatories were also compelled to destroy training material, rocket stages, launch canisters, and the launchers themselves. The treaty also covered all future successor states to the Soviet Union, including Belarus, Kazakhstan, Ukraine, and others.
Signatories are also prohibited from testing ground-launched missiles and other tech related to intermediate nuclear forces. After the ten years of monitoring, any signatory country can implement the terms of the agreement and call for a new inspection or general meeting.
A view of the Soviet Transporter-Erector-Launcher (TEL) for the SSC-X-4 ground-launched cruise missile system with a close-up view of the SSC-X-4 missile in the insert.
Why President Trump is reconsidering the INF Treaty
The INF Treaty solved a very specific crisis at a very specific time. It limited ground-based weapons from the European theater of the Cold War, but it didn’t cover air- or sea-based cruise missiles. In the years since, Russia has tested a number of weapons the United States says violate the terms of the INF Treaty. Russia counters that the U.S. has broken it as well.
If Russia isn’t abiding by the terms of the agreement, then the U.S. is unnecessarily limiting its defense posture — but that’s not even what the Trump Administration and National Security Advisor John Bolton are worried about. They’re concerned with China, who isn’t a signatory to the INF Treaty.
Proponents of the agreement argue that leaving the INF Treaty won’t force the Russians to comply with the treaty any more than they are now, that it could lead to another global arms race, and that ground-based nuclear weapons in Europe (or East Asia) just aren’t necessary anyway.
If you’ve read the book Lone Survivor, written by former SEAL Marcus Luttrell, or seen the 2014 movie adaptation of the same name, then you’re very familiar with the incredible tale of survival and valor. But prior to Luttrell’s involvement to that 2005 operation, there was another well-known “love survivor” raid.
The tale of Torpedo Squadron Eight at the Battle of Midway has since become legend. All 15 of the squadron’s Douglas TBD Devastators that were sent out that day were shot down. Of the 30 crew aboard those planes, the only survivor was Ensign George Gay. The others were all killed in action.
Some people believe that this squadron’s sacrifice is what pulled down the Mitsubishi A6M Zeros that were providing combat air patrol for the Japanese carrier force, known as Kido Butai, thus opening the way for Douglass SBD Dauntless dive-bombers to deliver the bombs that left three Japanese carriers fatally damaged in the span of five minutes. This is, however, an over-simplified view.
Ensign George Gay (right) with a gunner from Torpedo Squadron Eight.
(US Navy )
It should be clear, though, that Torpedo Eight’s attack was the first in a chain of events that culminating in a Japanese loss so devastating the force could never recover. According to the book Shattered Sword: The Untold Story of the Battle of Midway, written by Anthony P. Tully and Jonathan B. Parshall, the attack by Torpedo Squadron Eight came in almost an hour before the dive-bombers arrived — around 9:18 AM. Their attack took no more than 17 minutes. Gay was perhaps the only pilot to get close enough to drop a torpedo against a Japanese carrier before he ditched his plane. He attempted to rescue his gunner, Robert K. Huntington, but was unsuccessful.
The reason Torpedo Squadron 8 attacked alone was because Hornet’s air group commander, Stanhope Ring, made an incorrect guess. Waldron, commander of Torpedo Squadron 8, and Ring had often disagreed on where the Japanese carriers might have gone. This time, Ring ended up missing the Japanese carriers — flying too far to the north. Waldron was dead on target, though.
World War II’s answer to Michael Murphy is Lieutenant Commander John C. Waldron, who received a posthumous Navy Cross for Torpedo Eight’s attack.
At 9:38am, Torpedo Squadron Six began their attack, launched from the USS Enterprise. This lasted until about 10:00. Torpedo Squadron Six’s attack came from a different angle than Torpedo Eight’s — four of that squadron’s planes returned to the Enterprise.
It was during Torpedo Six’s attack that Wade McCluskey, leading the Dauntless dive bombers from the Enterprise, would sight a Japanese destroyer trying to catch up with the rest of Kido Butai after trying to chase off the submarine USS Nautilus (SS 168). As McCluskey’s Dauntlesses arrived over Kido Butai, so did the Yorktown’s strike of 12 Devastators and 17 Dauntlesses, escorted by six F4F Wildcats.
Of the fifteen pilots in this photo, only one lived.
The Devastators of Torpedo Three would be savaged by the Zeros, but the Dauntless dive-bombers would turn the tide of war in five minutes, largely because the torpedo squadrons had not only drawn fighters down, but their attacks forced the Japanese carriers to maneuver in ways that precluded the launching of their own planes.
Torpedo Eight’s attack, the first in this deadly series, had set the entire sequence in motion — a sequence that would forever cripple the Japanese Navy, leading to victory for the Allies at Midway.