Some days, you just feel like you need a drink. Other days, you can’t live without one. For hundreds — maybe thousands — of English troops, there’s one drink that literally saved their lives: the gin and tonic.
It all started when the Spanish learned that Quechua tribesmen in the 1700s (in what is now Peru) would strip the bark from cinchona trees and grind it to help stop fever-related shivering. The active ingredient in the cinchona power was a little chemical known as quinine. It didn’t take long before Spain began to use the remedy to fight malaria.
Eventually, the treatment made its way around the world, helping the British colonial government in India maintain order.
Any gin is a better complement to wood shavings than wine.
Whilethe French mixed the cinchona with wine, the British mixed theirs with gin,sugar, and,often, a bit of lemon. Later on, this mixture became even more pleasantwhen a Swiss jeweler of German descent, Johann Jakob Schweppe, created amixture of bubbly soda water, citrus, and quinine—and calledit “Schweppes Indian Tonic Water.”
By 1869, Indian companies were manufacturing their own soda water and lemon tonics. With easy access to the soda and one of Britain’s favorite spirits, the redcoats were free to continue colonizing the subcontinent unabated by pesky mosquitoes.
Too bad there wasn’t a cocktail that helped the British conquer Afghanistan.
Today’s tonic water has much less quinine in it. To prevent malaria, you’d need between 500-1,000 milligrams of quinine, but consuming an entire liter of tonic water today would only get you about 83-87 milligrams. Quinine alone isn’t even an effective treatment for the disease anymore, as malarial parasites have grown resistant to the drug. These days, a drug cocktail is more effective at malaria prevention than quinine alone.
So, bring along your Hendrick’s and Tonic, but don’t forget to bring your malaria pills, too.
US and European intelligence agencies discovered Russian military intelligence members to be working from the French Alps, according to an NBC News report published Thursday. News of the operation was first reported by French newspaper Le Monde.
Up to 15 members of the GRU, the Kremlin’s military intelligence agency, had lived in the French Alps, where they established their base for European covert operations, according to the reports. Some of the alleged officers’ names were previously published by Bellingcat, an independent investigative group.
Two of the Russian agents, Alexander Petrov and Ruslan Roshirov, were accused of poisoning defected Russian spy Sergei Skripal and his daughter, Yulia, in the UK in 2018. The two Russian agents reportedly used aliases and a military-grade nerve agent to poison the Skripals. Both of them recovered after being hospitalized.
Alexander Petrov and Ruslan Boshirov during an interview, Sept. 12, 2018.
The Russian government denied involvement and said it did “not understand why that was done and what signal the British side is sending.”
“We heard or saw two names, but these names mean nothing to me personally,” Russian diplomat Yuri Ushakov told reporters at the time, according to Russia’s Tass news agency.
The French Alps’s roughly 620-mile-long chain of mountains is the longest in Europe. It includes a number of hiking trails, natural parks, and skiing destinations.
The GRU has been accused of orchestrating cyber operations against the West. In 2018, it was accused of a global hacking campaign against anti-doping agencies, a nuclear power company, and a chemical-weapons watchdog, according to Reuters.
Head of the Russian General Staff’s Main Intelligence Department Igor Kostyukov.
In addition to cyber operations, the GRU also reportedly has a special operations unit composed of Russian military service members. The agency also recruits sleeper agents “reserved for the most sensitive or deniable tasks across the spectrum of GRU operations,” according to a Western report acquired by Reuters.
Several of the agency’s leaders have been sanctioned by Western countries, including the US, UK, and the Netherlands.
This article originally appeared on Business Insider. Follow @BusinessInsider on Twitter.
Being a meal card holder has its benefits. It’s awesome to have the perfect excuse to get out at 1730. It’s food you get to enjoy without having to cook it. All you have do is overlook the fact that the meals are deducted from your pay when you’re assigned a barracks room and the fact that there’s barely any chow left by the time you get there —but outside of those details, it’s great!
That optimism starts to wane, however, after eight months of eating the same seven entrees ad nauseam. Then, one glorious day, the cooks throw you a curve-ball by turning what’s normally a grab-and-go dinner into an elaborate, fine-dining experience.
You’ll rarely hear the lower enlisted complain when they’re about to get something that’s not just decent but actually really good. (In reality, lower enlisted troops would probably complain about being given a brick of gold because it’s “too heavy,” but that’s beside the point).
It might seem like random chance, but there’s a method to the madness.
Also, your chain of command will usually pop in to serve the food on the line. Savor that moment.
(U.S. Marine Corps photo by Sgt. Brian Lautenslager)
No one likes being stuck on-post during a holiday. If your leave form got denied or you just didn’t feel like putting in for a mileage pass, it often means your ass will be stuck on staff duty.
Thankfully, the cooks also get screwed out of block leave and work holidays with us. Even if it’s not a big holiday that revolves around a massive meal (we’re look at you, Thanksgiving), the cooks will still serve something festive.
If you thought Air Force dinging facilities were leagues above the rest during the rest of the year…
(U.S. Air Force photo by Lan Kim)
The lead-up to best-chef competitions
In the service, there’s a competition for cooks in which they’re expected to deliver a gourmet meal to a judge that has the emotionless vile of Gordon Ramsey with the knife-handing ability of a Drill Sergeant.
They don’t want to mess it up and will prepare the only way possible: by practicing. And that practice tastes delicious.
“Can we get you anything else, Specialist? Steak sauce? Another drink? Another three months in this god-forsaken hellhole? How about some cake? We got cake!”
(U.S. Army photo by Staff Sgt. Jason Epperson)
Right before the unit is about to get bad news
It’s basic psychology. If you outright tell the troops that their deployment got extended, they’re going to flip the tables over. If you break it to them gently over a steak-and-lobster dinner that somehow found its way to Afghanistan, they’ll take it slightly better.
This is so common in the military that any time the commander shows up and asks for a crate of ice cream bars for the troops, the Private News Network and Lance Corporal Underground buzz with rumors.
You think they’ll serve the same scrambled eggs that they serve the average boot to the Commandant of the Marines? Hell no. Especially not if they get some kind of warning. That’s you cue to grab food and dash.
(U.S. Marine Corps photo by Sgt. Mallory S. VanderSchans)
When high-ranking officials make the rounds
Not even the cooks are exempt from the dog-and-pony show that comes with a general’s visit. In fact, while the other lower enlisted are scrubbing toilets in bathrooms the general will never realistically visit, the cooks know that the mess hall is the go-to spot to bring the generals to give them a “realistic” view of the unit.
If you’re willing to stomach the off-chance of being dragged into a conversation with a four-star general about “how the commander and first sergeant 100% absolutely always treat you like a real human being and that, oh boy, do you definitely love the unit,” then you’re in for one of the best meals the cooks can offer.
Everyone loves the cooks on Taco Tuesday.
(U.S. Air Force photo by Airman 1st Class Valentina Lopez)
Taco Tuesday (and any other themed meal days)
There’s no way in hell any troop would willingly miss Taco Tuesday at the DFAC. Even if you don’t post flyers about it, troops will magically crawl out of the woodwork if it means they’re getting free tacos.
As much as everyone in the unit uses their cooks as punching bags for jokes, they can deliver some mighty fine meals when they try.
The last place anyone would expect to watch the Blue fight the Gray in Civil War combat is the fields of Western Europe. After all, they have centuries full of historical battles of their own to re-enact for the delight of families, students, and amateur historians alike. Yet, Civil War re-enactors bring those historical battles to life again and again.
Hundreds of re-enactors come from Poland, Italy, France, and Canada to take part in the spectacle. Like any good re-enactor in the United States, the actors are sure to keep all of their clothing, gear, and weapons in good shape – and to make sure they’re historically authentic (as authentic as they can be, fighting the American Civil War in Europe). After all, no one wants to be known as a “Farb” around these dedicated troopers.
After all, re-enactors are a dedicated group. The more historically accurate they are in movement, fighting, and dress, the more enjoyment everyone gets from the actor recreating the event. Onlookers learn more about history as well.
Union troops advance on a Confederate position.
The Europeans who are enthusiastic about the battles are no less dedicated than any American re-enactor. They’ve been to the U.S., they’ve visited the battle sites, they’ve seen the uniforms up close. Many of these soldiers have every detail accurate, right down to the last button.
In the recreation in the video above, the 1864 Battle of Bethesda Church, the Europeans are recreating a real European battalion, recruited from immigrants to the United States. But the battle they’re recreating isn’t the only one they do year after year. Every year they come to recreate a different battle, often from a different year of the war. The battles last for days, and the field commanders often determine the outcomes.
Unlike in the actual Civil War, however, these days end with beer and sausages shared between the two groups.
On Sunday, we all sat in a bar, transfixed, as fans of other teams. There wasn’t a single Cleveland Browns jersey in sight, but the whole bar was whisper-quiet as we watched the Cleveland Browns kicker line up for a (almost literally) last-second field goal against the once-Cleveland based Baltimore Ravens. The kick wasn’t pretty, but it was good.
The entire room (and other sports bars in the area) erupted with thunderous cheer. The Cleveland Browns fought their AFC North rival for sixty minutes of game time and won only their second game of the 2018 season. For a brief moment, the Packers fans who watched the Lions stymie Aaron Rogers all day, Broncos fans who watched their team struggle for the second time in the same week, and even deflated Falcons fans had a reason to cheer. The NFL’s perennial underdogs managed to avoid another loss and everyone outside of Baltimore loved them for it.
And Jimmy Haslam hasn’t even paid me to say that.
And probably Eli Manning, too.
The ‘Factory of Sadness’ is closed
Much like the rest of the history of manufacturing in the Great Lakes area of the United States, this factory has closed and moved away from the area. Instead of Mexico, that factory has moved its production to the Meadowlands. Sorry, New Yorkers. But hey, at least you have the Yankees forever.
While two wins may not excite anyone from other franchises (the Lions are so 2008), for Cleveland fans and the team’s admirers, many of whom came from watching the 2018 season of HBO’s Hard Knocks, another notch in the W column means more than just a win over the team who stole the Cleveland franchise from a loyal city and fanbase — it means making the most of a bad situation.
The Browns’ constant struggle stretches way beyond the last few years. Frustrated Browns fans have been consistently disappointed in their hometown team for almost two decades after the Browns were reborn as an expansion team in 1999 – with the exception of a Wild Card Playoff appearance in 2002. The team’s lackluster gameplay in all but two seasons in that span made for a lot of very disgruntled fans.
But the days of shouting at an empty stadium are over. After the winless 2017 season — and actually going 1-31 over two seasons — fans of the Browns began to embrace their ever-present struggle. Instead of constantly berating the seemingly-hapless leadership who drafted QB after QB, always making way for the next flash-in-the-pan, fans began to hope for the best, even if “the best” meant a single win here and there.
They were going to laugh along — but let the Browns know they were fed up.
After the end of the 2017 season, fans held a Perfect Season Parade, attended by thousands and marked with a pickup truck sponsored by a Funeral Home, complete with a casket on the back and headstones of every Browns quarterback since 1999. The parade drove around FirstEnergy Stadium, a message to owner Jimmy Haslam.
Browns Fan Chris McNeil organized the parade. And the city of Cleveland was happy to oblige him.
Even if Haslam didn’t get the message, the rest of the country sure did. At the start of the 2018 season, Bud Light set up “Victory Fridges” around Cleveland, connected to Wifi, set to open via electromagnets when Cleveland won their first game since Week 16, 2016. Each fridge contained 200 cans of Bud Light that would be free to any Browns fan. Their Week 1 tie against the Steelers wasn’t enough.
The fridges opened after the Browns’ 21-17 upset win (at home!) against the New York Jets, complete with by a touchdown catch from Browns QB Baker Mayfield and a — probably the only interesting Thursday Night Football (TNF is boring and I’m not alone in thinking so) game we’ll see all year long. And while Carlos Hyde’s touchdown run was critical to the Browns’ win, I watched in amazement as a bar in Los Angeles erupted in cheers for Joe Schoebert’s game-winning interception.
And I wasn’t even at a sports bar. The Victory Fridges opened, the spell was broken, and the Browns suddenly became “America’s Team.” Sorry, Jerry Jones.
Cleveland Browns fans’ newest trend is the “Rally Possum,” referring to an actual possum roaming around FirstEnergy Stadium, caught by a Browns fan during their win against the Jets. A possum was sighted again before the Browns played the Ravens in Cleveland.
If you’ve seen any submarine-themed movie, whether it’s Hunt for Red October, the classic Operation Pacific, or Crimson Tide, you understand the severity of an incoming torpedo. Anyone who knows naval history knows that torpedoes are lethal to ships – just look at what they did to the liner Lusitania, the aircraft carrier USS Wasp (CV 7), and a host of other ships.
Back through World War II, the primary way torpedoes did their damage was with a direct hit. The impact of the torpedo on a ship’s hull would drive a firing pin that sets off a warhead. The hope here is that the blast punches a hole in a ship, allowing water to flood in, causing the ship to list to one side or the other and, eventually, capsize. Generally, this approach worked well, but it could take many direct hits to do damage enough to sink a vessel. The Japanese battleship Musashi, for example, took over twenty hits from Mk 13 air-dropped torpedoes before she went down.
This was a problem — as defensive anti-aircraft capability developed, planes launching torpedoes needed to do so from higher altitudes, at faster speeds, and from further away in order to survive. This was not conducive to scoring the many hits you needed to sink the enemy ship.
In fact, with rare exceptions, the only vessels that use heavy anti-ship torpedoes today are submarines. The torpedoes used by planes and ships are often less than 13 inches wide and hold warheads packed with less than 100 pounds of high explosive. They’re not that good against surface ships, but you don’t need much to sink a sub that’s a few hundred feet below the surface of the ocean.
The heavy torpedoes themselves have also evolved, and not just in tracking capabilities.
During World War II, the United States Navy fielded torpedoes equipped with magnetic exploders. However, they didn’t quite work right. With bigger fish to fry and a war to fight, the U.S. Navy simply disabled them and went on fielding functional, contact exploders. These torpedoes helped force Japan’s surrender.
But the magnetic exploder concept wasn’t forgotten after the war — and for good reason: Hitting the hull does some damage, but if you want to really kill a ship, it’s best to break it in two. The best way to do that is to set off the explosion just below a ship. That will damage the ship’s keel in a process called “breaking its back.” Modern torpedoes with magnetic exploders are designed to do exactly that.
You can see what that does to the former USNS Concord (ex-AFS 5) in the video below.
As exciting as the sudden appearance of thousands of hatchets at the front was, it’s not clear that they were actually used violently. The mounted infantrymen carried them into battle, but the weapons’ main contribution to the war effort seems to have been logistical.
It’s unlikely that the unit would have found much use for the hatchets in combat. Each man could fire seven shots between reloads, making it unlikely that enemy forces could march into range of the hatchets. And the men rarely rode their horses during the actual fighting. Instead, they would ride quickly to the battlefield, dismount, and send the horses to the rear.
In that way, the mounted infantrymen really were the predecessors to mechanized infantry and air assault infantry rather than cousins to the cavalry.
And if they had been cavalry, they probably would have been saddled with those common sabers instead of their awesome, namesake hatchets.
In July 1965, then-Commander Jeremiah Denton was shot down over North Vietnam while piloting a carrier-based A-6 Intruder. He and his bombardier/navigator, Lieutenant (junior grade) Bill Tschudy, spent the rest of the Vietnam War in captivity, housed in a number of different prison camps as a POW, including the infamous Hanoi Hilton.
As the commander of his attack squadron based on the USS Independence, Denton was leading 28 planes on a bombing mission. He and Tschudy had to eject over Thanh Hoa, North Vietnam and were immediately captured by the North Vietnamese Army (NVA).
A few months into their captivity, Denton was forced to lead 49 other prisoners of war on what became known as the “Hanoi Parade.” The NVA marched the POWs through the streets of the North’s capital at Hanoi while North Vietnamese civilians brutally beat them as they moved.
That same year, Denton was forced to be part of a North Vietnamese propaganda campaign. His captors made him do a public interview with a Japanese reporter. He would be remembered for the rest of his life for what he did next. During the interview, Denton dotted out a secret message while on camera. He spelled T-O-R-T-U-R-E in Morse Code by blinking his eyes. Pretty brave for a POW at his captor’s mercy.
The reporter then questioned his support for the war, to which Denton replied, “I don’t know what is happening, but whatever the position of my government is, I support it fully. Whatever the position of my government, I believe in it, yes sir. I am a member of that government, and it is my job to support it, and I will as long as I live.”
Denton’s secret message was the first time a POW was able to communicate with the outside world. It also confirmed for the first time that American prisoners in Hanoi were being tortured. Denton and the CIA both believed the NVA didn’t catch Denton’s message until 1974.
He and many other American POWs were locked up in separate rooms in the same building. Denton’s group was notable not only for its rank (many officers were held together) but for the prisoners’ resistance to torture and to their captors. These prisoners were held in nine-foot by three foot, windowless concrete rooms for the duration of their captivity.
He was released in February 1973 as part of Operation Homecoming, when all American POWs in Vietnam were repatriated to the U.S. For seven years and seven months, Denton endured long stretches of solitary confinement and brutal mistreatment from his NVA captors. He spent at least four of those years in solitary. Once back in uniform and with Americans, now-Captain Denton spoke to the press shortly after leaving the plane:
“We are honored to have had the opportunity to serve our country under difficult circumstances. We are profoundly grateful to our Commander-in-Chief and to our nation for this day. God bless America.”
He would later write a book about his experience as a POW. Denton retired from the Navy in 1977 at the rank of Rear Admiral. In 1980, “The Admiral from Alabama” became the first Republican from Alabama elected to the U.S. Senate since Reconstruction.
Gen. Arnold W. Bunch Jr. is the commander of Air Force Materiel Command, headquartered at Wright-Patterson Air Force Base, Ohio. He handles installation and mission support, discovery and development, test and evaluation, life cycle management services and sustainment of every major Air Force weapon system. The command employs approximately 80,000 people and manages $60 billion of budget authority.
AFMC delivers war-winning expeditionary capabilities to the warfighter through development and transition of technology, professional acquisition management, exacting test and evaluation and world-class sustainment of all Air Force weapon systems.
There are eight AFMC host bases: Arnold AFB, Tennessee; Edwards AFB, California; Eglin AFB, Florida; Hanscom AFB, Massachusetts; Hill AFB, Utah; Robins AFB, Georgia; Tinker AFB, Oklahoma and Wright-Patterson AFB, Ohio. In addition, the command operates associate units on several non-AFMC bases.
During an interview with Airman magazine, Bunch discussed AFMC’s mission and responsibilities and the roles of science, technology and innovation in increasing Air Force readiness.
Airman magazine: Air Force Materiel Command is a large and diverse command which a lot of Airmen may not understand. Can you talk about the mission of the command?
Gen. Bunch: I would say we are the most diverse (major command) that there is in the Air Force. When you consider the demographics, we are very diverse. AFMC has huge mission diversity as well. What I want to tell the Airmen is, we touch everything that they touch on a day-to-day basis. When a system comes into the Air Force, we do a lot of the (science and technology) research upfront and early. That work is done through the research lab. We do a lot of the acquisition planning either through the Nuclear Weapons Center or through the Life Cycle Management Center and that starts the acquisition process. We test systems and we do all the activities to get it into the Air Force. Then we sustain the system for the long term through the sustainment center, all the way to the point that we get rid of it or retire it and put it at (Aerospace Maintenance and Regeneration Group) in some cases.
So, from the beginning all the way to the end of any system we have within the Air Force, AFMC plays a key role. Underlying all that and at the foundation is the work the Air Force Installation and Mission Support Center.
The AFIMSC takes care of all facilities modernization and restoration. They also take care of contracting, security forces, housing privatization, dormitories and military construction. They take care of these things on our installations day-to-day to make sure that our facilities are up to date so that we can project power anywhere in the world.
So our mission diversity ranges from every mission system across the Air Force that we create, develop, test and maintain from the very beginning of the program all the way to the very end of a program’s life to support for the nuclear enterprise, and installation and mission support.. AFMC is involved in all of it, so it’s a very diverse mission.
Gen. Arnold Bunch Jr., Commander, Air Force Materiel Command, talks with members of the 412th Medical Group during his visit to Edwards Air Force Base, California, Oct. 18.
(U.S. Air Force photo by Giancarlo Casem)
Airman magazine: You talk about the importance of AFMC people. What is AFMC doing to attract top talent, develop and keep the workforce?
Gen. Bunch: Our Airmen, and when I use Airmen, I’m talking about military and civilian. I don’t distinguish within this command. We, more than any other command with (more than) 60,000 civilians, we are Airmen all focused on the Air Force mission. They are our most valuable resource and they are what make this organization tick. They’re the ones that get it done every day and execute their wartime mission each day.
We are trying to speed up the process of bringing the right people in and who we can recruit. We’ve actually taken some steps to speed that process up, to make it go quicker. We’re also doing some unique things where we’re doing job fairs to try to get at the right people. We’re using acquisition workforce development funds to pay off student loans to attract high quality, high caliber people in the skill sets we need. And what I’ve asked the team to start looking at is how do we communicate this so that we can keep people?
We had a lady who worked in the Air Force Test Center in May who retired after 68 years of service. We have 21 or 22 year-old young men and women coming in and I’ve got folks that have worked in the organization for 68 years. How you communicate across that diverse spectrum and how you motivate them all to keep going forward and how do you reward and award. Those are the things that we’re asking our people to take a look at and to help us drive our retention numbers the way we need them to go.
Since October of last year, we’ve seen about an 11% drop in the time to hire civilians. We’re not where we want to be, we’ve got to get better, but it’s a step in the right direction and something that I feel comfortable saying to the workforce. We know we’ve got to do better and we’re working at it.
Congress has been very helpful by giving us some additional authorities and we’re utilizing those authorities to try to go faster.
Air Force Chief of Staff Gen. David L. Goldfein congratulates Gen. Arnold W. Bunch, Jr. after assuming command of Air Force Materiel Command commander, shake hands during an assumption of command ceremony inside the National Museum of the United States Air Force, Wright-Patterson Air Force Base, Ohio, May 31, 2019.
(U.S. Air Force photo by Wesley Farnsworth)
Airman magazine: The (Former Secretary of the Air Force Heather Wilson) and Air Force Chief of Staff Gen. David Goldfein) have called out the “Air Force We Need.” Can you please describe the “AFMC We Need” initiative? What are some focus areas and objectives?
Gen. Bunch: We have the National Defense Strategy that came out that everyone’s focused on and (the Air Force) came out with the “Air Force We Need.” When I came into the job, what I wanted to do was define what do we, as AFMC, need to be to support the National Defense Strategy and to support where the chief and secretary want to go with the “Air Force We Need.”
I didn’t have any preconceived ideas of what we wanted it to be. I wanted to tap into our most valuable resource, our Airmen. They’re the ones that are executing the mission each day. So we wanted to, as Gen. Goldfein says, “squint with our ears” and listen to our men and women about what’s impeding their ability to get the mission done and what do they think it means to speed things up, go at the speed of relevance. So, we formed a team. We sent them out. They did a lot of surveys. We got a lot of results back in and a lot of great ideas that we’re now trying to review and see how we want to implement the suggestions or what we can put in place to move forward.
One of the books I’ve read about leadership is “Primal Leadership.” In the book there is a quote about, “None of us is as smart as all of us.” So, what I wanted to do was capture the essence of what the men and women believe in the organization and then glean through those comments to figure out what we need to get after. So we’re excited about going forward.
Airman magazine: The “AFMC We Need” addressed broad areas across the command. What are some of the challenges identified?
Gen. Bunch: We did do some external interviews and I would say they’re kind of consistent. One of the things is we’ve got to do a better job of communicating our impact and what our mission is. Some of our folks didn’t understand what we do, internally and externally, so we’ve got to do a better job at communicating some of that. A couple other challenges identified were facilities, infrastructure and information technology.
We’re telling people they’re coming to work in this remarkable organization, but they’re having tremendous impacts on a day-to-day basis with how our information technology systems work and it’s causing limitations. So those will be some of the initial challenges that we are going to focus on.
Another challenge we are going to focus on and we are starting to take some actions in is leadership training. Our people want their supervisors to be better leaders.
Last month, we had a senior leader conference where we talked about that with all our center and installation commanders. One of the things we’re trying to find out is who are the “no” people. The goal is to stop some of those noes and see what we can do to get to “yes” to move forward as an organization so we’re better prepared to support the future.
One of the installation commanders gave me a sign and I’ve got it in the office. I asked everybody at the senior leader conference to sign it. It says, “Find out where no lives and kill it.”
Capt. Joshua Lee talks with Gen. Arnold Bunch, Air Force Materiel Command commander, about unmanned aerial systems Oct. 15 at Eglin Air Force Base, Fla. The commander visited Air Force Research Lab Munitions Directorate’s newest networking test and design facility during an early stop on his two-day tour of the base.
(U.S. Air Force photo by Samuel King Jr.)
Airman magazine: You have stated the AFMC has to be better at anticipating Air Force needs. How will AFMC do this?
Gen. Bunch: We have to think forward. We have to think about the future. We can’t get caught up in what is Air Combat Command or Air Mobility Command or Global Strike Command asking for today. We need to focus our science and technology to go forward. (The Air Force) put out the Science and Technology 2030 strategy. We’re building an implementation plan to get after that. How do we create a competitive environment with what we’re doing within the research laboratory so that we are pushing ourselves and we’re scanning that horizon for what’s out there for the future. That’s one way that we can do that.
We also need to capitalize on a lot of what’s going on with commercial industry to get innovative ideas from outside that we may not have thought of. So we’re supporting the pitch days that (Dr. Will Roper, assistant secretary of the Air Force for Acquisitions, Technology and Logistics) implemented in small business innovative research.
We’re supporting the stand-up of consortiums so that we can get good ideas in and see what people can do. So, there are a lot of activities we as AFMC need to work on. We need to continue to look at industry strategies for how they’re doing business and how they develop software. We need to look at how can we do those things in a more responsive manner and change how we hire the workforce and how we recruit and retain them.
We’ve got to get a more operational tie and more linkage with what we’re doing across AFMC, and with the other major commands. How are they employing some of their aircraft? How are they doing their communication? What do we need to do? What can we glean from within to find answers? We need to make our ties stronger.
Air Force Vice Chief of Staff Gen. Stephen W. Wilson, left, and Dr. William Roper, assistant secretary of the Air Force for Acquisition, Technology and Logistics, center, discuss the April 20 TechStars Autonomous Technology Accelerator for the Air Force Demo Day at the Westin Hotel in Boston with John Beatty, right, executive director of the Massachusetts Military Task Force. Ten startup companies pitched their ideas to potential investors and Air Force senior leaders during the event, which is a partnership between Techstars and AFWERX.
(U.S. Air Force photo by Linda LaBonte Britt)
Airman magazine: How is AFMC utilizing partnerships with commercial tech companies and academia to have a better understanding and mine those advanced capabilities that may be on the horizon?
Gen. Bunch: So there are a couple of different areas that I’ll focus on. We’re working right now and we’ve got some good partnerships with Delta, Tech Ops, and Georgia Tech Research Institute on what we’re doing for condition based maintenance. We’re looking at what the commercial industry is applying in managing their large fleets of aircraft. Also what can we do with machine learning or artificial intelligence so that we can be more predictive for when some of our systems may be going to fail and help us keep the supply lines primed with repair parts. To me, we have great partnerships with a lot of great ideas that we can employ and we’re working down that path together, so that’s good.
We’ve got to get rapid. That’s all part of the Rapid Sustainment Office that we stood up with Lt. Gen. Robert McMurry as the program executive officer. The RSO team is looking at condition based maintenance, additive manufacturing or 3D printing and are there technologies out there we can use and capitalize on. We’re starting to make grounds in those areas. So those are a few of the ideas that are coming from the commercial end that we can utilize.
Airman magazine: You’ve said our peer adversaries are developing new capabilities modernizing existing capabilities, eroding our tech advantage. Please describe how AFMC is responding to the need for speed?
Gen. Bunch: There are a lot of different things we can do to get at that need for speed. But what we also want to make sure of is while we’re speeding, we’re doing it with discipline. We need to go fast, but we also need to put the disciplines in place so that we’re thinking our way through some of those systems and some of the decisions we’re making so that we are looking long term as well as immediate. We’re looking at, can I get a technology to the field faster? That means a viable product that we would evolve over time versus going for the solution that would take 10 years and a lot more effort. Can I give you something that gets me on that path in two years that you would be able to utilize in the field and be able to move out with.
So that’s one area that we’re looking at. Can I turn things faster and build over time? Another one that we’re continuing to focus on is open mission systems. If we can get open mission systems architecture into our weapons systems and into our designs, we can then bring in new technologies as technology evolves or the threat changes, because those are two things that are never going to slow down. They’re going to change. But by having open mission system architecture, we can piecemeal in parts over time as the technology and the threat changes so that we can adapt more quickly. We shouldn’t have to test systems as long. We should be able to be cyber secure. Those are a couple examples of things that we can immediately get after.
A good example of that is R-EGI, our Resilient Embedded GPS/Inertial Navigation System. That’s a program that we’re running out of the Life Cycle Management Center and it’s to get after having a resilient position navigation and timing solution over time. If that becomes threatened, what we have is an enhanced GPS/INS, most folks know. We fly it in all of our aircraft. It’s common with us, the Navy, the Army; it’s in all platforms. It’s something that’s almost universal. What we’re doing in this effort is trying to build open mission system architecture design so if I needed to inject new software or I needed to add a new component, I could evolve that over time as the threat changes and we could be more resilient.
Another good example is we’re using and trying to push to digital engineering and a digital enterprise. Right now, the ground based strategic deterrent team is doing a good job with some model-based systems engineering. We want to digitize and become a more digital enterprise with what we’re doing within AFMC. In digital we can change things in a more rapid manner and do things on a computer and look at options and look into digital areas before we ever start doing some of the other advances. It should eliminate some of our trial and error.
The Air Force Research Laboratory’s AgilePod is shown mounted on the wing of the Textron Aviation Defense’s Scorpion Light Attack/ISR jet. The AgilePod is an Air Force-trademarked, multi-intelligence reconfigurable pod that enables flight-line operators to customize sensor packages based on specific mission needs. A fit check in late December 2017 provided an opportunity to demonstrate the ability of the pod to rapidly integrate onto a new platform with short notice, highlighting the benefits of Sensor Open Systems Architecture.
(U.S. Air Force photo by David Dixon)
Airman magazine: In fall of 2017, the secretary challenged us to develop a new Air Force ST Strategy for 2030. That document is now published. From your perspective, what are a few of the key takeaways?
Gen. Bunch: Really, it’s about competition and how do I create competition within what we do, within our research laboratory and our ST so that we’re continuing to push the bounds. I think that’s one of the key ingredients. How do we as an enterprise capitalize on the various basic research activities that may be out there so that we’re pushing the envelope and we’re looking at things and going, “That has great promise, I need to continue to work in that area.” Or, “That’s not making the progress I need. I need to off ramp that and I need to go another way.” So I think that one is really important.
The other one is we have science and technology dollars and how do I, over time, take those and shrink the investments so that they’re more focused in game changer technologies that I’m going to put out in the field. How do we capitalize on that knowledge base and how do we drive to where we’re transitioning game-changing technologies and we’re getting them into the field and capitalizing on that transition. I think those are two of the key things that we’re really looking at.
Airman magazine: How are AFMC and AFRL going to support the execution of the strategy?
Gen. Bunch: So there are a lot of activities already underway. Right now, we’re working with AFWIC, Air Force Warfighting Integration Capability, and we’re working with Dr. Roper’s team to come up with an implementation strategy. So that’s in the works. We are also trying to make some changes so that we can handle our money with a little more flexibility, so that we can shift and put our focus where the dollars need to be for those bigger projects.
So we’ve got a great partnership right now. The team is working with me on a regular basis. Our team’s trying to set in place processes to review where our tech focus areas are so we can make the right investments. They’re looking at what we want to do in basic research. They’re looking at what we want to do at the next level and then what we’re doing in our advanced research, where we’re getting to the prototyping and how do we focus.
A Republic of Singapore air force F-16 Fighting Falcon fighter aircraft tactical aircraft maintainer assigned to the 425th Fighter Squadron, Luke Air Force Base, Arizona, performs a launch inspection June 10, 2019, on the flightline at Tyndall Air Force Base, Florida. The 425th FS is at Tyndall to take part in a Combat Archer exercise.
(U.S. Air Force photo by Airman 1st Class Bailee A. Darbasie)
Airman magazine: Is the Tyndall AFB rebuild an opportunity to take the Base of the Future off the drawing board and make Tyndall a proof of concept for new tech?
Gen. Bunch: We are looking at new technology for Tyndall. Tyndall, as devastating as that was, thank goodness we had a great team doing a lot of great work so that the damages were material damages to things that we can replace and it wasn’t to our Airmen and their families. That’s our number one focus, their safety. But now as we recover, we do have an opportunity to look at what would we want the base to look like for the future. How would we want the information technology system set up so that it’s more efficient? How would we set in the power lines? How would we build the buildings? We are looking at Tyndall as an example of what we may be able to do for the future.
We’ve actually had AFWERX bring in some outside companies to come in and pitch their ideas. So we’re trying to move as quickly as we can to get everything moving forward, to get the mission back to normalcy. We’re also looking at what would we do different now that we can make changes and we can look at the mission from a different perspective. How would we make it better when we rebuild it? How is it more resilient? How do we have a better information technology network? How do we design everything–from are we going to put anything above ground or are we going to put it all underground now that we have the time to be able to do that so that it’s safer and more secure and less likely to be damaged in the future. Those are all things that we’re looking at as we go forward.
Airman magazine: How does AFMC support the Air Force as a hub for innovation?
Gen. Bunch: Innovation’s been a foundation of what we’ve been as an Air Force from the very beginning. And it’s interesting, we have more than 80,000 people within AFMC and you ask them all what innovation means, you’d probably get 80,000-plus different definitions. And I’m good with that. Innovation can mean some groundbreaking revolutionary thing that we’ve never done or it could mean changing a process so that we can go faster because we’ve employed what the Sustainment Center uses which is the ‘art of the possible.’
I’m good with all of it. What we have to create, and I think we are doing a better job of it, is an environment where a good idea can come in. What I want to make sure, as the commander, is that our people understand I’m willing to let them try things. And I’m not talking crazy risks, but if they want to try a new idea or process, I’m okay with that. If it works, that’s great and if it doesn’t work, then we’ll learn from it and we’ll move on. So innovation can take many, many forms. I want people to come in with their good ideas and I want to capitalize on their innovative spirit. That is what we as an Air Force were founded upon.
We also tie in with AFWERX; the Pitch Days to me are innovative. We’re going to be doing an AFMC internal pitch day where we can pitch our own good ideas, not just try to capitalize on what industry does or what venture capitalists are doing. So we’re trying to actually harness those good ideas to go forward.
Dr. Will Roper, Assistant Secretary of the Air Force for Acquisition, Technology and Logistics, welcomed event attendees during the Air Force Space Pitch Day, Nov. 5, 2019, San Francisco, Calif. Air Force Space Pitch Day is a two-day event demonstrating the department’s willingness and ability to work with non-traditional start-ups.
(U.S. Air Force photo by Van De Ha)
Airman magazine: With declining mission capable rates and an aging fleet with an average 28 years of service, what do these numbers mean and do MCRs equate to Air Force readiness rates?
Gen. Bunch: So readiness depends on where you sit as to what you believe the right metric is. The one we’re driving right now, we’re trying to increase, is aircraft availability. That’s one that we’re really focused on with our legacy fleets. And there are multiple factors that play into that. One of the things that we’re finding is, we have, in some cases, a shrinking industrial base. And that’s one that we’ve got to focus on to help grow that industrial base.
What we want to do is make sure that the people who are operating the systems have as much up time as they can so they’re as ready as possible to do their mission. That takes research. How would I go do this? It could take reverse engineering. How do I reverse engineer this component that there’s no longer a vendor for and create it? So we either build it ourselves or we put the drawings out to get it manufactured.
The fact we are flying aircraft as old as they are with the mission capable rates that we have today is because of the Airmen working in the Sustainment Center and the focus of our maintainers out on the line who can keep these legacy aircraft up and running.
At an average age of 28 years, the fact that we keep mobility aircraft taking off and landing, delivering supplies and equipment every two minutes is amazing work by a lot of different people. We’re ready, but we’ve got to continue to try to up that game and continue to try to improve.
An F-16 jet engine in max power during a test in the 576th Aircraft Maintenance Squadron’s hush house engine facility at Hill Air Force Base, Utah, June 5, 2019. The shop is responsible for performing organizational level maintenance on more than 200 engines per year. The shop’s maintenance tasks include engine inspections, external engine component removal and replacement, repairs, and troubleshooting during flight line and test cell operations.
(U.S. Air Force photo by Alex R. Lloyd)
Airman magazine: Can you identify some of the success stories throughout AFMC in new technologies like additive manufacturing, 3D printing and data analytics to improve readiness and decrease maintenance downtimes?
Gen. Bunch: We had a meeting last month where we were looking at engines. I’ll just use that as one example. We started looking at the performance of the engines over time and as we reviewed data and did the analytics, we started doing scheduled replacements of engines. So we could pull them off at the time that was of our choosing versus downtime required because the engine went too far.
What this allows us to do is control when we do maintenance. It allows us to prime the pump in the supply system so we get the right parts at the right time. That’s just one example that I can say from a data analytics perspective where we are really already seeing some great progress. We’re using condition based maintenance and algorithms right now with the C-5 Galaxy. We’re doing it in some cases in the B-1 bomber and we’re looking at growing it into the KC-135 fleet. So we’re trying to take some of those lessons learned in technologies and capabilities that others are using and apply it into our inventory and we’re starting to see some benefits.
We really want to get to the point if we’re going to send an aircraft down range and it’s going to have something fail in five days and the deployment is for 10 days, let’s fix it before we deploy it. If we can get to that point, we’ll really increase our aircraft availability and our ability to generate sorties and improve the mission dramatically.
On additive manufacturing, that one’s one that’s more challenging. A lot of people look at 3D printing as that’s really something easy to do. When you start talking about airworthiness that becomes a little more challenging. There are components we can build that are not airworthy components, and we’ve already got approval to do those parts. We have innovation centers at each of our three logistics complexes and they can do some of those. We save money and get the mission done in a timelier manner.
So we’re demonstrating some of those. It’ll take more time to get to where we can do a lot of airworthy parts. We’re working on that. We must get the engineers involved and get them the analysis.
We are seeing a lot of ground being made in additive manufacturing and in condition based maintenance. And then the other one, we’re taking technologies like cold spray, which is a repair technique, and we’re actually employing that in some of our depots so that we can minimize the downtime.
Airmen from the 90th Missile Maintenance Squadron prepare a reentry system for removal from a launch facility, Feb. 2, 2018, in the F. E. Warren Air Force Base missile complex. The 90th MMXS is the only squadron on F. E. Warren allowed to transport warheads from the missile complex back to base. Missile maintenance teams perform periodic maintenance to maintain the on-alert status for launch facilities, ensuring the success of the nuclear deterrence mission.
(U.S. Air Force photo by Airman 1st Class Braydon Williams)
Airman magazine: Would you talk about AFMC’s support to the nuclear enterprise from both a sustainment and modernization perspective?
Gen. Bunch: Maj. Gen. Shaun Morris is our Air Force Nuclear Weapons Center (AFNWC) commander and his team is doing an outstanding job making sure that our nuclear deterrent is solid and that there is never a question that if they are called are they going to be able to respond. And that goes across the full spectrum.
The Minuteman-III program was built many, many years ago with a short lifespan; well we’re still maintaining them. We’re going to be maintaining them until the 2030 timeframe. We’ve stood up depot maintenance now on our Minuteman-III system, which was never intended to have a depot capability, but we’re doing that so we can sustain it and ensure that it’s reliable if ever called upon to do its mission.
AFNWC is on the front edge of making sure that our nuclear deterrent is really a nuclear deterrent and it’s credible and it’s safe and secure and it can answer the nation’s call.
The other part of the nuclear mission is the air leg; we have to make sure that we’re doing what we need to sustain our bomber force. AFMC is key in making sure that the force is supportable, sustainable, with upgrades where needed, while making sure all the activity we’re doing in the depot is supporting the mission.
Airman magazine: Could you talk about agile software development and the way we buy and develop software and how does this relate to Agile DevOps and cyber protection for all of our weapon systems?
Gen. Bunch: Software is everywhere. We’re going to have to change our mindset about software. The way that industry does it is they’ll modify and continue to push updates on a more regular basis. I don’t ever think we’ll get to the point we’re doing what industry does with our systems, but we have to get into a more Agile mindset. That’s a challenge for a lot of the way we’ve done business. It’s not just that you have to bring in coders and create an environment where they can develop Agile methods, that’s part of it, but you also have to change the culture of the men and women that are working on this because it’s not the way they’ve historically done it.
You’re developing. You’re testing. You’re fielding. You’re correcting deficiencies and it goes on and on. That is a culture change for AFMC and the men and women that are doing the acquisition. It’s also a culture change for all of the test community and anybody involved. It’s a culture change with how you handle your dollars. One of the things that I’ve been a proponent of is the need for money that has not binned by a specific definition of sustainment, development, or production. If you’re really doing Agile or secure DevOps, those money lines are blurry. We need colorless money so that we’re not hindered by some of the rule sets on how the money gets moved around.
So it’s a big change. We’ve got to be able to change that culture. The other thing is you have to be able to attract and recruit software developers. We have to capitalize on that skill set. And a lot of what we’re doing right now, we’re actually bringing in Airmen who just have a propensity and a love for doing software development and we’re putting them to work and they love it. We also have to capitalize on our own capabilities along the way, but it’s one that we’ll have to re-look at how we bring in manpower.
Pilot Training Next instructor, U.S. Air Force Capt. Orion Kellogg, discuses a future PTN version 3 student’s virtual reality flight with members of NASA as part of a collaborative research agreement between Air Education and Training Command and NASA October 22, 2019, at Joint Base San Antonio-Randolph, TX. The goal of the agreement is to help both AETC and NASA collect physiological and cognitive data and leverage each organization’s knowledge and skills to maximize learning potential for individual students.
(U.S. Air Force photo by Sean M. Worrell)
Airman magazine: With the advancements in AI/VR, how do you see the Air Force further capitalizing on technology to equip Airmen with quality training through simulation scenarios?
Gen. Bunch: AI and VR, those are big areas that we’re going to continue to look at. The best example right now is one that our Air Education and Training Command started with Pilot Training Next. What they’re really doing is they’re capitalizing off of the gaming industry and artificial intelligence to understand and to personalize the training they’re doing for each individual student.
The way they’re building Pilot Training Next allows the student pilots to learn in a simulated immersive AI and VR environment with an individualized training methodology, which really speeds up the learning process.
I think you’re going to see more growing in that area. We’re looking at trying to apply that for maintenance. We’re also looking at other avenues to try to capitalize so we’re better able to train the workforce in a timelier manner.
Airman magazine: You have a lot of experience in your resume in the test community. How do you see the community evolving for the speed of relevancy?
Gen. Bunch: So there are a lot of initiatives here. One of the things we did in my previous job was take the test community leadership to Silicon Valley to expose them to how commercial industry tests software. The goal was to figure out what can we change within our initiatives to be able to test software more quickly to support Agile development ops, secure DevOps and to push things out into the field faster.
That’s now something we’re working on. We’re changing our philosophy. We’re working with the operational test community to set that up. Another area that we’re looking at is how do we combine more developmental tests and operational tests earlier in the process? Gen. Mike Holmes [Commander, Air Combat Command] and I have kicked off an initiative to look at that. We’re looking at how we could combine our developmental tests and our operational tests so that we’re getting more data quicker. We can streamline the amount of testing. We can save costs. We can get things into the field more readily.
There are a lot of great strides going on at the Air Force Test Center with Maj. Gen. Chris Azzano about how do we test things in a more rapid manner. He’s asking the questions: How do we not over test? How do we use digital enterprise, model-based systems engineering? How can we utilize that digital enterprise to get after some of that testing so that we don’t have to do everything in open air and repeat things?
The worst answer you can give me is, “Gen. Bunch, we got to test this much because that’s how we’ve always done it.” That is not a good answer. So anybody out there, that’s not a good answer to give me. There are certain things we’ve got to go test. We want to make sure that it’s safe for the Airmen we’re putting in harm’s way. We want to make sure that they have a good product. But we are making a lot of strides at relooking at how we do our test enterprise.
Staff Sgt. Ruth Elliot, 412th Medical Group, takes a selfie with Gen. Arnold Bunch, Commander, Air Force Materiel Command, at Edwards Air Force Base, California, Oct. 18. Elliot was a presented a commander’s coin by the AFMC commander.
(U.S. Air Force photo by Giancarlo Casem)
Airman magazine: What has been some of the most rewarding part of your career?
Gen. Bunch: From what I’ve done in the military, I go back to all I’ve ever really wanted to be was a commander and work for Airmen. I firmly believe in servant leadership and that the commander works for everybody in the organization. Right now I work for more than 80,000 men and women within AFMC, the Airmen making the mission happen every day and doing all the hard work. Getting to talk with them, getting to watch them grow and feeding off of their energy is the most rewarding thing I get to do every day.
If you listen to some of our young Airmen when they talk about the great things they’re doing or you watch them respond in a time of crisis with what they do, if that doesn’t put a smile on your face and make it great to put the uniform on every day then you probably got a problem and it may be time for you to go find something else to do.
To me, just the interactions with the our people and watching our Airmen succeed and watching them do the mission every day with the passion they do is just remarkable for me.
Airman magazine: What would you like to say directly to the Airmen of AFMC?
Gen. Bunch: So for the Airmen of AFMC, thanks for what you do each and every day, your wartime mission makes us successful. Remember that what we’re doing is critical to the war fighter and remember that we are the most important major command within the Air Force. If we’re going to achieve the National Defense Strategy and if we’re going to drive to the Air Force We Need, we’re the ones that have to succeed. If we don’t succeed then the Air Force can’t succeed. Remember, the programs and systems we’re working to sustain and test is to make sure America’s most valued treasure, our sons and daughters we send into harm’s way, have the technological advantage they need to do their mission supporting our nation’s defense and to come home safely.
This article originally appeared on Airman Magazine. Follow @AirmanMagazine on Twitter.
Airmen at aircraft maintenance squadrons around the service have begun innovating with new scheduling, accelerated hands-on training courses, and virtual reality simulators to get new maintainers proficient quickly; keeping more aircraft ready to fly and improving operational readiness.
We begin a continuing series of video vignettes at Travis Air Force Base, California, highlighting airmen who are successfully closing the aircraft maintainer experience gap.
Growing his replacement
Senior Master Sgt. Ryan Flynn, a 60th Aircraft Maintenance Squadron assistant aircraft maintenance unit supervisor at Travis Air Force Base, California, is responsible for the approximately 300 personnel keeping 18 C-5M Super Galaxy aircraft mission-ready.
It is one of the Air Mobility Command missions that never sleep.
“Our mission never stops,” Flynn said. “We are 24/7 and 365 days a year. The demand for rapid air mobility is constant and is never going to stop.”
While the operations tempo has been fierce over the past decades of combat operations around the globe, Flynn, a 19-year veteran of the aircraft maintainer career field, plans to reenlist and shape the maintainer force of the future.
“My job is to create my replacement… There is an influx of new airmen that is putting a stress on the (noncommissioned officer) tier. They have gone from supervising two airmen to three, four or five. So, that means I am here at 0600 every day, catching the young staff and tech sergeants coming off night shift and those going on day shift and checking in with them; making sure I am approachable,” Flynn said.
He utilizes the ups and downs of his own career maintaining B-1 Lancers and C-17 Globemaster IIIs and teaching electronic warfare navigation systems to relate to and support his NCOs and junior airmen.
“With this abundance of new airmen, it’s very important to explain to them that this is not a ‘One Mistake Air Force,'” Flynn said. “It is not only my job to set standards and expectations, but to talk to them about their mistakes, help them correct it and build them back up. I try to pass on everything I have learned, mistakes and successes, through those daily encounters.”
“There was a point in my career where an NCO stuck his neck on the line for me. He said, ‘airman Flynn is an asset to the Air Force and we should retain him.’ I haven’t looked back since. Immediately following that I got my assignment at McGuire (AFB) and taught two different career fields across multiple mission data sets for C-17s and C-5s. I definitely believe failing forward is a positive thing and that NCO sticking his neck out for me has made me want to do it for others.”
Waypoints for success
“I really want to get my degree and go the officer route. If given the choice, I definitely would become an aircraft maintenance officer. I would come right back here,” said Airman 1st Class Raeqwon Brown, a 60th Aircraft Maintenance Squadron C-5M electrical and environmental specialist.
That’s a big dream for an airman that has only been on the Travis Air Force Base, California, flightline for a few months and is still working on completing the core 5-level tasks to become a journeyman maintainer.
Yet, Brown’s supervisor, Staff Sgt. Jonathan Dantuma, is committed to turning that dream into an achievable goal.
“My immediate goal is to get him trained up to be a highly proficient maintainer, but the ultimate goal is to keep motivated airmen like him in the Air Force,” Dantuma said.
“That is the good part of all the new maintainers coming in from tech school; I get to train new maintainers the way I know they need to be to benefit to the mission. … If he is willing to put in hard hours and focus every day on learning the aircraft and procedures, then I will help him map out the steps he needs to take to become an officer.”
It is just the kind of support that has Brown feeling as if he has found a home.
“It is a great reassurance to know that a noncommissioned officer would even consider showing you the waypoints to getting a degree and becoming an officer. … Even in the short amount of time I have been in the maintenance realm, I feel this is what I would want to do for the rest of my career,” Brown said.
A1C makes good
Airman 1st Class Caitlin Good is a KC-10 Extender crew chief assigned to the 660th Aircraft Maintenance Squadron at Travis Air Force Base, California.
According to her command, since her arrival to the unit in July 2018, Good has excelled.
She’s excelled so much that, with the assistance of supervisors, other noncommissioned officers and experienced airmen, she was 100% complete with her 66 core 5-level upgrade tasks in three months.
“From day one, it was support from the supervisors on my team and the other airmen that have been here for a long time. We’re the same rank, but they have a lot more knowledge and experience. They were all a big help to me,” Good said.
“The NCOs made sure that I was there and I was seeing it, doing it hands-on and doing it frequently. Just a lot of repetition, making sure that I did something over and over again to make sure I got it.”
As a result, Good was granted a unique waiver from attending the four-month long Maintenance Qualification Training Program, which all newly-assigned crew chiefs normally go through.
In addition to her already stellar performance, she was selected to join the ranks of flying crew chiefs, which most airmen do not accomplish until two or three years into their first KC-10 assignment.
She continues to excel by helping close the aircraft maintainer experience gap; spreading her knowledge and experience to waves of new airmen filling out the career field.
“There is a lot more pressure because you are a 5-level now. You’re expected to be in a leadership role,” Good said. “We just got a fresh new group come in from our first phase of training at the Field Training Detachment.
“When we catch a jet, I’ll tell them and show what we do and some tips that I’ve learned to make the job quicker and more efficient. Basically, just passing on what I’ve learned to the new group that’s coming in, and there are three more groups coming in after them. But, I get more repetitions as I train them and try to be an example for them, trying to be kind, be patient, just like everyone has been with me.”
This article originally appeared on Airman Magazine. Follow @AirmanMagazine on Twitter.
All good things, inevitably, come to an end. Whether you were counting down the days until you had your DD-214 in your hands or you stubbornly got your retirement paperwork after giving everything you had to Uncle Sam, there eventually comes a time for you to lace up your boots for the very last time.
That’s neither a good thing nor a bad thing — it’s just a thing. But your time in uniform has forever changed you. What life has in store for you after service is no one’s guess, but wherever you find yourself, know that you’ve still got a fire inside of you that will never die.
Being in the military really teaches you that motivating others isn’t always a matter of throwing a flashy office party. It can be something as small as a well-timed “good job” or expressing interest in someone’s well-being.
You’ll still conduct yourself like the troops
The Marines have a saying: “Once a Marine, always a Marine.” There’s a lot to that statement, but in one sense, it can be applied to everyone who served in the Armed Forces. There are a lot of things that you pick up in whichever branch you served that just won’t ever fully go away.
You’d be amazed at how far punctuality, polite greetings of the day, and standing up straight will take you. Shy of your ability to do whatever job, employers want someone who’s going to work well with a team, communicate effectively with others, be willing to take charge, and have the guts to make impromptu decisions that will benefit others and the company.
No pressure, but your guys are all crossing their fingers for your success. Don’t let them down.
Your passion and drive comes from within
It really doesn’t matter what you end up doing for a living after you’ve transitioned back to civilian life. You could get a job doing pretty much the same thing you were doing on the green side, you could use the GI Bill to learn a trade you always wanted to pick up, you could even try your hand at something artistic. It’s your life, and you’ve earned the right to pursue whatever you’re passionate about.
Want to open up an auto shop in your old hometown? Open it and give it your all every single day. Are you gifted in computer work after being a computer guy in the Army? It’s a damn fine job, and you’ll be great at it. Heard the jokes about the LT getting a degree in underwater basket-weaving and want to give it a shot? You will be the best damn underwater basket-weaver the world has ever seen.
Why? Because your leaders instilled in you a mission-oriented mindset. That’s what separates you from the “I might” or the “I could” people of the world. Your NCO made you into an “I will” kinda person.
What seems like simply reaching out your hand to someone will make a world of difference to everyone else.
You’ll never lose that will to help others
Where life takes you still doesn’t really matter. Wherever you find yourself, you’re still going to go out of your way to selflessly impact the life of another person. It doesn’t matter if you open a veteran-owned nonprofit to help the troops or you’re just taking care of the grandkids in your cabin hidden in the woods. You’re always going to strive for something bigger than yourself.
This is because veterans have always been taught to think of “one team, one fight.” Everyone may be fighting to reach the top, but you’ve got to help out your squad if they’re not able to reach the goal.
Whether your metaphorical squad in the outside becomes your coworkers, your family, or the entire veteran community as a whole, you’re always going to fight to help bring them up.
You’ll always find someone new to share a laugh with. Hell, even just telling civilians about some of the funny stuff we did is a great way to break the ice.
Your brotherhood with your fellow troops will last forever
Everyone you’ve ever met, from your squad mates to that admin clerk you occasionally bumped into before formation, will stay with you always. Even if they are no longer with us, the good times you had together will keep bringing a smile to your face whenever you’re alone in the sometimes-unforgiving civilian world.
When times got rough in the military, your brothers and sisters were always just a knock on a barrack’s room door away. Now they’re on, what seems like, the other side of the world. But are they really? It doesn’t matter if it’s been years, we all have someone we served with that we can call at a moment’s notice to talk to. We all swore to give our lives to protect our brothers and sisters in arms — answering a phone call is leagues easier.
Nearly every other veteran will embrace you as their own if you’re in need of a hand. Even civilians can occasionally earn that level of trust and respect if you let them into your new “squad.”
Stay the course, my friends.
You’re always going to be the flag bearer for the Armed Forces
Fewer people are enlisting in the Armed Forces than ever before. Fewer people have relatives that served, and it’s astounding how many people have never interacted with a veteran. That sucks for Uncle Sam trying to fill out the formations, but that gives you the advantage.
There’s no denying it. Finding your place in the civilian world will be hard, and there’s no road-map to follow. It will get lonely at times. Just keep holding onto that flag and others will see you for your true worth. Just as the flag-bearer in wars of old inspired the troops, you will, too. It will also help other vets find you in hopes of rekindling the camaraderie we all once had in the barracks.
You’re not the first person to ever leave military service, and you’re not going to be the last. Let it be your guide, even if you don’t know where you’re going.
North Korean leader Kim Jong Un, the man who has held Asia on the brink of nuclear war for years, was loudly cheered and celebrated as he made his way around Singapore on a night out.
Around Singapore, media outlets stood perched and ready to catch a glimpse of the young leader as he toured the city’s finer establishments. Meanwhile, US President Donald Trump has not been seen outside since getting off his airplane, as he crams for June 12, 2018’s summit.
Video taken at the Marina Bay Sands hotel and shopping center shows Kim heading in and likely up to SkyPark, the famous rooftop of the iconic hotel.
SkyPark features swimming pools, bars, and restaurants and is a big tourist attraction.
Hear the enthusiasm in the room as he enters:
Kim has lived in North Korea much of his life, and didn’t leave the country between 2011 and early 2018, when he went to Beijing to meet Chinese President Xi Jinping.
Kim was also photographed with Singapore’s minister of foreign affairs in what’s likely the first selfie of his life.
Kim lives under constant fear of assassination, as the administrator of a state that keeps untold thousands in political prisons while it seeks to threaten the world with nuclear weapons. He likely hasn’t had many nights out on the town like this.
Coronavirus lockdown changed a lot — especially a parent’s relationship with their kids. The situation brought families together, asking them to be nimble in how they reacted to the new normal and how they relate to one another. This closeness allowed parents and children to get very cozy, and view one another from new vantage points. We all learned something new about one another.
So, what did parents learn about their kids during lockdown? That’s what we wanted to know. The 17 men who responded to our request spoke of both positives (they discovered hidden passions and quiet strengths) and negatives (a child’s penchant for the dramatics; signs of bullying). All of these realizations led the men to take a harder look at what they need to do to encourage the positive and offer better examples to deter the negative. All lessons contain power. Here’s what they learned.
I Learned to Play
“I started playing Fortnite during quarantine. I feel like I didn’t have a choice, because we have two boys and it’s around all the time. So, I just gave it a whirl. I mean, I was a pretty big gamer growing up. Tony Hawk’s Pro Skater was my jam. I even won a tournament in college. So, I asked if I could try it out, and my kids were equally excited and embarrassed, I think. But, I picked it up pretty quickly, and I think that surprised them. It was actually really nice to learn they thought I was pretty good at it, not to brag, because as silly as it is, I get that it’s an important part of their lives.” – John, 38, Maryland
I Realized That My Kids Are TattleTales
“I didn’t realize my kids were such tattletales. They’re twins, both fourth graders going into fifth. A boy and a girl. And I’ve learned about each and every single marginally bad thing each of them has done for four months…from the other one. It’s annoying. It’s obnoxious. And, really, it’s upsetting. They play this weird power game as siblings where they try to bury each other in trouble to make themselves look good. So, my brain will fast forward 20 years and think, ‘Are they going to be like this when they have jobs? Are they going to be the scheming, backstabbing people I work with and loathe?’ Maybe I’m overreacting and it’s a normal kid thing. But it’s been a really negative eye-opener so far.” – Marty, 36, North Carolina
My Kids Are Risk Takers
“I think my kids and I have done more hiking and exploring in the past few months than we have in our entire lives. It’s been really, really great. We weren’t an inactive family, but we all could stand to get some exercise. And there are plenty of beautiful parks and preserves right near us that I’m ashamed to say we’ve never even been to. I’ve learned a lot about my kids through our adventures. They’re risk-takers, and animal lovers, and really respectful of nature. That was all a big part of my childhood, and I’ve definitely lost sight of how much fun it can be. I’m glad we’re able to do this together.” – Kirk, 36, Ohio
My Kids Have Lost Faith in My Parenting
“My kids are having a hard time believing that it’s unsafe to go outside. Of course they do, right? Two teenage girls who think they’re being ruled by the Iron Curtain. I try to explain to them that this is a serious situation, and that people are dying. But it’s really in one ear, and out the other. They see people on Facebook out and about, at the beach, at restaurants, and they whine and whine and whine about how we’re being unfair. They point to the loosened restrictions all over the country and say we’re just being mean. It’s the same conversation every day, and it’s exhausting.” – J.D., 42, New Jersey
I Learned My Son’s Passion — And Learned With Him
“I know they teach coding in school now, but I never really understood what that meant. So, as my son was finishing up his school year, I took an interest in helping him with that subject. I’m not traditionally a very left-brained person, which it seems like you have to be to understand coding, so learning it at a 5th grade level actually helped. I’m not ready to build my own website yet, but the best part has been watching him teach me. Because he’s really into it. And I can see the passion and excitement when he’s like, ‘No, Dad, this is how you do it.'” – Thomas, 43, California
I Realized My Daughter Is a Master Manipulator
“My daughter is 14. I try to be aware of her social life, if not exactly active in it. Seeing how she interacts with some of her friends – especially some of the boys in her class – is kind of appalling. She plays them against each other. She talks about them behind their backs, and then lies to their faces. It’s really unsettling. I’ll admit, I’m not at my ‘Best Dad’ level right now, and I’m really struggling with how to proceed. Part of me thinks this is kind of normal, she’s a teenager, drama, and so on. But, I don’t want her to grow up thinking what she’s doing is a desired skill.” – Craig, 42, Connecticut
We Brought Back Old Traditions
“Movie nights are something we used to do when the kids were little. As they’ve grown, though, they’ve gotten interested in stuff that sort of gave movie nights a backseat. My oldest son is a freshman in college, so he’s just gone and out of the house. My younger son is in high school, so he’s just too cool for everything. I think our first quarantine movie night was about six or seven weeks ago, with Raiders of the Lost Ark, and we’ve been doing them ever since. It’s definitely not the same as when they were little, but it’s a new spin on one of my favorite traditions.” – Jack, 46, New York
I Found Out That My Son’s a Bully
“I overheard my son playing video games one night. I’m not sure who he was talking to — like if it was a friend, or someone random he was playing with online — but the shit coming out of his mouth? Man. He was calling the other kid a pussy, telling him he sucked, and telling him he was going to kick his ass. It was different than trash talk. I get trash talk. This was, like, venomous. And mean. I mentioned it to my wife, and we’re still trying to curb it. I didn’t want to lose my cool and flip out on him, because I figured that would just alienate us more. So it’s more subtle reminders about how not to be an asshole. My biggest worry, honestly, is that he’s going to get his ass kicked in real life if he keeps talking like this to the wrong person.” – Chad, 38, Rhode Island
Mask-Making Has Given My Son Purpose
“I learned that my son has fully embraced the new normal of mask wearing, so much that he even learned how to sew his own online. So, now it’s become kind of a family thing. The first thing we bonded over was me giving him a bunch of my old t-shirts to use for practice. And now, he’s like our family’s own custom tailor. We have to be careful shopping for fabric, but he’s really, really into it. Like he knows which fabric will be the most comfortable, most breathable, and all that. He’s made some for his friends. Seeing him become so fascinated with it, and skilled at it, has been really cool. And it’s given our whole family something small and fun to bond over during these crazy times.” – Jason, 37, Ohio
I Caught My Daughter Drinking
“It was so dumb. She’s 14. Before lockdown, I learned she was drinking at a party with her friends, and we had it out. But this time, during quarantine, she snuck into the fridge and grabbed two beers to drink while she was FaceTiming with her stupid boyfriend. The actual drinking part didn’t bug me so much. I probably started drinking around that age. It’s more the boneheadedness of one, doing it in the house, and two, doing it to impress her boyfriend. I thought the quarantine might actually be a good chance for her to reset and reevaluate some of her relationships and choices, but we’ve been here for more than three months, and it looks like we’re right back where we started.” – Aaron, 43, Ohio
My Kids Bonded With My Co-Workers
“My wife’s job is a little less flexible, and we can’t bring in a babysitter, so I have to keep the kids with me a lot during the workday. The people I work with have really embraced it. The kids will pop up on the screen to wave to everyone. All my coworkers ask them what they’re up to and how they’re doing. They’ve almost become unofficial mascots at this point. I’ve been taking screenshots and pictures of them talking to my colleagues, so I hope that they’ll get a good laugh out of it when they’re older. They’re really excited to be able to meet some of the people in person one day.” – Ken, 35, Arizona
We’ve Become Dog People
“We adopted a dog from our local rescue about two months into lockdown. She’s been an absolute blessing for the family. I remember the day pretty vividly. Our kids hadn’t been pestering us about getting a dog, but they all came up to me and my wife one day and asked if they could get a puppy. We figured there wouldn’t be a more perfect time than when we were all at home, able to watch it, train it, and care for it. So we went and adopted Sadie. She’s a handful but, after seeing the kids with her, I’ve learned that they’re all capable of handling the responsibilities, and that they all have incredibly big hearts.” – William, 34, Michigan
My Kids Are Dangerously Content
“I’m not saying I’m Mister Motivated all the time, but it’s really scared me to learn just how content my kids are with doing the absolute bare minimum when it comes to…everything. I get it, the landscape of everything has changed. Especially school and education. But seeing how lazy my son and daughter have both become is unnerving. Like, even though we’re locked down, you can still do stuff. You can still seek to improve yourself, explore new hobbies, and figure out how to navigate a difficult situation. They’re not interested in any of that, and they keep blaming the pandemic. Maybe that’s why it’s so scary – I worry that this is going to be a hard habit to break once things go back to normal.” – Patrick, 39, Kentucky
I Realized How Creative My Kids Really Are
“I’ve learned that both of my kids love origami. I had absolutely no idea. They said they found a book in their school library, started making stuff, and just really got into it. They’ve shown me some of their creations, and I’m blown away by the precision and detail of everything. I talked to them about why they enjoy it so much, and I really think I got a better insight into how their minds work. They love the structure, the exactness, and the possibilities origami offers. It’s early to tell if this is just a phase, or something more long lasting, but maybe this discovery will help guide their interests in the future?” – Brian, 37, Pennsylvania
I Found Out Just How Compassionate My Kids Are
“Kids don’t get enough credit for their capacity for empathy. I overheard my daughter – she’s 10 – talking to her friend on FaceTime, and her friend was saying how scared she was about all of this. My daughter kept reminding her that everything will be okay, and said that she understands. It really melted my heart. I told her I eavesdropped, and that I was proud of her. As parents, I think we underestimate our kids when it comes to those more ‘mature’ feelings. But, they can surprise us when we least expect it. And, especially during a time like this, I’m overjoyed to know that this is how my daughter is reacting.” – Nicholas, 39, Nevada
I Realized My Daughter Is Unpleasant to Be Around
“Before COVID, my wife and I both worked during the day. So, we were present in our daughter’s life, but definitely not to the extent that we’ve been for the past few months. Our daughter is 12, and I swear to God she acts like a fucking Real Housewife. She makes things about her, victimizes herself when something doesn’t go her way. It hurts my heart to say, but she’s pretty unpleasant to be around a lot of the time. Now that we’re seeing it day in, day out it’s clear what a problem she’s become. I don’t know how we’re going to get out in front of this one, honestly. Time will tell.” – Justin, 38, Indiana
I’ve Tried to Be as Understanding As Possible
“The hardest thing I’ve learned about my kids during lockdown is that they’re processing this whole situation in a way that just seems hopeless. And, to be honest, I empathize. Hope is really, really hard to find in the world right now. It pains me as a father to not be able to comfort them with at least some degree of certainty, and I really wonder if this is going to be the start of something more serious, like depression, anxiety, or other mental health disorders. That’s all unfamiliar territory for me and, like I said, I don’t blame them for feeling this way. Our relationship as a family has ebbed and flowed. Some days it’s been good, but many days it’s just drudging through each day trying to figure it out. It’s really scary.” – Michael, 40, California