While it was a clear message to North Vietnamese forces that American troops were moving away from just a support role for South Vietnam, the Marine landing was an administrative landing in friendly territory. The Marines of 3rd Battalion, 9th Marines would not come under enemy fire in their initial foray into the country, according to Global Security.
Instead of encountering bullets, the Marines were greeted by welcoming South Vietnamese troops and pretty girls giving them leis of flowers.
“Nevertheless, a new phase of the Vietnam war had begun. About one-third of the Marine ground forces and two-thirds of the Marine helicopter squadrons in the Western Pacific had been committed to South Vietnam,” reads an official Marine Corps history of the service’s involvement in Vietnam.
It wouldn’t be long before U.S. troops were involved in major combat operations. In August, four Marine infantry battalions launched Operation Starlite in order to repel Vietcong forces from the area around the Chu Lai Air Base.
From The Guardian:
The landing was carefully stage managed. The troops were given a warm welcome by a delegation of smiling children and traditionally dressed Vietnamese women brandishing garlands of flowers. A sign held aloft read: “Welcome, Gallant Marines.” It was an incongruous beginning for the marines, and their mission – to defend the city’s air base during the Operation Rolling Thunder bombing campaign against targets in the North – seemed straightforward. Nobody on the beach that day had any idea of the long and tortuous conflict that was to follow. By the end of the year, nearly 185,000 troops had been deployed as the war escalated. A decade later when Saigon fell and US soldiers made their final exit, more than 540,000 Americans had served in Vietnam – more than 58,000 were killed.
Hundreds of strangers paid tribute at a Kentucky funeral home to a “humble” survivor of World War II’s Normandy Invasion whose caregiver had worried that no one would come to his funeral.
Vet Warren McDonough was 91 when he died Saturday. He never married and his only known survivor was a nephew in Florida. The big crowd who attended his wake Thursday night at Ratterman’s Funeral Home in St. Matthews showed up in response to a call from Lena Lyons, who runs a boarding home where McDonough spent his final days.
Lyons told WHAS-TV McDonough deserved to be remembered because of what he did for his country. He was part of the first wave at Omaha Beach and earned a Purple Heart. But he never talked about his wartime experience—except for one time, she said.
“He said he pretended to be dead until they all went away,” she told WHAS-TV. “He said, ‘And then I inched slowly across other bodies and I went across this one guy and his lips were moving and I got up close to him and he was saying the Lord’s Prayer.’ And he said. ‘I laid with him and stayed with him and prayed with him until he died.'”
More strangers are expected to attend McDonough’s funeral Friday at Fairmont Cemetery in Central City. He is being buried with full military honors.
At the wake George Southern and other members of the Kentucky and Indiana Patriot Guard stood at the entrance to the funeral home in the cold as an honorary color guard, WLKY-TV reported.
“He gave his life and his days for us to have this freedom to do this and we stand in honor of him,” Southern told the station.
Lyons said McDonough wrote his own obituary but did not include everything.
“Nothing about the Purple Heart or his Medal of Courage, nothing, not even that he was in the Army, let alone that he went to Normandy,” she told WLKY. “He was a very humble man.”
Lyons told WHAS McDonough always said he was not a hero.
“I was just doing what I was supposed to do,” she quoted him as saying.
The world knew Rob Guzzo as an elite SEAL; a wonderful father; a talented actor; an ambitious student; and a skilled athlete.
But to me, he was all these things and so much more.
Unfortunately the world lost Rob Nov. 12, 2012 — a man who succumbedto the wounds that many do not see but are often more painful than those that bleed and scar.
Even in the midst of his pain, Rob made others happy. It was hard to know Rob’s struggle because you likely wouldn’t see it unless you knew him well or caught him in a moment he was talking about it.
But this is how I remember Rob Guzzo, and the man I had the honor to get to know and have in my life.
Rob made everyone smile.
Rob was the guy who was always smiling. Whether he was dressing up as a Teletubby, Irishman, or making a singing lessons video, Rob did anything to get a smile out of those around him. You simply couldn’t be around Rob and not smile. He would do goofy things to make people laugh and have a little fun.
Rob was a go-getter and driven.
This is a given, since we all know being a SEAL is no easy feat. Not only was Rob a SEAL, but he was in school to get his masters in addition to pursuing an acting career. He took his craft of acting seriously, and it was obvious he had the talent to soar. Rob was an inspiration to those around him, setting the example to go after your dreams.
Rob was an animal lover.
He loved his dog Sammi. He treated this dog like a princess. The depth of his love could be seen in the way he cared for Sammi and how he treated her.
He was protective of those he loved.
Rob would make sure I was OK if anyone bothered me, even if it was something that wasn’t a big deal. He did the same for others around him. He would make sure those he cared about were ok, even when he wasn’t.
He was loving and sensitive more than he let on.
Rob had a wonderful, giving heart. Sometimes he put up emotional barriers, so the full extend of his loving and sensitive side wasn’t always seen. But it’s who he was. When he did open up, he was one of the most loving and emotionally aware people I knew. It was an honor to get to know the deeper side of Rob, and I will always cherish that I got to see how deep he truly was.
Rob loved his family.
Rob spoke about his mom often, and when his daughter, Jena Mae, was born, it was obvious he loved this beautiful little girl that was his twin. He also loved his military family, and you could tell in the way he talked about Marc Lee that he would have given anything for his family.
He made the world brighter.
Whether Rob was out partying, on set, with people he didn’t know or his best friends and family, he was a ray of light. No matter what Rob did, he was a ray of sunshine. His smile and personality lit up any room or environment.
The world might have lost Rob Guzzo, but it didn’t lose his memory.
These are just a few things I remember and cherish about Rob. He forever impacted my life, and he is impacting many others through his story. He is still giving back even after he has left this Earth.
Let Rob’s passing remind us that even when our brothers and sisters bring us so much sunshine, they may be fighting battles we do not see. Check on each other — even in the times that seem great.
You might not know when your buddy is drowning, and one small act of friendship and brotherhood can be the thing that saves them.
Rob’s story will be featured on “The Warfighters,” a marathon event airing Veterans Day on the History Channel. Tune in to honor this amazing man and learn more about who he was.
Rob was beyond a SEAL, and his impact will go well beyond the time we got to have him here with us.
Morton, Illinois Police say Dustin Brown rushed into the Morton Public Library last week brandishing two hunting knives, each at least five inches long. He allegedly announced he was there “to kill some people” and focused his ire on sixteen home school students in a chess club.
Pictured: Dustin Brown’s mug shot
He allegedly approached the children, but standing in his way was 75-year-old James Vernon, a World War II-era Army veteran who was trained but never served in combat. Noticing Brown would back away when he moved closer, Vernon positioned himself between the alleged attacker and the door, and told the kids to get out of the library.
“I gave them the cue to get the heck out of there, and, boy, they did that! Quick, like rabbits,” he told the Pekin Times, the local newspaper.
Once the room was clear, Vernon said “there was no more talking.” Reports say Brown slashed at Vernon from his right, but Vernon says he knew he was right-handed by small cuts on his left arm and blocked the slash.
“I should have hit his wrist. That’s how you’re trained, but it’s been half a century,” he said. Vernon says, despite “bleeding pretty good,” he overcame Brown, throwing him on a table, pinning his left hand under his body, and hitting Brown’s collarbone until he dropped the knife.
hero [heer-oh]: noun, 1. a person of distinguished courage or ability, admired for his brave deeds and noble qualities.A library employee finally came to help and keep the assailant pinned until the authorities arrived. Vernon suffered wounds to two arteries and a tendon on his left hand from the attack.
“I failed my mission to kill everyone,” Brown reportedly told police.
Brown was facing prosecution on charges of child pornography. Now he’s looking at attempted murder.
The Pentagon’s research and development outfit wants to stop “UAS-enabled terrorist threats” with a new system it’s calling Aerial Dragnet that would track slow, low-flying drones — or what the military calls unmanned aerial systems (UAS).
“As off-the-shelf UAS become less expensive, easier to fly, and more adaptable for terrorist or military purposes, U.S. forces will increasingly be challenged by the need to quickly detect and identify such craft,” the Defense Advanced Research Projects Agency said in a news release. “Especially in urban areas, where sight lines are limited and many objects may be moving at similar speeds.”
DARPA is soliciting proposals for the program, which seeks to provide “persistent, wide-area surveillance” of multiple drones on a city-wide scale.
Drones have become a mainstay on the battlefield — especially where the US is involved — but many other countries have, or are producing, drones for use in combat. Then there are the smaller, off-the-shelf types, which have even been used for surveillance purposes and to deliver explosive devices by terrorist groups like ISIS, for example.
The proliferation of drones is going to continue, so it looks like DARPA wants a sort-of “super drone” that will tell US forces where all the other little ones are on the battlefield. That is a ways off, since the the Aerial Dragnet research program will take more than three years, after which it’s up to the Pentagon on whether any of the research is implemented in the field.
“Commercial websites currently exist that display in real time the tracks of relatively high and fast aircraft — from small general aviation planes to large airliners — all overlaid on geographical maps as they fly around the country and the world,” Jeff Krolik, DARPA program manager, said in a statement. “We want a similar capability for identifying and tracking slower, low-flying unmanned aerial systems, particularly in urban environments.”
Krolik also works on another DARPA program called “upward falling payloads” — a way of parking drones in sealed cases on ocean floors around the world, where they can be remotely activated to “fall” up and take a look around should trouble occur.
DARPA said the program is mainly designed to protect deployed troops, but the system “could ultimately find civilian application to help protect US metropolitan areas.”
The agency is hosting a proposers day on September 26, and full proposals for those interested in getting the contract are required by November 12.
Within a day of a second failed attack on the Arleigh Burke-class guided missile destroyer USS Mason (DDG 87), the USS Nitze (DDG 94), a sister ship, has launched strikes against three radar sites in Yemen. The strike came less than a day after the Mason had defeated the second attack.
According to a report by The Washington Examiner, three BGM-109 Tomahawk cruise missiles were fired at the sites in Yemeni territory under the control of Houthi rebels. The Houthi rebels are believed to have been responsible for the Sunday and Wednesday attacks on Mason, but also the attack on HSV-2 Swift, a former U.S. Navy vessel now owned by a civilian firm in the United Arab Emirates.
“The strikes — authorized by President Obama at the recommendation of Secretary of Defense Ash Carter and Chairman of the Joint Chiefs General Joseph Dunford — targeted radar sites involved in the recent missile launches threatening USS Mason and other vessels operating in international waters in the Red Sea and the Bab al-Mandeb,” Pentagon press secretary Peter Cook said in an official statement, also noting that the targeted radar sites were destroyed in the strikes.
The BGM-109 Tomahawk cruise missile comes in a number of varieties, including nuclear (BGM-109A), anti-ship (BGM-109B), conventional land-attack (BGM-109C), cluster munitions for land attack (BGM-109D), and a “Tactical Tomahawk” that is equipped with a TV camera (BGM-109E).
The land-attack and “Tactical Tomahawk” missiles have a maximum range of 900 nautical miles, and are armed with a unitary warhead (usually a thousand-pound high explosive warhead, based on those used on the AGM-12 Bullpup missile). The BGM-109D delivers a dispenser with 166 BLU-97 bomblets up to 700 miles away.
The Tomahawk has a top speed of 550 nautical miles per hour, and flies in at a very low altitude to evade radars. To date, a total of 2,267 missiles have been fired.
Here’s official U.S. Navy footage of the Tomahawk launch:
Adm. John Richardson, the Chief of Naval Operations, released the following statement in the wake of the most recent events in the waters off of Yemen:
“The U.S. Navy remains on watch in the Red Sea and around the world to defend America from attack and to protect U.S. strategic interests. These unjustified attacks are serious, but they will not deter us from our mission. We are trained and ready to defend ourselves and to respond quickly and decisively. The team in USS Mason demonstrated initiative and toughness as they defended themselves and others against these unfounded attacks over the weekend and again today. All Americans should be proud of them.”
The Air Force plans to arm its fleet of drones and fighter jets with high-tech laser weapons able to incinerate enemy targets from the sky, service officials said.
Aircraft-launched laser weapons could eventually be engineered for a wide range of potential uses, including air-to-air combat, close air support, counter-UAS(drone), counter-boat, ground attack and even missile defense, officials said.
Lasers use intense heat and light energy to precisely incinerate targets without causing a large explosion – and they operate at very high speeds, giving them a near instantaneous ability to destroy fast-moving targets and defend against incoming enemy attacks, Air Force Chief Scientist Dr. Greg Zacharias told Scout Warrior in an interview.
“The promise of directed energy is that electricity is cheap. Plus, you get the speed of light working for you so incoming missiles are easier to shoot at,” Zacharias said.
Air Force Research Laboratory officials have said they plan to have a program of record for air-fired laser weapons in place by 2023.
Ground testing of a laser weapon called the High Energy Laser, or HEL, was slated to take place last year at White Sands Missile Range, N.M., service officials said. The High Energy Laser test is being conducted by the Air Force Directed Energy Directorate, Kirtland AFB, New Mexico.
The first airborne tests are expected to take place by 2021, Air Force officials have said.
The developmental efforts are focused on increasing the power, precision and guidance of existing laser weapon applications with the hope of moving from 10-kilowatts up to 100 kilowatts, Air Force leaders said.
Air Force weapons developers are also working on the guidance mechanisms to enable laser weapons to stay on-track on a particular target, Zacharias added.
Zacharias explained that much of the needed development involves engineering the size weight and power trades on an aircraft needed to accommodate an on-board laser weapon. Developing a mobile power-source small enough to integrate onto a fast-moving fighter jet remains a challenge for laser technology, he added.
“The other part is all the component technology. You are going to give up fuel or some armaments. It is not just getting enough power on board it is getting the aiming technology. Its dealing with turbulent air flow on a high-speed platform,” Zacharias said.
Air Force leaders have said that the service plans to begin firing laser weapons from larger platforms such as C-17s and C-130s until the technological miniaturization efforts can configure the weapon to fire from fighter jets such as an F-15, F-16 or F-35.
Air Combat Command has commissioned the Self-Protect High Energy Laser Demonstrator Advanced Technology Demonstration which will be focused on developing and integrating a more compact, medium-power laser weapon system onto a fighter-compatible pod for self-defense against ground-to-air and air-to-air weapons, a service statement said.
Air Force Special Operations Command has commissioned both Air Force Research Laboratory and the Naval Support Facility Dahlgren to examine placing a laser on an AC-130U gunship to provide an offensive capability.
A key advantage of using laser weapons would include an ability to melt or incinerate an incoming missile or enemy target without necessarily causing an explosion.
Another advantage is an ability to use a much more extended magazine for weapons. Instead of flying with six or seven missiles on or in an aircraft, a directed energy weapons system could fire thousands of shots using a single gallon of jet fuel, Air Force experts explained.
Drones Fire Lasers
Air Force drones will also one day fire high-tech laser weapons to destroy high-value targets, conduct precision strikes and incinerate enemy locations from the sky, senior service officials told Scout Warrior.
When it comes to drones, there does not yet appear to be a timetable for when fired lasers would be operational weapons – however weapons technology of this kind is moving quickly.
Zacharias also said future laser weapons could substantially complement existing ordnance or drone-fired weapons such as a Hellfire missile.
Laser weapons allow for an alternative method of destroying targets, rapid succession of fire, reduced expenditure of dollars and, quite possibly, increased precision, service officials have explained.
For instance, a key advantage of using laser weapons would include an ability to melt or incinerate an incoming missile or enemy target without necessarily causing an explosion. This would be of particular relevance, for example, in air attack such as the current campaign against ISIS over Iraq and Syria.
ISIS fighters are known to deliberately blend in among civilians, therefore making it difficult to pinpoint enemy targets without endangering innocent civilians. Precision attacks without an explosion, therefore, would provide a useful additional tactical option.
Zacharias said laser-armed drones could likely provide an impactful part of an on-the-move arsenal of weapons.
“You might want to put lasers on board so you have a distributed package when you have a bunch of different platforms carrying different parts – of weapons, sensors and even fuel in one very expensive fighter package. It is like having distributed satellite. You could have distributed fighter packages as well,” Zacharias said.
Firing laser weapons would certainly provide a different option than a 100-pound, explosive, tank and building-killing Hellfire missile.
Although firing lasers from drones is expected to be more complicated than arming fighter jets or aircraft with lasers, the existing development of laser weapon technology is quite likely to inform drone-laser development as well.
As technology progresses, particularly in the realm of autonomous systems, many wonder if a drone will soon have the ability to find, acquire, track and destroy and enemy target using sensors, targeting and weapons delivery systems – without needing any human intervention.
While that technology is fast-developing, if not already here, the Pentagon operates under and established autonomous weapons systems doctrine requiring a “man-in-the-loop” when it comes to decisions about the use of lethal force, Zacarias explained.
“There will always be some connection with human operators at one echelon or another. It may be intermittent, but they will always be part of a team. A lot of that builds on years and years of working automation systems, flight management computers, aircraft and so forth,” he said.
Although some missile systems, such as the Tomahawk and SM-6 missiles, have sensor and seeker technologies enabling them to autonomously, or semi-autonomously guide themselves toward targets – they require some kind of human supervision. In addition, these scenarios are very different that the use of a large airborne platform or mobile ground robot to independently destroy targets.
Over more than 20 years in United States Army special operations, first as a Ranger and then a Delta Force operator, Dalton Fury learned that effective leaders never wait for perfect certainty to act.
Fury is the pseudonym he uses for both his nonfiction and fiction writing, since his time in the highly secretive Delta Force has required him to conceal his true identity.
In an emailed list of leadership lessons sent to Business Insider, Fury posited a hypothetical question before giving a surprising answer: “How much information or intelligence does a special operations unit need before they launch a high-risk kill or capture mission? I argue that very rarely will the intelligence picture be better than a 70% solution, and at that point action should be taken.”
Waiting for that extra 5-10% closer to 100% clarity only further closed the window of opportunity.
Fury argued that only after the American special forces and their elite allies adopted this 70% mentality were they able to finally take the steps that led to eliminating Al-Qaeda in Iraq leader Abu Musab al-Zarqawi.
And though Fury operated in extreme situations on a battlefield, he said the “pull the trigger” mentality is as necessary in an office.
To Fury, leaders of special operators (spec ops troops) and corporate managers are placed in the same situation, where they need to make decisions with limited data, resources, and time.
“Special operators aren’t required for every problem set,” he wrote. “But, special operators are expected to manage risk, get on target, figure it out, and run it down even when the picture is sketchy.”
It’s an inescapable reality that in big institutions, people will sometimes overlook memos and misplace equipment.
But that’s cold comfort to the U.S. Army, which is struggling to select a new handgun while also dealing with the fallout from its last, controversial pistol choice.
That’s right — overlooked memos and misplaced equipment.
In August 2015, the ground combat branch inspected its Beretta M-9 pistols to make sure the guns had key safety fixes. The Army was supposed to have finished upgrading all the guns … more than two decades ago.
“During a training exercise, a soldier was injured when a slide failure resulted in the rear portion of the slide separating from the receiver and struck him in the face,” an official warning explained.
“‘WARNING’: DEATH OR SERIOUS INJURY TO SOLDIERS, OR DAMAGE TO ARMY EQUIPMENT WILL OCCUR IF THE INSTRUCTIONS IN THIS MESSAGE ARE NOT FOLLOWED.”
War Is Boring obtained the startling message via the Freedom of Information Act. Censors inked out the number of guns the Army believed were missing the updates, including a number of weapons in “SWA.”
This is a common Pentagon acronym for the Southwest Asia region, which includes Iraq. The warning applied to all M-9s in the inventory of the Army, its sister branches and Special Operations Command.
The redacted portion of the document suggests the total could be as high as six figures. Since Beretta delivered around 160,000 pistols to the military before adding the modifications at the factory, the Army may simply have ordered troops to check every one of the old weapons still in service.
Issues with the Beretta’s slide are hardly new. The broken parts were a key part of the controversy surrounding the Army’s first decision to buy the Italian-made guns more than three decades ago.
Between 1985 and 1988, the Army and Navy documented no fewer than 14 incidents where the slide failed. In four cases, the shooter suffered an injury.
“What is of particular concern is the safety hazard encountered when failure does occur,” the Government Accountability Office explained in a 1988 report. “Injuries resulting from four slide failures included face lacerations requiring stitches, a broken tooth and a chest bruise.”
The GAO had already forced the Army to hold a new competition after complaints of collusion in the original testing. Ultimately, the Beretta won out again and became the standard handgun across the U.S. armed forces.
With the winner settled for good, the Army issued an order to modify all the existing pistols with a set of safety features. The modification kit included a new slide, a reinforced hammer pin and and a left grip panel.
The Army reportedly concluded that brittle metal in the original slides was the source of the gun’s failures. However, Beretta and its allies implied that the military’s overly-powerful ammunition was actually at the root of the problems.
Whatever the cause, in March 1989 troops began installing the new parts on around 160,000 potentially defective pistols. On June 30, 1993, the Army declared that all the guns complied with the so-called “modification work order,” or MWO.
Or so it apparently thought.
“Recently, a soldier found out the hard way that the MWO hadn’t been applied to all M-9s when a slide broke and hit him in the face,” was how the Army’s P.S. Magazine described the matter on Facebook on Oct. 28, 2015. ” All armorers need to immediately check their M-9s.”
Billed as “the preventive maintenance monthly,” the magazine in question publishes notices and tips on defects, recalls, common problems and other issues for troops. In continuous publication since June 1951, each issue features comic book-style art to help these important message stick.
“Are you kidding me?!” an anthropomorphized pistol asks the shooter in a version of the message in the January 2016 edition. “That MWO was supposed to be done 20 years ago!”
The issue is so old that the order isn’t even available online — and the Army doesn’t have any modification kits on hand. Anyone who finds a problematic gun is supposed to send it back by registered mail to the Defense Logistics Agency. We don’t know what will happen to the guns after they go back to the warehouse.
All of this comes at at time when the Army finds itself embroiled in another controversial attempt to buy new pistols. Eight years ago, the services canceled their previous handgun projects.
Around the same time the slide flew off the old Beretta, the ground combat branch asked pistol-makers to offer up new options. If this program goes according to plan, troops should start getting their new weapons sometime around 2018.
Under the proposal, the Army will buy no fewer than 280,000 guns for itself. Other services would have the option of signing up to get their hands on another 212,000 pistols.
With the previous experience of the Beretta decision, the Army itselfquestioned how realistic this timeline might be when it explained the need to buy Glock pistolsnow for commandos and allied troops in 2015. The contract document pointed out that the service had already spent two years trying to get its latest project off the ground.
“We’re not figuring out the next lunar landing. This is a pistol,” the Army’s chief of staff Gen. Mark Milley told a gathering at New America’s Future of War Conference on March 10. “Two years to test? At $17 million?”
“You give me $17 million on a credit card, and I’ll call Cabela’s tonight, and I’ll outfit every soldier, sailor, airman and Marine with a pistol for $17 million,” the Army’s top officer added, referring to the Nebraska-based outdoor goods chain, which sells firearms.
But Milley’s obvious frustration notwithstanding, the Army knows full well how complicated the project might turn out to be due to budgets, politics, competing priorities and the sheer size of the American military. Replacing hundreds of thousands of pistols is no easy task.
In February 2015, the Army also formally rejected Beretta’s offer to update the existing pistols. The Italian company’s American branch subsequently decided to sell these M9A3 guns on the commercial market.
It took seven years for the Army to settle on the M-9, more than a decade for everyone to get them and about as long to get important fixes installed — and people are still getting hit in the face by faulty slides.
In Tom Clancy’s fictional “Rainbow Six” universe, customizable teams of special operatives use intelligence from around the world to strike at threats against NATO. Designated “Rainbow,” the team was originally 30 members and is comprised of the best Delta, SAS, and other top NATO-member special operations units have to offer.
Rainbow deploys on quick notice around the world, fulfilling both a deterrent and a direct action role, mostly against terrorists.
The real-world NATO must have seen all of this and — in light of recent Russian aggression — decided Rainbow just wasn’t big and strong enough for the real world.
Instead, NATO announced in February the planned components of their Very High Readiness Joint Task Force. As part of the overall NATO Response Force, the VJTF does have special operators from around the world supporting it and an international intelligence network.
But VJTF doesn’t end at special operations. Dubbed “Spearhead Force,” it centers on a land brigade of approximately 5,000 troops that can hit a target and begin operations within 48 hours of notification. The primary component of the Spearhead Force will change year-to-year, coming from whichever country is in primary command of the unit. Germany is taking the first turn and leading the force in 2015 and has already taken the interim VJTF out for a spin.
In addition to their special operators and land forces, the VJTF will have air assets and naval forces on the ready. Britain has volunteered four fighter jets to the air mission already, in addition to 1,000 troops for the land component.
What units will make up the rest of the air component, as well as the exact forces in the maritime and special operations components, have not been announced.
Of course, the special operations support could be coming from Rainbow — if you believe the government is hiding an international special operations force from the American public.
Leland Diamond joined the Marines in 1917 at the age of 27 to fight World War I. Diamond made a name for himself during that war as a Marine’s Marine. He was known for walking around without his cover, wearing his dungarees most places he went, and for having a loud and dirty mouth.
His uniform violations and occasional lack of courtesy were overlooked because of his conduct on the battlefield. He shipped to France as a corporal and fought at famous World War I battles like Belleau Wood and St. Mihiel. He earned his sergeant stripes and took part in the occupation of Germany before returning to the states and getting out.
He spent just over two years as a civilian, but the lifestyle didn’t suit him, so he returned to the Corps in 1921.
Diamond and his unit were sent to Guadalcanal to help in the fight against the Japanese and the then-52-year-old proved his reputation. When a Japanese cruiser was spotted in the waters around the island, Diamond decided to engage it.
While a lot of legends surround the event, including the possibility that Diamond attacked it on a bet or that he landed at least one round straight down the enemy smokestack, historians agree that Diamond engaged the ship.
Japanese cruisers in World War II displaced between 7,000 and 9,000 tons and packed dozens of guns. Diamond was armed with a mortar tube and decades of combat experience.
Guess who won?
Diamond engaged the ship with harassing fire from his mortar. The ferocity and accuracy of his assault spooked the Japanese who withdrew despite the fact that it sported armor, cannons, and a large crew to counterattack with.
The old master gunnery sergeant was lauded for his actions but was still withdrawn from the fight a short time later. “Physical disabilities” resulted in the Marine being evacuated. After a short recovery in New Zealand, Diamond attempted to get back to his unit by getting orders on a supply ship to Guadalcanal.
By the time he arrived, the unit had left and he had to hitchhike his way to Australia. The Corps transferred him home soon after and assigned him to the training of new Marines, first at Parris Island and later at Camp Lejeune.
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.
Of the over 15,000 US P-51 Mustangs built, less than 200 are still flyable – about one percent of the production run. Of 12,571 F4U Corsairs built, roughly 50 are airworthy. Of 3,970 B-29 Superfortresses built, only two are flying today.
Much of this is due to the ravages of time or accidents. The planes get older, the metal gets fatigued, or a pilot makes a mistake, or something unexpected happens, and there is a crash.
Finding the spare parts to repair the planes also becomes harder – and more expensive – as time passes. A 2016 Air Force release noted that it took 17 years to get the B-29 bomber nicknamed “Doc” flyable. Kansas.com reported that over 350,000 volunteer hours were spent restoring that B-29.
Many of the planes built in World War II were either scrapped or sold off – practically given away – when the United States demobilized after that conflict.
As David Campbell said in “The Longest Day” while sitting at the bar, “The thing that’s always worried me about being one of the few is the way we keep on getting fewer.” Below, you can see the crash of the Spitfire at the French air show – and one of the few flyable World War II planes proves how true that statement is beyond the veterans.