What do you get when you combine a ’90s childhood with military training? The best damn generation of soldiers, that’s what. Written by an elder millennial, this is the completely unbiased reasoning behind that statement.
Raised with an abundance of empathetic statements like “get out of the house and don’t return until the streetlights are on” gave future service members eighteen years to prepare for the nuances of military life. What exactly did an eight-year-old do with a 12-hour Saturday? They figured it out, and not with GPS, cell phones or viral videos to stream.
Military life aims to sharpen core human skills like navigation, an awareness of terrain, and stamina. ’90’s kids roamed in the back 40, hopped fences, dug foxholes (just for fun) and played the rudimentary version of land navigation-hide and go seek. Yes, the last generation outside became the last generation with an abundance of experience honing this primal skillset. Weekends were for pushing the limits of both physical boundaries, the body, and the mind. Getting lost made you better made you distinctly aware of how important it was to pay attention, because no one was coming to find you until well after dark.
Nicknames were so brutal, you longed for the days where the military would rebrand you into something (hopefully) better. Feelings were completely unacceptable in the ’90’s. The closer you became to a human Terminator, the emotionless badass who knew and did everything right, the better chance you stood at surviving childhood without the need for therapy.
If you’ve ever wondered why your current Staff Sergeant lacks empathy or seemingly takes joy in the majestic poems of correction spewing from his mouth, it’s because that was affection that was displayed. The harsher the nickname, the greater the chance some sort of affection was behind its origination.
’90’s kids firmly believe in coming in first. Competition flows through their veins, and the flashbacks to being pointed at and laughed off the dodgeball courts in gym class ensures they will do everything in their power to crush you and anyone else standing in their way. Participation ribbons did not exist, and even if the rare ones did, it would have been too embarrassing to ever admit they owned any. Trying is failing unless of course, you win.
Not only will they do whatever it takes to win, they will wait…patiently plotting, as dial-up internet taught them to. While newer generations become disgusted with anything less than instantaneous results or satisfaction, service members with ’90’s childhoods are the last to be taught patience through the agonizing experiences of rewinding videotapes, gluing their fingers together (for fun), or waiting until the show aired on prime time. The enemy can hide, but they are trained to wait.
Generation Y (elder millennials) was raised in a deeply patriotic time. G.I. Joe’s appeal hadn’t faded within the early years of this crop, instilling the message that military service was something to not just admire, but aspire to. Their grandparents remembered the Depression and World War II. Their parents lived through or served in Vietnam or the Gulf War. At every turn, the sacrifice of serving was remembered and valued.
If a history of roaming free or honing early marksmanship skills via NERF or BB guns hadn’t tipped the scales in Uncle Sam’s favor, witnessing 9/11 through their innocent eyes did. American flags flew abundantly in yards, while many awaited the day they became eligible to enlist, to do their part and keep their hometowns safe.
’90’s culture still reigns king with sitcoms and music, which has yet to go out of style. This space in time produced a “fly” crop of service members if you ask us.
When Command Sgt. Maj. Michael Crosby first interviewed to be Army Futures Command’s enlisted leader, he had no idea what to expect.
The command was still in its nascent stages with no headquarters building and he could only find a brief description of its vision to modernize the Army.
Instead, Crosby was focused on the battlefield, observing his troops defeat ISIS fighters in Iraq and Syria. The prospect of the new job seemed like a 180-degree departure from his post overseeing Operation Inherent Resolve’s Combined Joint Task Force.
He then reflected on the coalition troops he had lost during his tour. Then of the soldiers who never returned home from his other deployments, including back-to-back tours to Iraq from 2005 to 2008.
He decided he wanted to help change how future soldiers would fight, hopefully keeping them safer and more lethal.
“It’s something bigger than myself,” he said in a recent interview. “I’m fired up about this. This is a bold move by the Army.”
Embedded with industry, academia
Inside a high-rise office building in the heart of Texas, the command’s headquarters bustled on a weekday in late June.
Unlike other Army units, the office space felt more like that, an office, rather than a typical military workplace.
The command had a low profile in its upper-floor nest inside the University of Texas System building, overlooking downtown and the domed state capitol.
Sgt. 1st Class William Roth, right, assigned to Army Futures Command’s Soldier Lethality Cross-Functional Team, conducts a live demonstration of new Army equipment at Capital Factory in Austin, Texas, April 11, 2019.
(Photo by Luke J. Allen)
Among the rows of cubicles, soldiers wore no uniforms as they worked alongside federal employees and contractors. Many soldiers went by their first name in the office, often frequented by innovators, entrepreneurs and academic partners.
The lowest-ranked soldier was a sergeant and up the chain were senior executive service civilians and a four-star general.
A few blocks down 7th Street, another group of soldiers and federal employees from the command were embedded in an incubator hub to get even closer to innovators.
The Army Applications Laboratory occupies a corner on the eighth floor of Capital Factory, which dubs itself the center of gravity for startups in Texas. The lab shares space with other defense agencies and officials call it a “concierge service” to help small companies navigate Defense Department acquisition rules and regulations.
“They’re nested and tied in with industry,” Crosby said.
The command also provides research funding to over 300 colleges and universities, he added
Those efforts include an Army Artificial Intelligence Task Force at Carnegie Mellon University in Pittsburgh that activated earlier this year.
In May, the University of Texas System also announced it had committed at least million to support its efforts with the command, according to a news release.
More recently, the command agreed to a partnership with Vanderbilt University in Nashville. As part of it, soldiers with 101st Airborne Division’s 3rd Brigade Combat Team would work with engineers to inspire new technology.
Soldiers up the road at Fort Hood may also soon be able to do the same at UT and Texas AM University.
“That is what we’re looking to replicate with other divisions in the Army,” Crosby said. “It will take some time.”
In on the groundfloor
Since October 2017 when the Army announced its intent to create the command to be the focal point of modernization efforts, it wasted no time laying its foundation.
It now manages eight cross-functional teams at military sites across the country, allowing soldiers to team with acquisition and science and technology experts at the beginning of projects.
The teams tackle six priorities: long-range precision fires, next-generation combat vehicle, future vertical lift, network, air and missile defense, and soldier lethality — all of which have since been allocated billion over the next five years.
The next step was to place its headquarters in an innovative city, where it could tap into industry and academic talent to develop new technologies that give soldiers an edge against near-peer threats.
Gen. John Murray, left, commander of Army Futures Command, and Command Sgt. Maj. Michael Crosby, the command’s senior enlisted leader, participate in a command synchronization session at the University of Texas at Austin, April 26, 2019.
(Photo by Luke J. Allen)
After an exhaustive search of over 150 cities, the Army chose Austin. The move marked the start of the Army’s largest reorganization effort since 1973, when both the Forces Command and Training and Doctrine Command were established.
The location away from a military post was intentional. Rather than surrounded by a security fence, the command is surrounded by corporate America.
“We’re part of the ecosystem of entrepreneurs, startups, academia,” Crosby said. “We’re in that flow of where ideas are presented.”
As it nears full operational capability this summer, Futures Command has already borne fruit since it activated August 2018.
Its collaborative efforts have cut the time it takes project requirements to be approved from five or seven years to just three months or less.
Once prototypes are developed, soldiers are also more involved in testing the equipment before it begins rolling off an assembly line.
By doing this, the Army hopes to learn from past projects that failed to meet soldier expectations.
The Main Battle Tank-70 project in the 1960s, for instance, went well over budget before it was finally canceled. New efforts then led to the M1 Abrams tank.
Until the Army got the Bradley Fighting Vehicle, it spent significant funding on the Mechanized Infantry Combat Vehicle in the 1960s, which never entered service.
“So we’re trying to avoid that,” Crosby said. “We’re trying to let soldiers touch it. Those soldier touchpoints are a big success story.”
Futures Command is not a traditional military command. Its headquarters personnel, which will eventually number about 100 soldiers and 400 civilians, are encouraged to think differently.
A new type of culture has spread across the command, pushing many soldiers and federal employees out of their comfort zone to learn how to work in a more corporate environment.
“The culture we really look to embrace is to have some elasticity; be able to stretch,” Crosby said. “Don’t get in the box, don’t even use a box — get rid of the box.”
Crosby and other leaders will often elicit ideas from younger personnel, who may think of another approach to remedy a problem.
“I’m not going to somebody who has been in the uniform for 20 to 30 years, because they’re pretty much locked on their ideas,” he said. “They don’t want to change.”
A young staff sergeant once told the sergeant major the command could save thousands if they just removed the printers from the office.
The move, which is still being mulled over, would force people to rely more on technology while also saving money in paper, ink and electricity.
While it may annoy some, Crosby likens the idea to when a GPS device reroutes a driver because of traffic on a road. The driver may be upset at first, not knowing where the device is pointing, but the new route ends up being quicker.
Lt. Gen. Eric Wesley, center, deputy commanding general of Army Futures Command and commander of Futures and Concepts Center, talks with Josh Baer, founder of Capital Factory, during a South by Southwest Startup Crawl on March 8, 2019, in Austin, Texas.
(Photo by Anthony Small)
“You have to reprogram what you think,” he said. “I’m not used to this road, why are they taking me here? Then you come to find out, it’s not a bad route.”
For Sgt. 1st Class Kelly Robinson, his role as a human resources specialist is vastly different from his previous job as a mailroom supervisor at 4th Infantry Division.
As the headquarters’ youngest soldier, Robinson, 31, often handles the administrative actions of organizations that continue to realign under the budding command.
Among them are the Army Capabilities Integration Center that transitioned over to be the command’s Futures and Concepts Center. The Research, Development and Engineering Command then realigned to be its Combat Capabilities Development Command.
Research elements at the Army Medical Research and Materiel Command have also realigned to the Army’s new major command.
“The processes and actions are already in place,” Robinson said of his old position, “but here you’re trying to recreate and change pretty much everything.”
Since he started in November 2018, he said he now has a wider view of the Army. Being immersed in a corporate setting, he added, may also help him in a career after the military.
“The job itself and working with different organizations opens up a [broader perspective],” he said, “and helps you not just generalize but operationalize a different train of thought.”
Command Sgt. Maj. Michael Crosby, left, Army Futures Command’s senior enlisted leader, participates in the command’s activation ceremony in Austin, Texas, Aug. 24, 2018, along with Gen. Mark Milley, chief of staff of the Army; Army Secretary Mark Esper; and its commander, Gen. John Murray.
(Photo by Sgt. Brandon Banzhaf)
While chaotic at times, Julia McDonald, a federal employee who handles technology and futures analysis for the commander’s action group, has grabbed ahold of the whirlwind ride.
“It moves fast around here,” she said of when quick decisions are made and need to be implemented at a moment’s notice. “Fifteen minutes seems like an hour or two.”
Building up a major command is not without its growing pains. Even its commander, Gen. John Murray, has referred to his command as a “startup trying to manage a merger.”
“Everybody is just trying to stand up their staff sections and understand that this is your lane and this is my lane,” McDonald said. “And how do we all work together now that we’re in the same command?”
The current challenges could pay off once the seeds planted today grow into new capabilities that help soldiers.
For Crosby, that’s a personal mission. In his last deployment, nearly 20 coalition members, including U.S. soldiers, died in combat or in accidents and many more were wounded as they fought against ISIS.
“We have to get it right, and I know we will,” he said. “Everybody is depending on us.”
Sitting across the table from Remi Adeleke is a pretty powerful experience. This is a man who exudes charisma and excellence.
You’d never know that he was born into African royalty, lost his father and everything his family owned, relocated to the Bronx, got caught up in illegal and dangerous activities, and found his way out not just in the military but as a United States Navy SEAL — one of the most elite military programs in the world.
Now, he gives back, helping at-risk youths the same way he was once helped: by believing in them.
“If you’re not uncomfortable when you’re training, you’re not training.”
(Photo courtesy of Remi Adeleke)
In his new book Transformed, Adeleke details his unlikely journey where he is both unflinching while admitting his mistakes and unsparing while reflecting on the people who helped him. As we spoke, he observed that many of the critical guides in his life were women — starting with his mother and his military recruiter.
In his book he details how Petty Officer Tiana Reyes managed to help a poor kid from the Bronx — with a record and an outstanding warrant for his arrest — qualify for the Navy SEALs. I don’t mean to spoil one of my favorite moments, but Reyes personally accompanied Adeleke to multiple court hearings to advocate for him.
“She knew that no one would take a chance on a kid from the Bronx,” he told me when I asked why she did it. It turned out that Reyes was from the Bronx, too, and she knew the obstacles facing families there. He promised her that he wouldn’t let her down and that promise guided him through boot camp, into BUD/S, and beyond.
The assistance she gave him would also inspire him to return to inner cities to help others.
“Strategic mentorship is how we can improve inner city environments. If military veterans, doctors, or successful actors came to the inner cities to mentor children, we could change their lives,” he said when I asked how we can make a difference for at risk youths.
Behind-the-scenes on ‘Transformers: The Last Knight.’
(Photo courtesy of Remi Adeleke)
Taking on a broken system — one kid at a time
“Honor, courage, and commitment were instilled into me by the Navy, as well as excellence. In SEAL training, just meeting the standard wasn’t enough. Now, my character is built on excellence: keeping my word, being on time, and pushing myself.” After his military career, Adeleke pursued writing, speaking, and acting, notably including a role in Transformers: The Last Knight.
He has climbed high but he hasn’t forgotten his roots.
“If make a mistake as a youth, you get marked,” he noted, adding that African American males who grow up in single-parent households are nine times more likely to drop out of high school and twenty times more likely to end up in prison than any other demographic. This becomes a cycle for these families — but it doesn’t have to be.
Now, the message he gives to inner-city youths is that they can be whatever they want to be — if they do the work. He tells them his own story, sharing the deficiencies he had to overcome. “You have to do the extra hard work. You have to. And if you do that, you really can be anything you want to become.”
[instagram https://www.instagram.com/p/BxQf9p-HkTt/ expand=1]Remi Adeleke on Instagram: ““M-J, Him J, Fade-away, Perfect.” All my #hiphop heads know where that line is from. . My @cityhopenow boys challenged your boy to a 3 on…”
“Everything that happens in our lives leads us to where we are today.”
He began with the drive to help and he hasn’t stopped.
“Ten years ago, I was living in San Diego and I decided to go find kids who needed help. I went to ministries and non-profits and asked if there were kids who needed to hear my message.” Now, Adeleke partners with non-profits like La Mesa City Hope, continuing to serve after his service.
His book details his incredible journey, but ultimately, it is about overcoming the odds — any odds, for anyone, anywhere. He has embodied that message and now he encourages others to do the same.
Stanley Kubrick’s “Full Metal Jacket” is arguably one of the most influential military movies of all time. It’s the movie would-be troops romanticize about before enlisting in the military and it’s certainly the movie they watch to mentally prepare themselves before shipping off to boot camp to face their drill instructors.
However, as iconic as this 1987 film has become, it almost didn’t turn out that way. This 30-minute video shows how Full Metal Jacket was made and what the cast and crew did to “get it right.” There are plenty of interesting tidbits, like how relatively unknown actor Vincent D’Onofrio initially didn’t even want to do the film, and why a horrific scene between “Animal Mother” and the sniper was cut out.
Two boats idled together in the Adriatic Sea just off the coast of Northern Italy, battered mercilessly by the waves as eight pairs of eyes searched the sky. The silence stretched for long moments, a hint of anticipation on the cool sea breeze before a radio crackled to life.
There would be three jumpers in five minutes, transmitted the radio. The information was passed between the occupants of both boats as they caught first sight of the approaching aircraft.
Members of the 57th Rescue Squadron participated in over-water parachute training. July 9, 2019, with a dozen pararescuemen aboard a C-130J Super Hercules from the 86th Airlift Wing at Ramstein Air Base, Germany, as eight more awaited their descent from below.
First out of the aircraft was a rigged alternate method zodiac, or RAMZ, an inflatable, motorized boat that the jumpers used once they made it to the water. As they worked on setting up their vehicle, the members in the support boats began pulling in the discarded parachutes to be repaired if necessary and reused in the future.
Pararescueman assigned to the 57th Rescue Squadron parachutes into the ocean during over-water parachute training off the coast of Italy, July 9, 2019.
(U.S. Air Force photo by Staff Sgt. Kelsey Tucker)
The 57th RQS participates in jump training at least once a quarter, over both land and sea, to keep their skills and knowledge sharp in case they are ever needed in an emergency. The training not only benefits the pararescuemen, but requires harmonization with the squadron’s support agencies and even other bases – in this case, the C-130 and its crew.
Pararescuemen assigned to the 57th Rescue Squadron prepare a rigged alternate method zodiac vessel during over-water parachute training off the coast of Italy, July 9, 2019.
(U.S. Air Force photo by Staff Sgt. Kelsey Tucker)
“Just for us to do this training, it requires so much coordination from our support shops,” said Capt. Jordan, a combat rescue officer with the 57th RQS. “Just on the water we have boat drivers, people pulling in chutes and medical personnel. We are super grateful to have an amazing combat mission support section.”
Jumping on land is far different than jumping into the ocean, and carries different challenges – not only for the jumpers themselves but also for the support personnel down below.
Pararescuemen assigned to the 57th Rescue Squadron prepare a rigged alternate method zodiac during over-water parachute training off the coast of Italy, July 9, 2019.
(U.S. Air Force photo by Staff Sgt. Kelsey Tucker)
“On land, all you really have to worry about is another aircraft coming into your airspace,” said Staff Sgt. Jared, a 57th RQS aircrew flight equipment technician and drop zone control officer. “On water, you have to worry about boats, airplanes and that you’re constantly moving. You have to go where the jumpers go, and then reset, come back to your position and get ready for the next jumpers.”
Through successful support and coordination, the 57th RQS was able to carry out the required training needed in order to remain proficient in their job, providing day or night personnel recovery operations in any condition, during peace or war.
We always see the same side of the moon from Earth
The moon is tidally locked with Earth, which means that we are always looking at the same side of it. The other side — the far side — isn’t visible to us, but it’s not in permanent darkness.
The video shows our view from Earth as the moon passes through its month-by-month phases, from full moon to new moon. At the bottom right corner, the animation also tracks the boundary of sunlight falling across the moon as it rotates.
So, half of the moon is in darkness at any given time. It’s just that the darkness is always moving. There is no permanently dark side.
“You can still say dark side of the moon, it’s still a real thing,” O’Donoghue said on Twitter. “A better phrase and one we use in astronomy is the Night Side: It’s unambiguous and informative of the situation being discussed.”
Here’s what it looks like from Earth’s southern hemisphere:
In the last year, O’Donoghue has created a slew of scientific animations like this. His first were for a NASA news release about Saturn’s vanishing rings. After that, he moved on to animating other difficult-to-grasp space concepts, like the torturously slow speed of light.
“My animations were made to show as instantly as possible the whole context of what I’m trying to convey,” O’Donoghue previously told Business Insider, referring to those earlier videos. “When I revised for my exams, I used to draw complex concepts out by hand just to truly understand, so that’s what I’m doing here.”
This article originally appeared on Business Insider. Follow @BusinessInsider on Twitter.
The United States Air Force says they intend to pit an artificial intelligence-enabled drone against a manned fighter jet in a dogfight as soon as next year.
Although drones have become an essential part of America’s air power apparatus, these platforms have long had their combat capabilities hampered by both the limitations of existing technology and our own concerns about allowing a computer to make the decision to fire ordnance that will likely result in a loss of life. In theory, a drone equipped with artificial intelligence could alleviate both of those limiting factors significantly, without allowing that life or death decisions to be made by a machine.
As any gamer will tell you, lag can get you killed. In this context, lag refers to the delay in action created by the time it takes for the machine to relay the situation to a human operator, followed the the time it takes for the operator to make a decision, transmit the command, where it must then be received once again by the computer, where those orders translate into action. Even with the most advanced secure data transmission systems on the planet, lag is an ever-present threat to the survivability of a drone in a fast paced engagement.
Unmanned aerial vehicle operators in training. (U.S. Air Force photo/Senior Airman BreeAnn Sachs)
Because of that lag limitation, drones are primarily used for surveillance, reconnaissance, and air strikes, but have never been used to enforce no-fly zones or to posture in the face of enemy fighters. In 2017, a U.S. Air Force MQ-9 Reaper drone successfully shot down another, smaller drone using an air-to-air missile. That success was the first of its kind, but even those responsible for it were quick to point out that such a success was in no way indicative of that or any other drone platform now having real dogfighting capabilities.
“We develop those tactics, techniques and procedures to make us survivable in those types of environments and, if we do this correctly, we can survive against some serious threats against normal air players out there,” Col. Julian Cheater, commander of the 432nd Wing at Creech Air Force Base, Nevada, said at the time.
Artificial intelligence, however, could very feasibly change this. By using some level of artificial intelligence in a combat drone, operators could give the platform orders, rather than specific step-by-step instructions. In effect, the drone operator wouldn’t need to physically control the drone to dogfight, but could rather command the drone to engage an air asset and allow it to make rapid decisions locally to respond to the evolving threat and properly engage. Put simply, the operator could tell the drone to dogfight, but then allow the drone to somewhat autonomously decide how best to proceed.
A hawk for hunters
The challenges here are significant, but as experts have pointed out, the implications of such technology would be far reaching. U.S. military pilots receive more training and flight time than any other nation on the planet, but even so, the most qualified aviators can only call on the breadth of their own experiences in a fight.
Drones enabled with some degree of artificial intelligence aren’t limited to their own experiences, and could rather pull from the collective experiences of millions of flight hours conducted by multiple drone platforms. To give you a (perhaps inappropriately threatening) analogy, you could think of these drones as the Borg from Star Trek. Each drone represents the collected sum of all experiences had by others within its network. This technology could be leveraged not just in drones, but also in manned aircraft to provide a highly capable pilot support or auto-pilot system.
“Our human pilots, the really good ones, have a couple thousand hours of experience,” explains Steve Rogers, the Team Leader for the Air Force Research Laboratory’s (AFRL) Autonomy Capability Team 3 (ACT3). “What happens if I can augment their ability with a system that can have literally millions of hours of training time? … How can I make myself a tactical autopilot so in an air-to-air fight, this system could help make decisions on a timeline that humans can’t even begin to think about?”
As Rogers points out, such a system could assess a dangerous situation and respond faster than the reaction time of even highly trained pilots, deploying countermeasures or even redirecting the aircraft out of harm’s way. Of course, even the most capable autopilot would still need the thinking, reasoning, and directing of human beings–either in the cockpit or far away. So, even with this technology in mind, it appears that the days of manned fighters are still far from over. Instead, AI enabled drones and autopilot systems within jets could both serve as direct support for manned aircraft in the area.
The XQ-58A Valkyrie demonstrator, a long-range, high subsonic unmanned air vehicle completed its inaugural flight March 5, 2019 at Yuma Proving Grounds, Arizona. (Air Force photo by Senior Airman Joshua Hoskins)
By incorporating multiple developing drone technologies into such an initiative, such as the drone wingman program called Skyborg, drone swarm initiatives aimed at using a large volume of cooperatively operating drones, and low-cost, high capability drones like the XQ-58A Valkyrie, such a system could fundamentally change the way America engages in warfare.
Ultimately, it may not be this specific drone program that ushers in an era of semi-autonomous dogfighting, but it’s not alone. From the aforementioned Skyborg program to the DARPA’s artificial intelligence driven Air Combat Evolution program, the race is on to expand the role of drones in air combat until they’re seen as nearly comparable to manned platforms.
Of course, that likely won’t happen by next year. The first training engagement between a drone and a human pilot will likely end in the pilot’s favor… but artificial intelligence can learn from its mistakes, and those failures may not be all that long lived.
“[Steve Rogers] is probably going to have a hard time getting to that flight next year … when the machine beats the human,” Lt. Gen. Jack Shanahan, head of the Pentagon’s Joint Artificial Intelligence Center, said during a June 4 Mitchell Institute for Aerospace Studies event. “If he does it, great.”
Noah Song did not enroll at the Naval Academy to become a professional baseball player.
First and foremost, he was focused on his education and becoming an officer. Improving his pitching repertoire was nice but not the primary goal. Like all Midshipmen, a military commitment awaited him upon graduation. Being drafted in the fourth round by the Boston Red Sox in 2019 altered that timeline only slightly.
From ballplayer to Marine
“It was supposed to be four years and done with baseball,” Song said. “Everything after graduation has really just been a plus.”
Song, 23, reported to flight school in Pensacola in June, leaving behind an abbreviated stint last season for the Red Sox’s Class A short-season, minor-league affiliate in Lowell, Massachusetts. Song put away his glove without complaint, not surprising considering his family’s priorities.
His younger brother, Elijah, recently completed the Marines’ Officer Candidates School in Virginia and is one year from graduating from Cal Maritime. Song’s father, Bill, and older brother, Daniel, work for the Los Angeles County Sheriff’s Department, and his sister, Faith, is a nurse.
“It seems like all the kids are gravitating to public service and servicing the country,” Bill Song said. “They’ve really fulfilled everything that I would want from a child.”
Elijah, 20, decided to become a Marine as a college freshman. He was interested in the military before Noah chose Navy but was impressed by watching how his brother matured there.
“To see him go through his transformation, just from a normal kid in high school to this refined military officer, … it made me tell myself, ‘Man, I want to be that squared away, that professional,”’ Elijah said.
Baseball wasn’t always on this Navy grad’s mind
Noah was not always that squared away, especially on the baseball field.
Navy was his only offer to play baseball after he graduated from high school in Claremont, California, about 35 miles east of Los Angeles. Scouts started paying attention during his junior year at Navy, and then Song blossomed as a senior, going 11-1 with a 1.44 ERA and 161 strikeouts in 94 innings.
He was among four finalists for the Golden Spikes Award, given to the top amateur baseball player in the United States.
“I never really thought about [getting drafted] so much, because the mindset was just on becoming an officer,” Noah said. “I completely agree with that. That’s the complete reason we’re there, so [the attention was] kind of weird.”
While awaiting his flight-school orders, Noah was allowed to begin his professional career last summer. In seven games for Lowell, he allowed two earned runs in 17 innings for a 1.06 ERA.
“When he first got here, I don’t think he was overly confident in who he was,” Navy baseball coach Paul Kostacopoulos said. “He went from this kind of nervous, internal person to being a confident man, so to speak. It’s always great to see.”
Elijah was different.
He played golf in high school but was not that interested in sports. He enjoyed tinkering, once learning to load ammunition by researching it online and watching videos.
But mainly he loved flying. Aboard a Cessna 150, Elijah sat in the pilot’s seat for the first time as a high school junior.
“Feeling the pedals and feeling the yoke and feeling the plane actually move from my control, that was just a life-changing experience,” Elijah said.
Noah, whose future in baseball is uncertain, cherishes that view from the air as well.
He said his relationship with Elijah was tight-knit as children, but they were typical brothers. They argued. They fought. They made up.
“Looking back, it’s all just fond memories,” Noah said. “This military experience has definitely brought us a little bit closer than we used to be, just because we share a bond. We get to have that commonality between us, which is pretty cool.”
You ever imagine the guts it takes to be an infantryman trying to kill a tank? Sure, we develop a new missile to make the job easier every few decades, but that still leaves a dude in 35 pounds of body armor going up against a 41-ton tank. And the infantryman often has to get within 2.5 miles of a tank that can kill him from 5.5 miles away. Luckily, Raytheon has a new plan for that.
Unsurprisingly, that plan includes buying lots of Raytheon’s Javelin missiles. But if you can forgive us some enthusiasm, we’re willing to give them a pass if it means America is getting remote-controlled tank killers.
Basically, Raytheon put its missile into a Kongsberg remote launcher and mounted that on the Titan unmanned ground vehicle. The advantage would be clear. Infantrymen who need to kill a tank would no longer need to expose themselves to enemy fire.
Instead, they can send out the Titan, line up on the tank, and fire the missile. And since it’s a Javelin, they don’t even need line of sight on the enemy to kill the tank. Javelins, as the name implies, can fire up into the sky and then dive back down onto their target.
And the Javelin is “fire-and-forget.” So once the missile is launched, the firer can start re-positioning the drone. And if the tank or another enemy combatant manages to get a shot at the drone before it gets hidden away again, that’s still way better than the current situation where that counter fire would hit a U.S. Marine or soldier.
When Gen. “Stormin'” Norman Schwarzkopf was preparing for a counter-offensive against Iraqi invaders in Kuwait, he was disappointed by the initial plans put forward by his staff. The plans looked, to him, like they might fail — or at least require many more lives, time, and lost equipment than any coalition nation would be happy losing.
The SAMS graduates were like this — except for the mask and the lightsaber and the robes.
(Photo by Simon King)
The story started in September, 1990, when Schwarzkopf put out the call for new blood on his planning team. Four recent SAMS graduates were sent straight to him, arriving in theater within weeks of the call. When they were assembled, Schwarzkopf gave them a seemingly impossible task: Draft a new offensive war plan within two weeks while not telling anyone what they were doing or asking any questions that could expose their purpose. For the four top planners, led by Col. Joseph Purvis, this presented a series of challenges. They couldn’t tell any lower-level staff why they needed to know details, like exactly how many trucks a unit had or how quickly their slowest vehicles could move on sand up a hill.
I mean, everyone was glad for the help, but the more tank types you bring, the more details you have to keep track of.
(Photo by U.S. Air Force Tech. Sgt. H. H. Deffner)
If that wasn’t challenging enough, someone up their chain (many civilian and military leaders have claimed credit since the war) had envisioned a “Left Hook” attack that required an entire corps to secretly move through the massive desert with limited ability to resupply while facing a numerically superior force.
But this was the exact challenge that the year-long SAMS program prepared graduates for, infusing into them a deep understanding of strategic planning. Purvis’s team at Central Command reached out to other SAMS graduates at both American corps and every subordinate division they could find and set up a backdoor network for asking their detailed questions about equipment numbers and unit strengths.
What emerged from the planning cell, working with troops at Third Army, VII Corps, and XVIII Airborne Corps, was a plan for forces that focused on breaking the Republican Guard units and other forces and had little emphasis on holding ground. ‘Envelope and destroy,’ not ‘clear and hold.’
In other words, rather than focusing on liberating Kuwait and destroying Iraqi forces in the process, the coalition would focus on breaking Iraqi forces and allow liberation to naturally follow. Coalition units wouldn’t need to stay in place and hold ground.
The SAMS graduates across the force worked with the four planners at top to create realistic timelines for movements, emphasizing speed but acknowledging environmental facts, like how an armored column needs time to re-form, refuel, and rearm for attacks after long drives through the desert.
The “Left Hook” was a massive undertaking that needed to be accomplished with secrecy and finesse so the Iraqis would keep their attentions to the east until it was too late.
(Photo by U.S. Navy PHC D. W. Holmes II)
They recommended a large logistics buildup to support a “short duration, high tempo, high consumption ground offensive.”
Translation: If you throw everything at them in the first week, there won’t be anything left to fight against (or with) in the second.
Plans were drawn up that utilized most divisions for their specific strengths. Airborne forces moved throughout the battlefield, guarding supply lines and keeping isolated Iraqi forces cutoff. Air assault soldiers used their helicopters to strike deep into Iraqi territory and disrupt defenses.
It’s no secret that military recruitment numbers have been on the decline in recent years. There’re many factors that play into this, but one of the main reasons is eligibility. According to Tim Kennedy, however, the military isn’t out of luck just yet. And his solution doesn’t (and none should ever) involve lowering the standards.
On a recent appearance on the Joe Rogan Experience Podcast, Kennedy discussed, at great depth, the problems that plague recruiting depots, specifically recruitment within the Special Forces community. There simply aren’t enough able-bodied recruits. Obesity remains the leading disqualifying factor among young Americans.
(Photo by Pfc. Kelcey Seymour)
Recruits need to be able to meet physical requirements. While basic training and boot camp help slim down prospective troops, recruits must join up at a trainable level — after all, a drill sergeant isn’t a miracle worker.
“It’s harder to get into the military than it is to get into college,” says Kennedy. “You can’t go into the military if you smoke weed. You can’t go into the military if you have bad eyes. You can’t go into the military if you’re diabetic,” and the list goes on. “You can go to college if you have all those things.”
(Photo by Airman 1st Class Alyssa M. Akers)
Those factors above disqualify, off the bat, roughly 71 percent of young adults. Then, when you factor in the willingness to join among the remaining 29 percent, you’re stuck with the headache-inducing task of bringing in just 182,000 new troops this year. “The perception of the military is way less of an issue than us just having a qualified population of viable candidates to chose from.”
The obvious solution is to tell young adults to get healthy. But, as anyone who has had any sort of interaction with young adults can tell you, you’d be better off asking a brick wall to do something. Being unfit for service is a cultural problem that no amount of snazzy recruitment videos can fix.
Kennedy’s suggestion makes far more sense — and it was how he was brought into the military: selectively recruiting physically fit student athletes. Convincing a small subset of students to join is a much easier task than convincing the youth at large to slim down.
(Photo by Airman 1st Class Adam R. Shanks)
Back in Tim Kennedy’s high school wrestling days, he was approached by an Army Special Forces recruiter in a really bad suit. All it took was for the recruiter to show up and say, “hey guys, ever thought about Army Special Forces?” He handed Kennedy the card and took off.
That’s all it took to snag the most-beloved Green Beret of our generation.
To watch the rest of The Joe Rogan Experience Podcast, check out the video below.
As the Navy advances plans for a 10-ship “ghost fleet,” leaders are assessing how much decision-making power to give large unmanned vessels that can operate without any humans aboard.
The Navy wants $400 million in fiscal 2020 to build two “large unmanned surface vessels.” Budget documents show service leaders plan to request $2.7 billion to build 10 of the ships over the next five years.
But with the programs still largely in the research and development phase, the plans raise questions about what the Navy is actually planning to buy, and how those ships would function in the real world. Not only is it unclear exactly what these future unmanned ships will look like, but also what capabilities they’ll have.
“Doing [research and development] and figuring out exactly the capabilities that we need, it’s critical,” James Geurts, the Navy’s assistant secretary for research, development and acquisition, recently told lawmakers. “…The real RD is in a lot of the guts: the autonomy, the decision-making, how are we going to control it, how are we going to do those things?”
James Geurts, the Navy’s assistant secretary for research, development and acquisition.
(US Navy photo)
The service has completed the first phase of testing on its large unmanned surface vessel, Geurts said, but much about those plans is shrouded in secrecy. Earlier in 2019, the Navy’s 132-foot-long medium-unmanned vessel named Sea Hunter sailed from California to Hawaii and back again, mostly without anyone aboard. Officials declined to talk to Military.com about the transit, citing operational security while it’s in development.
Rear Adm. Randy Crites, deputy assistant secretary of the Navy for budget, told reporters March 2019 that the large unmanned surface vessels will serve “as both a sensor and a shooter.” And since they’re smaller than conventional ships, he added, the 200- to 300-foot vessels should be cheaper to produce and operate.
The Navy’s budget also requests funding for dozens of underwater drone vehicles and unmanned aircraft.
Navy leaders are pushing funding for projects like the Sea Hunter as it faces new threats at sea from more sophisticated adversaries. The service’s 2020 budget request has some in Congress questioning the decision to push an aircraft carrier into retirement early, but leaders say it’s essential to use the savings the ship’s retirement would provide on newer cutting-edge technology, such as a self-driving ghost fleet.
The unmanned prototype ship ‘Sea Hunter’ is part of the Anti-Submarine Warfare Continuous Trail Unmanned Vessel program.
(U.S. Navy photo by John F. Williams)
“[That] led to some tough choices,” Geurts told lawmakers. “One of those is to retire that ship early in favor [of] looking at other technologies, other larger cost-imposing strategies.”
The Navy’s future aircraft carriers will include a mix of manned and unmanned aircraft and boats that can operate on the surface or underwater as the service prepares to counter more high-tech threats at sea, leaders have said.
Geurts said he expects to see the development of large unmanned vessels pick up quickly over the next year.
“It’s less about the ship design, because you could make a lot of different ship designs autonomous,” he told reporters last week. “The capabilities you would put on there could be fairly flexible and fairly mobile, so our real emphasis, and where I think you’re going to see an acceleration versus a traditional shipbuilding program, is you’re going to focus more on the autonomy technology — the capabilities you want to strap onto the ship — and less about the ship hull form.”
The Navy is proving its ability to sail unmanned vessels with the Sea Hunter transit, Geurts said.
“We learned a lot from that,” he said.
This article originally appeared on Military.com. Follow @militarydotcom on Twitter.
In a move that almost seems suspiciously logical, Secretary of the Army, Mark Esper, has declared safety briefs no longer mandatory. That means no more long, drawn-out discussions led by the first sergeant about oddly specific incidents. No more sh*tbag “leaders” talking down to warfighters about crimes that they themselves committed. No more checking the box by reminding troops to not drink and drive, beat your spouse, or beat your kids in a monotone, apathetic voice that diminishes the gravity of those serious crimes.
Soldiers are about to get told that this weekend to “be safe” and then to fall out. Some units may try out this thing called, “assuming adults are responsible for their own actions” while others will be stuck in their old ways, discussing a few safety issues out of sheer habit.
For the love of all that is awesome in the Army – do not f*ck this up, troops. If even a single private gets a speeding ticket this weekend, the chain of command will put that incident on a pedestal in order to keep safety briefs. If a single douchebag gets arrested for a DUI and jokes that they weren’t told not to this week, that one asshat will Blue Falcon the entire United States Army.
So, enjoy some memes if it means you’re not out trying to appear on the blotter.