The official announcement was expected to come later in the day the additional troops, who were expected to operate as trainers and enablers mostly out of the logistics hub for the offensive at the Qayyarah West airfield about 40 miles southeast of Mosul.
Army Col. John Dorrian, a spokesman for Combined Joint Task Force-Operation Inherent Resolve, also said that ISIS was attempting to turn Mosul into a “living hell” for the attacking force by setting out extensive fields of improvised explosive devices and even filling trenches with oil.
The troops would be in addition to the 4,647 currently authorized for Iraq by President Obama and were requested by Iraqi Prime Minister Haider al-Abadi.
In a statement, Abadi said “American President Barack Obama was consulted on a request from the Iraqi government for a final increase in the number of trainers and advisers under the umbrella of the international coalition in Iraq,” Reuters reported.
David Miller is VA’s Male Volunteer of the Year. A Marine Corp Veteran, Miller served in Vietnam during the TET II offensive with 3rd Marine Division (9th Marines).
Miller says he got involved in volunteering “due to the fact that the Vietnam Veterans were ignored and mistreated and misdiagnosed for years after they returned home. I just wanted to make positive experiences to help all Veterans and also to help them with their issues for health and benefits.”
“I speak to youth about how important it is to honor all our Veterans. And after I was diagnosed with my cancer and in a wheelchair for five years, I kept volunteering to not think about my illnesses as well as to help other Veterans with the same problems. This was self medication for me as well.”
The National American Legion Hospital Representative at the Bay Pines VA Medical Center, Miller has volunteered for 27 years and finds the most emotional part of his volunteering is the interest he takes in the hospice and the really sick and disabled Veterans. “It made me thankful for my life, being a cancer survivor.’
He and his wife Kathy Ann live in Largo, Florida. His two grown sons, Jeremiah and Adam, live in Orlando. “They have accomplished so much in their lives.”
Miller says his only real hobby is, “speaking to children and youth about the importance of patriotism and how important it is to honor all our Veterans. They provide the protection that allows them to enjoy the freedoms that they take for granted.”
And he encourages them to volunteer. “I would hope we can start getting more younger people and younger Veterans to volunteer at our VA hospitals and in the community. They would get so much satisfaction from helping our heroes from the past, present and future. Our Veterans are the life blood of this great country of ours. We must make sure that is never forgotten in all our future generations.”
As part of his volunteer duties, Miller visit patients daily and meets several times a week with Veterans them with their claims and benefits. “I also am an advocate for all Veterans who need help with appointments or any other issues at the hospital or in the community.” He also speaks with young Veterans at MacDill Air Force Base who need guidance or help with any VA issues when they leave the service.
Miller adds, “I would just like to say that I am honored and humbled to accept this great accolade as National Volunteer of the Year. With all the service organizations that are involved, there are so many deserving people that should have won this award. I love to help Veterans in all facets of their lives both at the VA and in the community. It gives me great satisfaction to be able to donate my time for such a worthy cause! God Bless our Veterans and God Bless our great country.”
Kim Jong Un’s arrival in Vietnam for a second summit with President Donald Trump took an unusual turn when an aide appeared to miss his cue during a grand entrance.
Video footage of Kim’s arrival in Dong Dong, on the China-Vietnam border, shows the North Korean leader walking down a red carpet ramp from his personal armored train.
He initially descends alone. A few seconds later, an aide appears to realise what is going on, and quickly runs down the ramp to join Kim.
You can the moment in this video, via the Filipino ABS-CBN news channel. The aide’s sprint down the carpet comes around the 14-second mark:
The entourage had just completed a marathon 2,000-mile train ride from Pyongyang, across a vast expanse of southern China, which lasted two and a half days.
Experts say that Kim’s decision to travel by train could have been to avoid the appearance of being reliant on China, after he received significant attention for borrowing plane from the government-owned Air China to get to his last summit with Trump in Singapore.
The optics of Kim travelling by train could also remind North Koreans of Kim’s grandfather, who used the same train to get to countries like Vietnam as well as the Soviet Union and Eastern Europe, The Associated Press reported.
Trump has characterized the summit as a follow-up to the leaders’ first summit in Singapore in June 2018, when North Korea made a vague commitment to working toward denuclearization.
Kim Jong Un and President Donald Trump shaking hands at the red carpet during the Singapore Summit in June 2018.
Pyongyang appears to have made little progress on that front since the first meeting. US intelligence and North Korea experts have warned that North Korea is unlikely to give up its nuclear arms.
Trump told the Governors’ Ball on Feb. 24, 2019, that he was “not pushing for speed” with North Korea’s denuclearization.
However, he tweeted on Feb. 25, 2019: “With complete Denuclearization, North Korea will rapidly become an Economic Powerhouse. Without it, just more of the same. Chairman Kim will make a wise decision!”
There are so many resources for military spouses and service members, but the military girlfriends and boyfriends are often forgotten. In military dating life, the best resources possible are the men and women who have been there, done that.
After mentoring a young military girlfriend, I realized after the fact that the experience may have done me just as much good as it did her. It gave me the opportunity to reflect on my own journey as a milspouse/girlfriend and see the many obstacles I’ve overcome in the process.
My husband and I dated for nearly five years before we got married, which included living together for three and a half years. To be honest, this felt like forever, especially since we moved from the East Coast to Alaska during that time. We never experienced the carefree dating experience that some do, as I was a single mom already when we met. I moved to be closer to him within months of the start of our relationship and knew no one in town. I had a minor emergency one day and called him in a panic. He couldn’t physically help me at the moment, but he remembered that one of his coworkers happened to live in my neighborhood, so he connected me with the spouse of said service member. Long story short, she saved my day!
I will never forget my first encounter (as a military girlfriend) with a military spouse. She dropped what she was doing to help out a stranger in need. She told me afterward if I ever needed anything to never hesitate to reach out, and she meant it. She sprinkled snippets of wisdom over me during the next two years whenever our paths crossed. She was brutally honest about the things that frustrated her about military life, but she always did it with a laugh and a follow-up of something she loved about that same life. Fifteen years and many cross-country duty stations later, she is still there on the other end of the line (or Facebook messenger) whenever I need her. Both of us are more “seasoned” now than we were all those years ago, but the truth is we still have value to bring to each other’s lives and military journey. I will be forever grateful for her influence in my life, and I truly feel it set the pace for how I’ve approached every military spouse or girlfriend ever since.
Here are seven ways to mentor a military girlfriend:
We’ve all been there; just some spent much longer unwed than others. Give them hope. Share your pride in your journey. All these new trials are temporary. Some will resurface again from time to time in your military journey (hello PCS), but let her know that with each experience, she will grow and be better prepared to handle it next time. Whatever she’s stressing about, it’s likely you’ve been there. You’ll find yourself after this counseling session with a renewed appreciation for your own experiences.
Pay it forward.
Someone at some point in your journey held your hand and gave you strength or advice when you needed it most. There’s no one better than a seasoned military spouse to do this as long as you’re mindful and empathetic, not condescending. Sometimes a military girlfriend needs to be reminded that ALL military spouses have been the outsider at some point…no one gets married before spending some amount of time first dating that lucky hero. A good deed like mentoring will always leave you feeling full of gratitude for all who mentored you along the way.
Know that you’re both worth it.
Simply by giving your time, you are rescuing another from loneliness in some form or another. YOUR soul will benefit from that quality time with her as well. Valuable life lessons you’ve experienced are worth talking about. You never know when your story may help someone down the road. We often have no clue what battles others are facing or when they will arise, so when you take the time to share your personal challenges and victories, you are offering value whether you realize it or not.
Teach her to focus on the positive while still being aware of the potential negative. Don’t allow stress to cloud all judgement. Release the weight of what you can’t control, and not only will your life outlook change, but so will your LIFE. Hello? We all need this reminder!
Share your strength.
Unpredictability may be totally new to her. Help her see the perks and seize the opportunities that come her way. No better excuse to “just do it” than knowing that the chance to do so may not last long. Military life offers the perfect time to see just how brave you can be, and in the end, it’s totally empowering!
Give her resources.
You’ll find yourself digging through your internal toolkit and will be amazed at what you pull out of there for her! Links, groups, and ideas will all be helpful, and you’ll likely run across a few you forgot existed but quickly realize how handy they will be in your own life again now that they’ve resurfaced.
Show her love.
Teach her about military spouse bonds and how vital it is to build relationships within the community. It’s okay that she isn’t yet married, many of the issues she’s facing don’t discriminate between married/unmarried couples. Show her that she’s never alone and remind yourself of the same while you’re at it. Sometimes we allow ourselves to forget that one, and it’s one of the most important lessons of all.
As soon as Shawn Campbell saw his name on a plaque next to a statue sunken 40 feet on the seafloor, the memories of soldiers he had once served with flooded his mind.
The life-size statue, one of a dozen concrete figures that make up the nation’s only underwater veterans memorial, depicted a soldier wearing combat gear from the Iraq War — a war he had fought in three separate times.
“It really took my breath away,” said the former staff sergeant, now a master diver at a Florida dive shop. “It was a huge honor.”
His company made a donation to place his name at the base of the statue before the figures were recently installed about 10 miles off the coast of Clearwater, Florida.
The memorial, called Circle of Heroes, honors the entire military with statues portraying a variety of service members in what organizers hope will serve as a therapeutic dive for veterans and a unique diving experience for all.
Plans call for an additional 12 statues to be added to the memorial next year.
Circle of Heroes is the nation’s only memorial of its kind and will eventually have 24 life-size statues depicting troops from all services.
(Circle of Heroes)
For Campbell, who served about a decade in the Army as a combat medic, he said the memorial helped him remember those who never returned home and those who struggled once they did.
“I had a lot of friends who didn’t make it back,” he said Aug.12, 2019, a week after the memorial officially opened. “And even more who did make it back, but then couldn’t win the battle with themselves after the war.”
One such friend was Staff Sgt. Victor Cota. He and Campbell had been in the same 4th Infantry Division unit that provided security for senior leaders traveling in and around Baghdad.
On May 14, 2008, Cota’s vehicle hit a roadside bomb, killing the 33-year-old Tucson, Arizona, native.
“He was a really good friend of mine,” Campbell said. “We lost him during [my] second deployment.”
In 2013, Campbell left the Army to finish his associate’s degree and then worked as a commercial deep sea diver. He now teaches courses at a dive shop in the Tampa area, where he grew up.
Shawn Campbell, a former staff sergeant and now a master diver, looks at his name on a plaque next to one of the statues at the Circle of Heroes underwater veterans memorial off the coast of Clearwater, Fla.
(Video still by Bill Mills)
“I was like, well, if I survived the war, I’m going to start doing everything I want to do now,” he said.
Campbell said scuba diving is a relaxing activity that calms his post-traumatic stress and gives him time to analyze his thoughts in peace.
“It helps me deal with things,” he said. “It’s kind of hard to have a bad day when you’re underwater and you get to reflect upon yourself.”
Former Staff Sgt. Jace Badia, also a diving instructor, agreed, saying the sport gives him more freedom of movement.
Badia, an infantryman who lost his left leg above the knee to a roadside bomb in Iraq, said he and others who have had amputated limbs can move however they like while floating below the surface.
He even knows a blind veteran who enjoys scuba diving.
“If you don’t have the ability to run because of prosthetics, you can get in the water with a tank and you can swim as fast as you want,” he said. “Nothing is stopping you.”
Shawn Campbell, a former staff sergeant and now a master diver, had a statue dedicated to him at the Circle of Heroes underwater veterans memorial off the coast of Clearwater, Fla.
Badia, who manned a boat so other wounded veterans could dive around the memorial last week, said he is looking forward to seeing it soon in an upcoming dive.
“I can’t believe that they finally made an underwater memorial for [service members],” he said. “That’s amazing, I never even thought that was possible.”
While memorials are typically above ground, this one can allow visitors to connect to it on a deeper level. There is even a nonprofit that specifically takes wounded veterans to the site as an alternative form of therapy.
“The one thing about scuba diving is when you’re down there, even if you’re in a group, you’re still by yourself,” Campbell said. “You have no choice but to reflect on what you’re looking at.
“It’s more of a serene experience that you never get an opportunity to experience above the water.”
In war games simulating a high-end fight against Russia or China, the US often loses, two experienced military war-gamers have revealed.
“In our games, when we fight Russia and China, ‘blue’ gets its ass handed to it,” David Ochmanek, a RAND warfare analyst, explained at the Center for a New American Security on March 7, 2019, Breaking Defense first reported. US forces are typically color-coded blue in these simulations.
“We lose a lot of people. We lose a lot of equipment. We usually fail to achieve our objective of preventing aggression by the adversary,” he said.
US stealth fighters die on the runway
At the outset of these conflicts, all five battlefield domains — land, sea, air, space, and cyberspace — are contested, meaning the US could struggle to achieve the superiority it has enjoyed in the past.
An F-35A joint strike fighter crew chief watches his aircraft approach for the first time at Eglin Air Force Base in Florida, July 14, 2011.
(US Air Force photo by Samuel King Jr.)
In these simulated fights, the “red” aggressor force often obliterates US stealth fighters on the runway, sends US warships to the depths, destroys US bases, and takes out critical US military systems.
“In every case I know of, the F-35 rules the sky when it’s in the sky,” Robert Work, a former deputy secretary of defense and an experienced war-gamer, said March 7, 2019. “But it gets killed on the ground in large numbers.”
Neither China nor Russia has developed a fifth-generation fighter as capable as the F-35, but even the best aircraft have to land. That leaves them vulnerable to attack.
US warships are wiped off the board
“Things that sail on the surface of the sea are going to have a hard time,” Ochmanek said.
Aircraft carriers, traditional beacons of American military might, are becoming increasingly vulnerable. They may be hard to kill, but they are significantly less difficult to take out of the fight.
USS Enterprise is underway with its strike group in the Atlantic Ocean.
(US Navy photo by Mass Communication Specialist Seaman Harry Andrew D. Gordon)
Naval experts estimate that US aircraft carriers now need to operate at least 1,000 nautical miles from the Chinese mainland to keep out of range of China’s anti-ship missiles, according to USNI News.
US bases burn
“If we went to war in Europe, there would be one Patriot battery moving, and it would go to Ramstein [in Germany]. And that’s it,” Work explained, according to Breaking Defense. “We have 58 Brigade Combat Teams, but we don’t have anything to protect our bases. So what difference does it make?”
Simply put, the US military bases scattered across Europe and the Pacific don’t have the anti-air and missile-defense capabilities required to handle the overwhelming volume of fire they would face in a high-end conflict.
US networks and systems crumble
In a conflict against a near-peer threat, US communications satellites, command-and-control systems, and wireless networks would be crippled.
Marines participate in Hatch Mounted Satellite Communication Antenna System training on an MV-22B Osprey at Marine Corps Air Station New River, North Carolina, Feb. 12, 2019.
(U.S. Marine Corps photo by Lance Cpl. Gumchol Cho)
“The brain and the nervous system that connects all of these pieces is suppressed, if not shattered,” Ochmanek said of this scenario. Work said the Chinese call this type of attack “system destruction warfare.”
The Chinese would “attack the American battle network at all levels, relentlessly, and they practice it all the time,” Work said. “On our side, whenever we have an exercise, when the red force really destroys our command and control, we stop the exercise and say, ‘let’s restart.'”
A sobering assessment
“These are the things that the war games show over and over and over, so we need a new American way of war without question,” Work stressed.
Six High Mobility Artillery Rocket Systems conduct a live-fire exercise as part of pre-deployment training at Ft. Bliss, Texas.
(Wisconsin National Guard photo by Staff Sgt. Alex Baum)
Ochmanek and Work have both seen US war games play out undesirably, and their damning observations reflect the findings of an assessment done from fall 2018.
“If the United States had to fight Russia in a Baltic contingency or China in a war over Taiwan, Americans could face a decisive military defeat,” the National Defense Strategy Commission — a bipartisan panel of experts picked by Congress to evaluate the National Defense Strategy — said in a November 2018 report.
The report called attention to the erosion of the US’s military edge by rival powers, namely Russia and China, which have developed a “suite of advanced capabilities heretofore possessed only by the United States.”
The commission concluded the US is “at greater risk than at any time in decades.”
This article originally appeared on Business Insider. Follow @BusinessInsider on Twitter.
One of my direct subordinates, one of my guys that worked for me, he would call me up or pull me aside with some major problem, some issue that was going on. And he’d say, ‘Boss, we’ve got this, and that, and the other thing.’ And I’d look at him and I’d say, ‘Good.’
And finally one day he was telling me about some issue that he was having, some problem, and he said, ‘I already know what you’re going to say.’
And I said, ‘Well, what am I going to say?’
He said, ‘You’re gonna say, Good. He said, ‘That’s what you always say. When something is wrong and going bad, you always just look at me and say, Good.’
Willink wasn’t being snide or dismissive. Rather, he was forcing his troops to find a way to grow from a failure or challenge they were having difficulty overcoming.
If they didn’t get the supplies they needed, for example, he’d force them into a mindset where they could excel in spartan conditions.
It’s an approach he’s applied to his entire life, and one he teaches with his former second-in-command, Leif Babin, through their management consulting firm Echelon Front.
“Didn’t get promoted? Good. More time to get better,” Willink said, giving another example.
In another episode, Willink explained how one of his friends told him he was able to see this philosophy in action even when his father died. It wasn’t literally “good” that his father died, but when he was done grieving he was able to see that he was presented with an opportunity to take responsibilities in areas that he could normally rely on his father for, and to make the most of them.
The “good” approach is a way to move forward without giving into overwhelming emotions, whether on the battlefield, in the office, or in your personal life.
“That’s it,” Willink said on his podcast. “When things are going bad, don’t get all bummed out. Don’t get startled, don’t get frustrated. If you can say the word good, guess what? It means you’re still alive. It means you’re still breathing. And if you’re still breathing, well then hell, you’ve still got some fight left in you. So get up, dust off, reload, recalibrate, reengage, and go out on the attack.”
There’s no doubt the Trump Administration has long had a target for Iran. The Islamic Republic, for its part, makes it an easy antagonist for the United States. Now, the U.S. is taking the war of words one step further by designating the country’s Revolutionary Guard Corps as a foreign terrorist organization.
While many groups are labeled as foreign terrorists by the United States, the IRGC is the first official military apparatus of an internationally recognized country to be labeled as such. Now what does that mean for the Revolutionary Guards and for Iran?
The United States and Iran have not been friends since the Islamic Revolution of 1979 ousted the Shah and installed the Islamic Republic – who allowed American citizens to be held hostage for 444 days. Ever since, the two powers have always stopped just short of an outright shooting war, choosing instead to cause malicious harm to one another behind the scenes. Iran provided material support and outright aid to insurgent groups fighting the U.S. military during the 2003-2011 Iraq War while the United States has consistently backed anti-Iranian operations throughout the region for decades. Labeling Iran’s Revolutionary Guards as a terrorist organization changes the game a little.
The Revolutionary Guards are a unit intended to defend the Iranian government, not just its borders; and its mandate extends to anywhere in the world that could pose a threat to the Ayatollah and his system of government. Its main concern isn’t limited to potential invaders, the IRGC will go after any group or person who poses a legitimate threat to Iran, traditionally through any means necessary.
Iranian soldiers in Iraq.
As of April 8, 2019, the Trump Administration has designated the IRGC as a foreign terrorist organization. Now the IRGC is subject to a slew of financial restrictions that must be followed by citizens of the United States, and the move will pressure U.S. allies to follow suit. Americans and American companies cannot knowingly provide material support to institutions that might support the IRGC, specifically “currency or monetary instruments or financial securities, financial services, lodging, training, expert advice or assistance, safehouses, false documentation or identification, communications equipment, facilities, weapons, lethal substances, explosives, personnel, transportation, and other physical assets, except medicine or religious materials.”
Revolutionary Guards members and people related to them can also be removed from the United States and any company holding IRGC assets must now retain them and report them to the Office of Foreign Assets Control. More importantly, this gives the U.S. more combat options under the most recent authorization for the use of military force.
IRGC Commander Qasam Soleimani with Iraqi troops fighting ISIS in Iraq.
The United States has been operating on the post-9/11 AUMF passed by Congress since 2001. In that time, the AUMF has allowed the military to deploy to more than 150 countries in support of anti-terror operations, including Iraq, Afghanistan, Libya, Syria, and elsewhere. If the Trump Administration tries to extend the AUMF to Iran’s Revolutionary Guards, it could be tantamount to using the full force of the U.S. military against known IRGC units anywhere, under the 2001 AUMF.
Basically, all the President has to do to get the funds to invade Iran is to make a compelling argument that it’s harboring al-Qaeda. Which, to be clear, it is not. The brand of Islam espoused by al-Qaeda, and the brand taught by the mullahs in Iran have been at each others’ throats for centuries – so that argument would have to be incredibly compelling.
In the early 1980s, the U.S. Army created a unique battalion with a fleet of militarized dune buggies. The unit was supposed to scout ahead, as well as harass its enemy counterparts.
2nd Battalion, 1st Infantry and its unusual vehicles are one of the more recognizable parts of the ground combat branch’s “High Technology Light Division” experiment. The Army expected a “Quick Kill Vehicle” to be an important part of the final division design.
But the ground combat branch had few firm requirements for the vehicle. The HTLD planners only knew they wanted a vehicle that was small and fast, according to an official history.
At the same time, the U.S. Navy’s SEAL teams were testing a light vehicle of their own. The ground branch borrowed eight of these buggies to see if they might fit the bill. Chenowth Racing Products made the small vehicles for the sailing branch’s commandos. The name became synonymous with the company’s combat designs.
In October 1981, Maj. Gen. Robert Elton decided to get more Chenowths for the 9th Infantry Division—the HTLD test unit. The ground combat branch leased over 120 of the armed buggies in the end.
The vehicles got weapons and other military equipment once they reached the 9th Infantry Division’s home at Fort Lewis. The Chenowths sported machine guns, grenade launchers and even anti-tank missiles.
In 1982, the “Quick Kill Vehicle” got the less aggressive moniker of “Fast Attack Vehicle.” The Army eventually settled on “Light Attack Battalion” for its planned dune buggy contingents.
2–1 Infantry became the first — and eventually only — one of these units and got over 80 FAVs. Almost 30 of these new vehicles were armed with heavy TOW missiles, one of which is depicted in the picture above.
The Chenowths made good use of their diminutive size during trials. The vehicle’s low profile made it hard to spot and potentially difficult to hit in combat. Helicopters could also whisk the FAVs around the battlefield in large numbers. The Army’s new Black Hawk helicopter could lift two buggies, while the bigger Chinook could carry a seven at once.
However, the Chenowths were only ever meant to be “surrogates” for a final vehicle design. But the HTLD’s proponents couldn’t sell the concept.
The FAV just looked vulnerable regardless of any potential benefits. This visual stigma couldn’t have helped Elton and his team make their case. In addition, the Army worried about a possible maintenance nightmare. The Chenowths had little if anything in common with other tanks and trucks.
After four years, the ground combat branch was also tired of experimenting and wanted to declare its new motorized division ready for real combat. Finicky, specialized equipment wasn’t helping the 9th Infantry Division meet that goal.
In 1985, Congress refused to approve any more money for the buggies and other unique equipment. The following year, 2–1 Infantry traded their FAVs for new High Mobility Multipurpose Wheeled Vehicles — better known as “Humvees.”
The ground combat branch spent the rest of the decade trying to figure out what parts of the experiment could be salvaged. The end of the Cold War finally sealed 9th Infantry Division’s fate — and it broke up in 1991.
Still, American commandos diduse improved Chenowths—called Desert Patrol Vehicles—during Operation Desert Storm. The U.K.’s elite Special Air Service also picked up a few of these combat cars.
Special operators were still using upgraded variants when they rolled back into Iraq in 2003. Special Operations Command eventually replaced them with a combination of specialized Humvees, all-terrain vehicles and motorcycles.
The ground combat branch also continued to refine their plans for a wheeled fighting force. These efforts led to the creation of the Army’s Stryker brigades.
The FAV might be lost to the history books, but the Strykers have become a key part of the Pentagon’s ground forces.
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.
The Islamic State came dangerously close to obtaining a radioactive dirty bomb, in fact the ingredients were readily available to the group for more than three years, but an apparent lack of knowledge or know-how prevented a disaster.
ISIS gained a military treasure trove after its seizure of Mosul, Iraq’s second largest city, in June 2014. Everything from tanks to guns were spoils of war, many of them American-made. But the most valuable prize the group unwittingly obtained were two supplies of cobalt-60, a highly radioactive substance used in cancer treatment which is also perfect for a dirty bomb, according to a report by Joby Warrick of The Washington Post published on July 22.
ISIS apparently stumbled upon the radioactive substance possibly without even know what they had. It was locked away in a storage room on a college campus contained in heavy shielding when ISIS took over the area. When Iraq Security Forces retook the campus earlier this year, they found the cobalt-60 still in storage, providing a major relief to security officials and experts who had been tracking its location.
“We are very relieved that these two, older albeit still dangerous, cobalt-60 sources were not found and used by Daesh. They were recovered intact recently,” said the Institute for Science and International Security, a think tank which compiled a dossier on the substance’s whereabouts beginning in 2015, in a report published July 22.
The Institute provided its final report to the US and other “friendly governments,” and ultimately decided not to publish the report at the time out of concern that ISIS could use it.
A dirty bomb is essentially a terrorist’s ideal weapon. It uses a traditional explosive to spread radioactive material across a given area, in an attempt to incite panic and chaos. It is not necessarily difficult to obtain the ingredients for a dirty bomb; highly radioactive material is used in a multitude of civilian applications. A terrorist would need only to gain a suitable amount of material, combine it with a traditional explosive, and unleash it on a target area. While the death toll from the detonation of such a device would likely be low, it is the resulting fear among the targeted population that worries officials.
Thankfully, ISIS either was not able or aware of the cobalt-60 in Mosul.
“They are not that smart,” a health ministry official told WaPo.
It is possible that ISIS was aware of the caches of cobalt-60, but did not have the know-how to remove it from its casing without exposing its own forces to the deadly radiation. It is equally possible they simply had no idea what they had. The Institute also speculated that “courageous hospital and university staff” may have worked to keep the cobalt-60 a secret from the terror group.
The cobalt-60 is not the first time ISIS has had a chance at a weapon of mass destruction. US forces conducted air strikes against two chemical weapons factories in Mosul in March 2016. Officials had been concerned that the group was possibly stolen using chemistry equipment from Mosul University, though it is unclear if that equipment was being used in the weapons factories. Despite the strikes, ISIS is known to have used chlorine and mustard gas against its enemies in Iraq and Syria.
ISIS’s failure to use the cobalt-60 was fortunate, but there are lessons to be learned.
“This case should lead to reinvigorated efforts to inventory and adequately protect radioactive sources throughout the world. However, as this case highlights, improving physical protection may not be enough,” said the Institute’s report. “It is also important for the United States and its allies to accelerate programs to identify, consolidate, and remove dangerous radioactive sources, particularly in regions of tension or where terrorists are active.”
An Air Force B-1B Lancer strategic bomber taking part in a training exercise with South Korean forces was threatened by the Chinese while in international airspace.
According to a report by FoxNews.com, the threat came while the Lancer was over the East China Sea. China set up an air-defense identification zone over the East China Sea in 2013, according to the state news agency Xinhua.
The B-1B Lancer carried out its training mission despite the threat. The United States and South Korea are carrying out Foal Eagle, an annual joint exercise held with South Korea. The exercises have long been protested by North Korea. According to a DOD release from earlier this month notes that over 30,000 American and South Korean troops are taking part.
China has had a history of harassing American aircraft and naval vessels in the South China Sea, including the 2001 EP-3 incident, when an EP-3E Aries II electronic surveillance plane collided with a People’s Liberation Army Navy J-8 Finback fighter. The Chinese pilot was killed in the collision, while the EP-3E made an emergency landing. The crew was held for ten days by the Chinese.
While the South China Sea is a well-known flashpoint, the East China Sea is also the location of maritime disputes, including one between China and Japan over the Senkaku Islands.
Some of our readers asked us to investigate the story behind an F-35 mock-up painted in arctic color scheme, located at Lockheed Martin’s Forth Worth, after the mysterious model was featured on the reputable F-16.net forum.
The mock-up has been sitting in a LM yard, from at least April 2012 to December 2018, when it was moved (the aircraft can still be seen in the latest imagery). Since 2012, photos taken from space show the F-35 model in different locations, along with other test articles and mock-ups, including the X-35 and A-12.
The LM yard with several mock-ups, including the F-35 in arctic paint scheme.
(Google Earth via Dragon029)
“There aren’t a lot of photos / points in time when the yard was shot from space, but in January 2016, January 2017 and February 2017 it’s also missing from the yard (there are no photos between those 3 times though, so it might have been gone for 13+ months, or it might have just been gone the days, weeks or months that those photos were taken),” says user Dragon029, who also pointed us to the somehow mysterious aircraft.
In this thread you can see all the satellite images Dragon029 has collected: they show all the locations the F-35 mock-up has been in the last 7 years.
As mentioned above, the “arctic F-35” was last moved in December 2018. User hawgwash took a clear shot of the mock-up as it was being moved. Here it is:
The mock-up being moved in December 2018.
(Photo by hawgwash)
We asked Lockheed Martin to provide some details about the mock up and here’s the reply we got from Michael Friedman, a Lockheed Martin spokesman for the F-35 program:
“The image is a model that resembles an F-35A that was originally used to test aspects of our Aircraft Test Facility. The model has since been used in various exercises and testing to include flight line safety and fire suppression testing. The paint scheme, which was created with spare F-16 paint, was chosen by the artisans and is not directly related to the model and its role in the program.”
This article originally appeared on The Aviationist. Follow @theaviationist on Twitter.