The John Q. Public blog, run by retired Air Force officer Tony Carr, came across a video he suspects was produced by the Air Force’s Combat Camera units, lauding the A-10, its crews, its pilots, and the capabilities of its support for ground troops.
“ComCam is perhaps alone in its possession of the unique combination of access and capability to create something this close to the mission with such superior production values,” Carr writes. “A ComCam airman risked mortal danger to make this film and tell this story, getting immersed in a firefight along the way (you’ll see him drop his camera and hear him discharge his weapon in the video).”
Carr published the video, called Hawg (above), on his blog’s YouTube page and hit more than 935,000 views since it went live on September 4. Its popularity is related to how much the A-10 is beloved by airmen who work and fly the airframe, as well as troops on the ground who need it for close air support. It’s also a really good documentary about the A-10’s combat role. So why would the Air Force not release it?
He suspected the USAF tried to suppress the documentary for political reasons, chiefly the effort by the Air Force to mothball the A-10 in favor of developing the F-35 Joint Strike Fighter. He tried to get a statement from the Air Force before releasing it, but received none. After its release, he received a statement from a USAF spokesman explaining the role of Combat Camera and uses of its imagery:
“The documentation was captured by Combat Camera. The primary intent of Combat Camera missions [is] to ensure documentation of military activities during wartime operations, worldwide crises, and contingencies. The foundational mission of Combat Camera was achieved. The documentation aided mission assessment. However, the video in your possession never entered the security and policy review process because it was not finalized for any other purpose.”
Carr found another video, a more polished version of Hawg, called Grunts in the Sky,which contained graphics, music, and credits, which Carr believes is evidence of editorial discretion to get the video through an approval process. That the Hawg video includes unblurred faces of USAF JTAC operators and doesn’t have name titles of the A-10 pilots interviewed there might be some truth to the official statement, as far as COMCAM is concerned. Carr recently learned from sources inside the Air Force the video was approved through its normal process but once it hit a certain staff level, was shot down.
Officers close to the situation said that the wing commander at Bagram threatened UCMJ action against anyone who leaked the video, going so far as invoking the word “mutiny” in his warning.
The Air Force Public Affairs website describes Combat Camera’s mission: “COMCAM imagery serves a visual record of an operation and is of immeasurable value to decision makers in the OSD, Joint Staff, and combatant commands. COMCAM imagery is also significant for public affairs, public diplomacy and psychological operations.“
Combat Camera imagery is painstakingly reviewed and released (or not) by Public Affairs Officers while in the field and then back at their home units when other products are created from existing imagery. The Hawg video would have to have been reviewed before its release, including each clip used in its final form.
As president of The Mission Continues, Spencer Kympton knows a thing or 2 about leadership, service, and inspiring the next generation. His nonprofit believes that what military veterans “need most is an opportunity to deploy their skills, experiences, and desire to serve in their community.” Getting veterans to serve on the homeland not only keeps them doing what they love, it gives kids a firsthand view of how real heroes act.
Heroic ass kicking is Kympton’s forte. Since graduating as West Point’s valedictorian, he’s served as a Blackhawk pilot, worked with everyone from the FBI to McKinsey Company, and snagged a Harvard MBA with honors along the way. Now that he has a 6-year-old son, Kympton’s determined to teach service (and ass kicking ) the same way his father taught him.
How does your work with The Mission Continues influence you as a father?
One of the biggest things that I’ve learned is applying the same core values that we have at Mission Continues to my parenting:
Work Hard — Parenting is hard and you got to work at it. It’s something that takes constant effort.
Trust — Trust is at the center of it. The trust your child has in you is one of the most important things that you establish early on.
Learn and Grow — If you are not walking into parenthood embracing the amount of learning and growing every day, then you’re behind the 8-ball from the start.
Respect — Demonstrate respect for you kid and the struggles, challenges, and things they deal with.
Have Fun — Parenting ultimately is fun, and there’s not a day that goes by — even through challenges and struggles — when there’s not something tremendously fun about my relationship with my son.
Does being a father affect your work at The Mission Continues?
We have quite a few fathers on staff. In fact, even though we are a veterans organization in the people we work with, the reason we exist is to inspire kids. If you listened to some of our internal conversations, the reason we do projects in communities and put veterans into community-facing organizations is ultimately to demonstrate to my son’s generation that service in the military or in the community is what makes this country strong. The more ways that we can get veterans out into communities and those stories in front of children the better. That’s success for us.
Out of curiosity, how many demerits did you receive as a West Point cadet and why?
At West Point there were things called “hours.” An hour was quite literally an hour of marching back and forth in full uniform with a weapon on the weekend. There were certain infractions that got you lots of hours, and the biggest issue was you weren’t allowed to go anywhere if you had to stay and march hours. I got a little crazy at a tailgate my sophomore year and broke a couple of rules and ended up walking 48 hours over the fall/winter of my sophomore year. I learned a lot from that, and I was taught respect for some of the rules at West Point. Didn’t make that mistake again.
What are some lessons you learned as a Blackhawk pilot that you apply in your work and family today?
One of the things that impacted me most as a Blackhawk pilot was when I was stationed in Honduras in the mid-90s. In one case, we spent a couple of weeks flying doctors, dentists, and veterinarians into the Mosquito Coast of east Nicaragua — villages with no roads that got to them. They quite literally had never seen a car or motorcycle, much less this big hulking helicopter that flew in. When we landed, hundreds of kids ran out fascinated. We watched these doctors and dentists issue inoculations, prenatal vitamins, pull back teeth, or just do basic humanitarian care.
What I took away from that is the magnitude of challenges some kids in this world face. I also realized how important it is to ensure my son knows how fortunate he is. Life shouldn’t be about making his piece of the pie bigger but making sure the pie itself is bigger and more people are able to come to the party to have some of the pie.
That time in Honduras, seeing the conditions that other cultures have to raise their kids in, was very eye-opening.
What did your father teach you that you draw on as president of The Mission Continues?
My dad went to West Point as well. I grew up in a family that places value on service to country, particularly through the military as a starting point. My dad didn’t stay his full career in the military, but I learned service in the military can be the start of the arch of service to country that lasts your entire life. It can show up in various ways: military service, service in the community, school systems, and public service, whether local, municipal, or national government. Service can pop up in a lot of ways throughout your career. It’s the glue that sticks it all together.
How do you inspire your son to follow a similar path?
My wife and I plan to expose him to as many opportunities to serve others as possible. That may involve going to service projects with The Mission Continues, which he’s done. It may involve ensuring every time he gets an allowance a portion goes to some endeavor that helps serve others. He gets to do this because we involve him in that selection process and understanding the organization and the endeavor he’s giving that money to.
One thing I don’t want to do is force my son into anything that doesn’t feel natural or inspiring to him.
Getting through the door on an enemy-held compound can be one of the most dangerous parts of a military operation. Luckily, the Simon is a rifle-fired grenade that allows soldiers to blow the door open from 15 to 30 meters away. The weapon, which is currently in testing, is pretty crazy in action.
The technology behind these rifles takes a shooter’s experience, skill, and environment factors out of the equation. Simply tag your target and squeeze the trigger. It’s that simple. The same tracking and fire-control capabilities found in advanced fighter jets are incorporated into these rifles, according to TrackingPoint.
“Being proficient at Call of Duty or Battlefield takes more practice and skill than firing a weapon in the real world does now,” reported Timothy for Engadget. “This is the future we live in.”
The rifle also has a password-protected firing mechanism, which doesn’t fire until you’ve aligned the rifle with your target. It also features the ability to video stream, which allows you to share the view from the scope to any device connected to the Internet.
This three-minute video demonstrates how the rifle works:
Ukraine celebrated its Independence Day from the former Soviet Union on August 24 with a military parade through central Kiev.
Not only was Defense Secretary James Mattis in attendance, along with eight other foreign defense ministers, but about 230 troops from the US and seven other NATO countries also marched alongside Ukrainian soldiers.
It was the first time US soldiers ever participated in Ukraine’s Independence Day parade.
“We are honored to be here marching alongside other countries showing our support in Ukraine,” 1st Sgt. Clifton Fulkerson said.
As US troops marched down the street, a wave of cheers and applause reportedly went through the crowd of Ukrainians on hand.
But not everyone was thrilled with NATO’s involvement.
“That kind of parade is not a celebration of independence, but rather a show of dependence on the US and NATO,” a pro-Russian Ukrainian politician, Vladimir Oleinik, told Russian media outlet Sputnik, which the Russian Embassy in Canada tweeted.
“In the reverse, it would be difficult to imagine Poroshenko coming to celebrate the 4th of July in Washington while Ukrainian troops marched in Washington.”
Two other Russian state owned media outlets, Russia Times and TASS, also uploaded videos headlining NATO’s involvement in the parade.
The Russian Embassy in Washington, DC did not immediately respond to Business Insider’s request for comment.
After the parade, Mattis met with Poroshenko to discuss the possibility of supplying Ukraine with defensive weapons, such as the Javelin.
“Have no doubt the United States also stands with Ukraine in all things,” Mattis told reporters while standing next to Poroshenko after they met. “We support you in the face of threats to sovereignty and territorial integrity, and to international law and the international order writ large.”
“We do not, and we will not, accept Russia’s seizure of the Crimea. And despite Russia’s denials, we know they are seeking to redraw international borders by force, undermining the sovereign and free nations of Europe.”
KyivPost photo by Mikhail Palinchak. Defense Secretary James Mattis (left) and Ukrainian President Petro Poroshenko.
While he acknowledged that the US just recently approved giving Kiev $175 million worth of military equipment, he stopped short of saying whether the US would supply Kiev with $50 million worth of anti-tank missile systems.
“I prefer not to answer that right now,” Mattis said, adding that the proposal is under review.
Supplying Ukraine with anti-tank missiles and other defensive weapons has been a controversial proposition. Former President Obama did not support such a move, arguing that it would provoke Russia. France, Germany, and some analysts have expressed the same concerns.
Many Russian politicians and officials have also spoken out against the plan.
But Mattis appeared to slightly give away his own take. “Defensive weapons are not provocative unless you’re an aggressor,” he said at the press conference, “and clearly, Ukraine is not an aggressor, since it’s their own territory where the fighting is happening.”
Former Navy SEAL officer Chris Fussell has spent the past four years adapting strategies he learned in the special forces to the corporate world.
He’s the chief growth officer of retired Gen. Stanley McChrystal’s consulting firm, the McChrystal Group, which has worked with companies like Intuit and Seagate Technologies to streamline management and communications systems.
Fussell explains to Ferriss that the best advice he received early in his military career stays with him to this day. One of his mentors taught him that you should always have three people that you’re paying attention to within your organization:
Someone senior who you would like to emulate
A peer who you think is better at the job than you are
A subordinate who is doing your previous job better than you did
This roster is always subject to change, Fussell says, and you don’t need to let the people you’re following know that you’re doing so.
“If you just have those three individuals that you’re constantly measuring yourself off of and who you’re constantly learning from,” Fussell says, “you’re gonna be exponentially better than you are.”
Whisper is a mobile app that allows users to post anonymous messages (called “Whispers”) and receive replies from other users who might be interested in what they have to say. The messages are text superimposed over a (presumably) related photo to illustrate the point.
Whispers are questions, statements, or confessions. The app categorizes them especially for groups and subgroups of culture. Active duty, veterans, and civilians post military-related messages of all kinds, but some stand out as especially funny, nonsensical, and/or a little naive.
The first time WATM rounded up the best Whispers, they were mostly confessions about what people do in – and to – the military. This time around we found people who haven’t even joined yet are ready to sham, skate, and chase some tags.
“That was the greatest and finest moment of my life,” one of the world’s most brutal tyrants reportedly said after touring the newly Nazi-occupied French capital.
The day after Germany signed an armistice with France, Hitler and his cronies toured the Dôme des Invalides which holds Napoleon’s tomb, the Paris opera house, Champs-Elysees, Arc de Triomphe, Sacre Coeur, and the Eiffel Tower on June 23, 1940.
In all, Hitler spent three hours in the “City of Light,” but spent four years occupying northern France until Allied Forces liberated Paris, 71 years ago on Tuesday.
“The Germans were driven from many strategic parts of the city by the combined onslaught of the French military and the fury of citizens fighting for their liberties,” the Associated Press reports.
During Hitler’s brief tour, he instructed friend and architect Albert Speer to take note of the city’s design to recreate similar yet superior German buildings.
“Wasn’t Paris beautiful?” Hitler reportedly asked Speer.
“But Berlin must be far more beautiful. When we are finished in Berlin, Paris will only be a shadow.”
While sightseeing, Hitler also ordered the destruction of two French World War I monuments that reminded him of Germany’s bitter defeat.
During his 20 years as a SEAL, Willink writes that he realized that, “Just as discipline and freedom are opposing forces that must be balanced, leadership requires finding the equilibrium in the dichotomy of many seemingly contradictory qualities between one extreme and another.” By being aware of these seeming contradictions, a leader can “more easily balance the opposing forces and lead with maximum effectiveness.”
Here are the 12 main dichotomies of leadership Willink identifies as traits every effective leader should have.
‘A leader must lead but also be ready to follow.’
Willink says a common misconception the public has about the military is that subordinates mindlessly follow every order they’re given. In certain situations, subordinates may have access to information their superiors don’t, or have an insight that would result in a more effective plan than the one their boss proposed.
“Good leaders must welcome this, putting aside ego and personal agendas to ensure that the team has the greatest chance of accomplishing its strategic goals,” Willink writes.
‘A leader must be aggressive but not overbearing.’
As a SEAL officer, Willink needed to be aggressive (“Some may even accuse me of hyperagression,” he says) but he differentiated being a powerful presence to his SEAL team from being an intimidating figure.
He writes that, “I did my utmost to ensure that everyone below me in the chain of command felt comfortable approaching me with concerns, ideas, thoughts, and even disagreements.”
“That being said,” he adds, “my subordinates also knew that if they wanted to complain about the hard work and relentless push to accomplish the mission I expected of them, they best take those thoughts elsewhere.”
‘A leader must be calm but not robotic.’
Willink says that while leaders who lose their tempers lose respect, they also can’t establish a relationship with their team if they never expression anger, sadness, or frustration.
“People do not follow robots,” he writes.
‘A leader must be confident but never cocky.’
Leaders should behave with confidence and instill it in their team members.
“But when it goes too far, overconfidence causes complacency and arrogance, which ultimately set the team up for failure,” Willink writes.
‘A leader must be brave but not foolhardy.’
Whoever’s in charge can’t waste time excessively contemplating a scenario without making a decision. But when it’s time to make that decision, all risk must be as mitigated as possible.
Willink and Babin both write about situations in Ramadi in which delaying an attack until every detail about a target was clarified, even when it frustrated other units they were working with, resulted in avoiding tragic friendly fire.
‘A leader must have a competitive spirit but also be a gracious loser.’
“They must drive competition and push themselves and their teams to perform at the highest level,” Willink writes. “But they must never put their own drive for personal success ahead of overall mission success for the greater team.”
This means that when something does not go according to plan, leaders must set aside their egos and take ownership of the failure before moving forward.
‘A leader must be attentive to details but not obsessed with them.’
The most effective leaders learn how to quickly determine which of their team’s tasks need to be monitored in order for them to progress smoothly, “but cannot get sucked into the details and lose track of the bigger picture,” Willink writes.
‘A leader must be strong but likewise have endurance, not only physically but mentally.’
Leaders need to push themselves and their teams while also recognizing their limits, in order to achieve a suitable pace and avoid burnout.
‘A leader must be humble but not passive; quiet but not silent.’
The best leaders keep their egos in check and their minds open to others, and admit when they’re wrong.
“But a leader must be able to speak up when it matters,” Willink writes. “They must be able to stand up for the team and respectfully push back against a decision, order, or direction that could negatively impact overall mission success.”
‘A leader must be close with subordinates but not too close.’
“The best leaders understand the motivations of their team members and know their people — their lives and their families,” Willink writes. “But a leader must never grow so close to subordinates that one member of the team becomes more important than another, or more important than the mission itself.”
“Leaders must never get so close that the team forgets who is in charge.”
‘A leader must exercise Extreme Ownership. Simultaneously, that leader must employ Decentralized Command.’
“Extreme Ownership” is the fundamental concept of Willink and Babin’s leadership philosophy. It means that for any team or organization, “all responsibility for success and failure rests with the leader,” Willink writes. Even when leaders are not directly responsible for all outcomes, it was their method of communication and guidance, or lack thereof, that led to the results.
That doesn’t mean, however, that leaders should micromanage. It’s why the concept of decentralized command that Willink and Babin used in the battlefield, in which they trusted that their junior officers were able to handle certain tasks without being monitored, translates so well to the business world.
‘A leader has nothing to prove but everything to prove.’
“Since the team understands that the leader is de facto in charge, in that respect, a leader has nothing to prove,” Willink writes. “But in another respect, a leader has everything to prove: Every member of the team must develop the trust and confidence that their leader will exercise good judgment, remain calm, and make the right decisions when it matters most.”
And the only way that can be achieved is through leading by example every day.
Women war heroes prove that bravery and endurance are not reserved for male military personnel. Many women have served on the front lines, in the resistance, behind the wheel of convoys, in the cockpits of outdated planes, and in hospitals patching up the injured with little more than a standard first aid kit. Women and the war effort have always – and will always – go hand-in-hand.
The Night Witches of the Soviet Union took old clunker crop dusters and confounded the German air force. Sgt. Leigh Ann Hester found herself in the middle of an orchestrated attack in Iraq and turned the firepower back on the insurgents. The White Rose of Stalingrad took down numerous enemy aircraft and flew into legendary status.
Female war heroes also include the Dahomey Amazons, wives of the king who shocked their enemies with fierceness and audacity. Or the Vietnamese warriors of legend like the Trung Sisters and Lady Trieu, who thwarted the Chinese army.
The role of women in wars hasn’t always been clear or easy. Cathay Williams changed her appearance and fought in the Union Army as a man until her gender was discovered. But for a while, she fought in the Civil War along with other freed slaves. Then there’s the Polish spy who may have inspired two of Ian Fleming’sBond girls.
As we look at women in military history, there are myriad ways they serve. Women at home were working in factories making products for the war effort, but there were brave women who saw war up close. Some were able to share their experiences and become historians, teachers, instructors, colonels, and generals. Others faced poverty and lack of recognition for their war efforts.
There are millions who have served. This list of women war heroes sheds a little light on a few.
‘Top Gun’ is a classic and arguably one of the most visually stunning aviation movies ever made. Few movies in cinematic history have been as prolific in contributing to the pop culture lexicon, as well. (Who among us hasn’t said, “I feel the need for speed” in random social situations?) And if you ask military aviators who signed up for flight school after 1986 why they did it chances are they’ll list ‘Top Gun’ as one of the reasons.
Paramount had a huge challenge when they decided to make ‘Top Gun.’ Real-life air-to-air combat doesn’t lend itself to the silver screen in that it’s super technical, very chaotic, and generally takes place at ranges that would prevent two jets from being in the frame at the same time. So, of course, writers Jim Cash and Jack Epps, Jr. and the late-great director Tony Scott had to take some liberties to make the dynamic world of fighter aviation into something that might entertain movie-goers.
But, even allowing for that, ‘Top Gun’ has a bunch of cringe-worthy technical errors that cause it to be as much cartoon as tribute. Here’s WATM’s list of the big ones (annotated by the exact time they occur). After reading them we guarantee you’ll never look at the movie the same way again.
(4:23) CATCC controller is sweating. Those spaces on the ship are usually freezing cold to protect the electronics.
(4:26) Bald-headed guy (played by actor James Tolkan) walks in wearing cover, something the crew doesn’t do on Navy ships unless they’re on watch on the bridge. What is this guy’s billet anyway? CAG? Carrier CO? Tomcat squadron skipper? (He’s an 0-5, so that would make him too junior for the first two, but he acts like he’s in charge of everything.)
(4:33) (Not an error but a technical note): MiGs-28s are actually F-5Fs painted black. (Top Gun still uses F-5s as aggressor aircraft.)
(4:45) GCI controller refers to crews by their callsigns: “Cougar and Merlin and Maverick and Goose.” A controller would refer to jets by aircraft side numbers.
(4:56) Maverick and Goose are sweating in the cockpit, which they’d only do if the pilot had the environment control system (ECS) jacked up uncomfortably high and the RIO didn’t bitch at him to turn it down.
(5:00) RIO’s radar presentation shows a 360-degree PPI presentation. Tomcat’s radar only sweeps 65 degrees either side of the nose. (Wouldn’t want a radar that pointed back at the crews. That would be a huge radiation hazard, to put it mildly.)
(6:00) Tomcat’s wings are swept fully aft, which means — at that altitude — that the aircraft is going supersonic or the pilot commanded them into that position, which he wouldn’t do because the airplane doesn’t turn that well in that configuration.
(7:21) Standby gyro is un-caged as Maverick “goes for missile lock” by twisting a nob on the mid-compression by-pass selector — a system that has nothing to do with the Tomcat’s weapons suite.
(8:00) Cougar transmits: “This bogey’s all over me. He’s got missile lock. Do I have permission to fire?” Well, whatever the ROE, the question is moot until you do some pilot shit and actually maneuver your jet into a position to commit a weapon.
(9:01) As far as Maverick’s “4-G inverted dive” (as Charlie later labels it) goes, if the two airplanes were that close the Tomcat’s vertical stabs would be jammed into the MiG-28.
(9:03) The RIO wouldn’t be carrying a Polaroid camera. He’d have a regular “intel” camera, and if he didn’t get good photos of an airplane that nobody had ever been that close to before (as Goose says) then he would have failed in his part of the mission, big time.
(9:59) Merlin taps on a fuel gauge that doesn’t exist in the rear cockpit of the F-14, only in the front cockpit. (The RIO only has a fuel totalizer.)
(10:06) Cougar rips his oxygen mask off to breathe more oxygen, which would be in short supply at high altitude.
(10:12) Cougar has a photo of his wife and baby taped over the airspeed gauge to the left of the altimeter. Meanwhile the vertical speed indicator shows he’s descending at 6,000 feet per minute, which would be an aggressive dive. At the same time the altimeter, which shows he’s at 31, 500 feet, is set to standby with the barometric pressure dialed to 28.32 when it should be at 29.92.
(10:26) ICS comms (intra-cockpit chatter) can be heard in air ops.
(10:48) A ball call (the transmission indicating the pilot sees the Fresnel lens that gives him glide slope information for landing) would not include the pilot’s call sign.
(10:57) Goose has the same non-existent rear cockpit fuel gauge as Merlin.
(10:58) Maverick crosses the ramp with his hook down and then a second later he has the hook up. (It takes several seconds to cycle between fully up and fully down.) Then he pulls the throttles aft to go around, which would reduce engine power, as somebody screams “Cougar!” over the radio.
(11:06) Maverick instantly bolters — in full burner, no less — with the hook down again.
(12:25) Cougar never calls the ball when instructed but gets a “roger, ball” from the LSO.
(12:27) There’s no way Cougar wouldn’t have been waved off based on that wild approach. He gets at least five “power” calls and no “wave off” call. The Air Boss would have had Paddle’s ass after that.
(12:51) Cougar traps, leaves lights on (Case I or Case III approach? Unclear here), and immediately shuts the jet down instead of taxiing out of the landing area. Maverick is still airborne, low on gas, and needs to land but can’t now because Cougar has fouled the landing area and has to be towed out of the wires.
(13:00) Nice stateroom for a squadron CO. (He’s an 0-5, fer crissakes.) Again, what’s this guys’ billet?
(13:58) First glimpse of random patch assortments on flight suits as Maverick and Goose get chewed out by skipper in his really nice stateroom. (And everybody’s sweating.)
(14:19) Ship’s captain/CAG/squadron skipper says, “With a history of high-speed passes over five air-controlled towers.” Not sure what those are but they must be different than ground- or water-controlled towers.
(15:36) Ship’s captain/CAG/squadron skipper says, “You can tell me about the MiG some other time” and dismisses the crew to head for Top Gun, thereby committing professional suicide by not getting the only information that anyone above him in the chain of command would care about that particular day.
(16:06) “Um, tower, there’s some dork riding a motorcycle down one of the taxiways shaking his fist at us.”
(16:59) There is no Santa Claus. And there’s no such thing as the Top Gun Trophy.
(17:46) Slider is a lieutenant (junior grade). That’s too junior for a Top Gun slot.
(18:32) Navy leaders would be reprimanded for encouraging arrogance because the Navy spent money on posters that read “excellence without arrogance.”
(20:02) Goose quips, “Slider, thought you wanted to be a pilot, man; what happened?” So he’s a RIO slamming a fellow RIO for being a RIO? Not likely. And the “RIOs as second class citizens” vibe left the community with the F-4.
(25:52) A hangar isn’t the most conducive place for detailed flight briefs.
(26:29) Charlie briefs, “The F-5 doesn’t have the thrust-to-weight ratio that the MiG-28 has.” Must be because black paint is lighter than other colors.
(26:37) Charlie briefs, “The MiG-28 does have a problem with its inverted flight tanks.” Those must be different than upright flight tanks.
(26:54) Anybody who showed up to a flight brief wearing a cowboy hat would have his or her wings pulled on the spot.
(27:36) Maverick makes a big deal about how the information regarding his MiG encounter is classified and then proceeds to reveal it in front of the entire group with no idea of whether they have clearance or not. Again, they’re briefing in a hangar. Not exactly a SCIF.
(28:42) Jester says, “All right, gentlemen, we have a hop to take. The hard deck on this hop will be 10,000 feet. There will be no engagements below that.” Of course we haven’t briefed any of the other details of this event — including ACM rules of engagement — because Charlie has wasted our time hitting on Maverick, but whatever . . .
(29:53) Smoke effect is actually the Tomcat dumping fuel . . . a stupid idea when you’re about to enter a dogfight.
(30:01) First merge happens very low to the ground over the desert, not exactly a hard deck of 10,000 feet.
(30:51) Goose says “Watch the mountains!,” words never spoken during an air combat maneuvering event with a hard deck of 10,000 feet.
(31:31) Maverick “hits the brakes” by pushing the throttles forward, which would increase power, not decrease it.
(31:49) Jester’s evasive maneuver in the A-4 is an aileron roll – not exactly an effective move in terms of creating the sort of lateral displacement that might defeat an enemy’s weapons solution.
(32:08) Goose says, “We’re going ballistic, Mav. Go get him,” which makes no sense because a pilot has no control over a ballistic airplane.
(33:34) Maverick does a barrel roll after the tower fly-by in full afterburner, a violation of Federal Aviation Regulations to the extreme without an FAA waiver, which he certainly didn’t get at the spur of the moment. That would have cost him more than an ass chewing by Viper. He would have lost his wings.
(35:52) Maverick explains, “We weren’t below the hard deck for more than a few seconds. I had the shot. There was no danger. So I took it.” The hard deck simulates the ground, so basically Maverick is saying, “We didn’t hit the ground for more than a few seconds . . .”
(37:10) Any lieutenant whose fitness report reads “He’s a wildcard. Completely unpredictable. Flies by the seat of his pants” would be done flying, not to mention unqualified for a Top Gun slot.
(38:26) Goose says to Maverick, “They wouldn’t let you into the Academy ’cause you’re Duke Mitchell’s kid.” There are lots of reasons not to get admitted into a service academy — low SAT scores, for instance. Being the dependent of a veteran isn’t one of them; in fact, that status qualifies the candidate for a Presidential nomination.
(39:26) Maverick explains to Charlie during a TACTS debrief, “If I reversed on a hard cross I could immediately go to guns on him.” She replies, “But at that speed it’s too fast.” Um, what are you guys talking about, and what language are you even speaking?
(51:43) Charlie says, “That’s a big gamble with a $30 million plane.” Tomcat unit cost (cost per jet) circa ’86 was $42 million. Maybe she wasn’t including the cost of the two engines, which could have been a subtle dig on his energy management skills.
(55:31) Why is Hollywood eating an orange on the flight line?
(55:45) More dumping of gas going into a dogfight.
(56:30) Crews are surprised that Viper is one of the bandits. They would have briefed with him (in accordance with safely of flight rules).
(57:26) Logic of the engagement is ridiculous. Maverick lets Jester go and then flies in parade formation behind Hollywood who’s saddled in super-close behind the other bandit. Hollywood whines at Maverick not to leave him when he should just shoot the bandit right in front of him, and then Maverick leaves to go after Viper and ultimately winds up getting shot because Goose does a shitty job of keeping their six clear (at 59:23).
(57:49) More fuel dumping.
(58:42) HUD display looks nothing like the real thing.
(59:04) Maverick switches to guns but HUD symbology stays the same.
(1:06:16) Iceman transmits, “I need another 20 seconds then I’ve got him” while flying so close that if he took a gun shot he’d probably FOD his own engines with the debris from the airplane in front of him. What does he need 20 seconds for?
(1:06:56) Goose says “Shit, we got a flameout. Engine 1 is out.” The RIO has no engine instruments in the rear cockpit of the F-14.
(1:07:13) Iceman transmits, “Mav’s in trouble. He’s in a flat spin and headed out to sea.” When an airplane is in a flat spin it is not heading anywhere except straight down.
(1:07:22) Goose reports, “Altitude 8,000. 7,000. Six, we’re at six.” They should have ejected already. NATOPS boldface (immediate action steps committed to memory) procedures read like this: “If flat spin verified by flat attitude, increasing yaw rate, increasing eyeball−out G, and lack of pitch and roll rates: 8. Canopy – Jettison. 9. EJECT – RIO Command Eject.”
(1:07:23) Goose says “We’re at six [thousand feet]” while the altimeter shows 2,200 feet.
(1:07:48) See step 8 above. If Goose had followed procedures he wouldn’t have died.
(1:14:20) A Field Naval Aviator’s Evaluation Board (FNAEB — pronounced “fee-nab”) would not look like a judicial proceeding held in a courtroom.
(1:23:08) Viper tells Maverick about the day his dad died like this: “His F-4 was hit. He was wounded but he could have made it back. He stayed in it. Saved three planes before he bought it.” And Maverick doesn’t respond by saying, “That makes no sense, sir. How does a pilot save three planes after his jet is hit? Why are you bullshitting me?”
(1:23:20) Viper explains, “It’s not something the State Department tells dependents when the battle occurred over the wrong lines on some map,” which ignores the fact that the Pentagon would be pissed if some random State Department dude spoke to surviving family members at all.
(1:26:50) Aviators wouldn’t get orders at the Top Gun graduation. They’d get them via a frustrating process of arguing with their detailers on the phone over the period of a few months.
(1:27:24) Again: What. Is. This. Guy’s. Billet?
(1:28:56) Pilots salute cat officers for launch with oxygen masks off.
(1:29:08) Maverick walks on the flight deck during flight ops without his helmet on.
(1:32:10) Tomcat does an aileron roll right off the cat, which it wouldn’t have the speed to do — not to mention that maneuver would be a gross violation of Case I departure procedures.
(1:33:08) Random lieutenant reports, “Both catapults are broken. We can’t launch any aircraft right now,” which ignores the fact that modern aircraft carriers have four catapults.
(1:34:47) Controller says, “Maverick’s re-engaging, sir.” There’s no way his radar displays would give him any indication of that.
(1:36:41) Ice says, “I’m going for the shot” while at close range behind a bandit, but he switches from ‘Guns’ to ‘Sparrow/Phoenix’ — the long range, forward-quarter weapons.
(1:36:54) Missile magically transforms from an AIM-7 Sparrow into a AIM-9 Sidewinder in flight.
(1:37:48) Maverick shoots a Sparrow in the rear quarter at short range, which wouldn’t work because the AIM-7 needs a lot of closure to guide.
(1:38:02) Again the missile magically transforms from a Sparrow into a Sidewinder in flight.
(1:38:54) Once again Maverick ‘hits the brakes’ by advancing the throttles, which would make the airplane speed up.
(1:39:47) Maverick leads a two-plane fly-by next to the carrier with a wingman that’s been riddled with bullets and most likely has sustained major damage to the hydraulic system that powers the flight controls.
(1:41:14) Iceman says, “You can be my wingman any time,” which ignores the fact that unless he’s the ops officer or schedule officer or squadron CO who signs the flight schedule then he just needs to shut up and fly with whomever he’s assigned to fly with.
(All photos courtesy of Paramount Pictures except as otherwise indicated.)
A little more than 12 months after training pipelines for previously closed elite special operator jobs opened to women, the U.S. military has yet to see its first female Navy SEAL or Green Beret.
The component commanders for each of the service special operations commands say they’re ready to integrate female operators into their units, but it’s not yet clear when they’ll have the opportunity to do so.
The Navy is closely monitoring the interest of female applicants. In fact, Naval Special Warfare Command is eyeing one Reserve Officer Training Corps member who’s interested in the SEALs, and another woman who has yet to enter the service but has expressed interest in becoming a special warfare combatant craft crewman, a community even smaller than the SEALs with a training pipeline nearly as rigorous.
But it will likely be years until the Navy has a woman in one of these elite units.
Rear Adm. Tim Szymanski, head of Naval Special Warfare Command, which includes the elite SEALs and other Navy special operations units, noted that the enlisted training pipeline for SEALs is two-and-a-half years from start to end, meaning a female applicant who began the process now wouldn’t join a team until nearly 2020.
And that assumes that she makes it through the infamously grueling Basic Underwater Demolition/SEAL training.
“Just last week, we secured Hell Week … [we started with] 165 folks. We finished with 29. It’s a tough pipeline and that is not uncommon,” Szymanski told an audience at the National Defense Industrial Association’s Special Operations/Low Intensity Conflict conference near Washington, D.C., on Tuesday. “Five classes a year, and that’s what you have, demographically.”
While the Army Rangers famously had three female officers earn their tabs in 2015 in a special program ahead of the December 2015 Defense Department mandate that actually gave women the right to serve in the Rangers, the elite regiment remains male-only, at least for now.
To date, one female officer in a support military occupational specialty has completed the training process and will likely join the unit by the end of March, said Lt. Gen. Kenneth Tovo, commander of Army Special Operations Command.
In other previously closed Army special operations elements, he said, two enlisted women have attempted special operations assessment and selection but haven’t made it through. One, who was dropped due to injury and not to failure to meet standards, is likely to reattempt the process, Tovo said.
Two female officers are also expected to begin assessment and selection in the “near future,” he said.
“So we’re going slow,” Tovo said. “The day we got the word that SF and rangers were available to women, our recruiting battalion that actually works for recruit command sent an email to every eligible woman, notifying them of the opportunity and soliciting their volunteerism. We are working things across the force through special ops recruiting battalion to talk to women and get them interested.”
Marine Corps Forces Special Operations Command was the first service to report publicly that it had women in its training pipeline. But in a year, MARSOC has had just three applicants, and none who made it through the first phase of assessment and selection, commander Maj. Gen. Carl Mundy III said at the conference. Currently, he added, there are no women in training, and none on deck to enter the pipeline.
The Air Force, which opened its combat control, pararescue and tactical air control party jobs to women last year, has had several applicants, but all have been dropped from training due to injury or failure to meet standards, said Lt. Gen. Marshall Webb, commander of Air Force Special Operations Command.
“I think this is a slow build … and we’ll keep after it,” Webb said, noting that that the service observed similar trends when it opened other jobs up to women decades ago. “AFSOC is looking for the highest caliber candidates, and when a person meets that standard, she will be joining our ranks.”
For some of the services, the challenge is twofold.
Tovo said Army Special Forces recruits primarily from the infantry, which opened to women at the same time SF did. And women are moving quickly into these previously closed jobs; the first 10 women graduated from the Army’s infantry officer course in October, and 140 women are reportedly on deck to enter infantry training in 2017, while more have already been reclassified. But it’s still a small field.
MARSOC also recruits heavily from Marine Corps ground combat MOSs. To date, just three female Marines assigned to one of these jobs have entered the fleet.
“This is a process; it’s going to take time,” Tovo said. “We are focused on it, we’re ready for it and I have no doubt when we get the opportunity to put women through our qualification courses, it going to be done to a professional standard and we will be proud of the results of the female operators who come out the other end.”
Szymanski suggested that social barriers to women serving in units such as the SEALs may no longer be the impediment they once were, as younger, more tolerant sailors enter the force.
“The students coming through, it’s no big deal to them,” he said. “This generation’s much more tolerant of society than our generation — a multi-diverse, gender-neutral society. Some of the integration [challenges] will be with our older cohorts.”
It’s possible, however, that the services will have to rethink recruitment in light of a widened field of potential applicants. Szymanski said his contracted SEAL scout teams visit high schools to recruit talent, but tend to target events with high male participation.
“Typically in the past, that’s been things like wrestling matches and those types of things,” he said. “So I now have to be sure that they’re thinking about, how do they incentivize or attract younger females at some of those events. Maybe swimming meets; swimmers typically will fend well in the pipeline if they’re good in the water.”
As an Army doctor, Green served in the 160th Special Operations Aviation Regiment where he made three combat tours to the Middle East. He also has served as an airborne rifle company commander and as a top Army recruiter.
Viola cited his inability to successfully navigate the confirmation process and Defense Department rules concerning family businesses. He was the founder of the electronic trading firm Virtu Financial.