The Green Beret Foundation is the premiere benevolent organization dedicated to the Special Forces soldiers and their families. The organization is now poised to do even more thanks to its newly announced Veterans Services Organization accreditation by the Department of Veterans Affairs.
The Green Beret Foundation’s accreditation by Veterans Affairs is an accomplishment that GBF is extremely proud of. At this time, it is the only special operations charity to hold the distinction. The organization recognizes the deep impact and importance the accreditation offers and leadership states that they look forward to being able to greatly expand their ability to serve.
“The overall health and wellness of a Green Beret and their family is our priority, and this accreditation is a testament to our expertise and level of support as the premier benevolent organization in the Special Forces community,” Brent Cooper, Executive Director of GBF shared.
While the GBF has been supporting its Special Forces soldiers with their needs from the VA for some time, its hands were tied with how much help they could give in many areas. With the new accreditation, the GBF can now walk alongside its soldiers throughout the entirety of the VA claims process, which is known to be cumbersome and difficult to navigate even with support.
John Armezzani is the Veterans Services Director for the claims process with the VA. In a statement posted to the GBF website, Armezzani shared that, “This process, which may range from initiating claims to carrying them through VA and Board of Veterans Appeals hearings when necessary, will greatly enhance the capability of the GBF and its Next Ridgeline program to provide unique assistance throughout the life of our Special Forces veterans.”
One deeply impactful way the Green Beret Foundation’s accreditation will help is by being able to more fully support its soldiers as they leave the military. “This [accreditation] allows the GBF to expand it’s Transition Assistance Program from providing general informational briefings on benefits to filing the benefits claims for those separating service members,” Armezzani explained.
Not only will the organization be doing more to ensure its Special Forces soldiers receive the support they may need as they get out, but it will be able to be there throughout issues of hardship too. “GBF now has the ability to provide benefits assistance to Green Berets with life events such as change of career or in the event of a catastrophic health event. This includes dependents too,” Armezzani stated.
As the Special Forces soldiers from the Vietnam War era continue to age, their needs will most likely increase. The VSO accreditation will allow the GBF to step in and support these honored veterans by being their voices in the benefits claims process. “Inherent in this accreditation is the ability to provide benefits assistance to our legacy holders from the Vietnam era as they enter into the twilight of their lives,” Armezzani said.
Perhaps one of the most impactful parts of the announcement is the ability for the GBF to now represent its Special Forces Soldiers in the appeal process. “We will be able to represent Green Berets in appellate actions before the Board of Veterans Appeals when they disagree with a VA decision,” Armezzani said. No longer will they have to fight appeals without support, the GBF will be right there with them and will fight to ensure they are heard.
The ultimate goal of this newly-expanded program is to be able to install a representative at each location where a Special Forces Group is located. This will all be made possible through the generosity of donors and future fundraising efforts.
The Green Beret Foundation remains committed to ensuring that every single Special Forces soldier is not only honored for their service to this nation but also cared for the way they deserve. Although the VA VSO accreditation is an impressive and important feat to have achieved, GBF is ready to do even more.
If you haven’t heard, the generous folks at Amazon are celebrating Veterans Day with the best discount ever: $40 off your Amazon Prime membership. For those of you doing the math at home, that’s 32% off. Free two-day shipping (and sometimes one-day shipping and in some locations, even same-day shipping) on all your favorite things like paper towels, and furniture, and clothes and, well, everything, should be enough to entice you to take advantage of this incredible deal.
Turns out, there’s more to Amazon Prime than just free shipping. Here are 6 other benefits to this incredible service. Alexa, sign me up.
If you are a Prime member, you can set up Amazon Household. You can add one other adult and up to four teenagers and four children on your Prime Household. That means everyone gets to take advantage of the awesome perks. Here’s how to create your Household.
Through Household, your teens can shop til they drop without actually spending any money. That’s right: you have approval powers. We both know a trip to the mall with the fire-monster that is your 15-year-old daughter will be an entree of eye-rolling served with a side of teenage angst. Skip the dressing room battles and let that person who used to love you pick out her own damn clothes. And then veto and approve with the judicious powers that only a mother or father could have and love.
So your teenager has picked out eight pairs of jeans, and you’re going to let her keep one. With Prime Wardrobe, she can try all of them before she buys.
Mandatory fun coming up? Order all the dresses or pants in the land without spending a dime. Yep, order up to eight items at a time, only pay for what you keep, and the returns are free and easy. And you never have to leave your house.
With more than two million songs and curated playlists, listening to your favorite tunes just got easier. Download the Amazon music app and listen offline.
Set your shopping guilt aside and tell yourself that you’re doing it for a good cause with AmazonSmile.
“AmazonSmile is a simple and automatic way for you to support your favorite charitable organization every time you shop, at no cost to you. When you shop at smile.amazon.com, you’ll find the exact same low prices, vast selection and convenient shopping experience as Amazon.com, with the added bonus that Amazon will donate a portion of the purchase price to your favorite charitable organization. You can choose from over one million organizations to support.”
See, shopping for yourself is a good thing.
Jack Ryan isn’t going to watch itself. Neither will the Marvelous Mrs. Maisel, the entire Suits series, countless Disney movies, or thousands of other shows, all included with your Prime membership. Best part? With the app you can download all of these to watch offline. Alexa, book me a cross-country flight.
More of a binge-reader than a binge-watcher? Good on ya. Prime has something for you, too. Prime Books gives you access to thousands of books that you can read on your Kindle (or through the Kindle app if you don’t have a separate device). You is smart.
There are countless benefits to having an Amazon Prime account. Take advantage of this weekend’s discount and live your best life, one Prime perk at a time.
Bill Withers died earlier in the week from complications from heart disease at age 81. Withers was known for his amazing vocals, soulful songs and was one of the best soul singers of all time. He was also a veteran of the United States Navy.
His death has resulted in an outpouring of mourning and grief from singers, artists and fans cross the world.
Regarded as one of the best songwriters of his generation, his influence has been seen in multiple genres of music and generations of artists. Withers gave us such classics as ‘Lean On Me,’ ‘Ain’t No Sunshine,’ ‘Grandma’s Hands,’ ‘Just the Two of Us’ and ‘Lovely Day.’
But there is one song that really resonates with veterans. In 1973, Withers released a song he had written while America was still involved in Vietnam.
Withers was born July 4, 1938, in Slab Fork, West Virginia. He was afflicted with a stutter from the time he was a child. He enlisted in the Navy at 18 where he served as an aircraft mechanic. He had good reason for wanting that field.
Withers told Rolling Stone, “My first goal was, I didn’t want to be a cook or a steward. So I went to aircraft-mechanic school. I still had to prove to people that thought I was genetically inferior that I wasn’t too stupid to drain the oil out of an airplane.”
While he was in the Navy, he was able to do speech therapy so he could stop stuttering. In fact, he stayed in the Navy as long as he could so he could work on his speech. He overcame his stutter using various techniques while also developing an interest in singing and songwriting. After nine years of service, he was discharged in 1965 and moved to Los Angeles to try and break into the music business. Withers worked for the aviation industry during the day while playing local night clubs at night trying to get noticed. His hard work paid off, when in 1970, he was signed to a record contract. His first album came out a year later and his career took off shortly thereafter.
After a couple of years of hits, Withers would write and perform a song that would be hailed as one of the most poignant songs about veterans and the war in Vietnam.
“I Can’t Write Left-Handed” was written from the perspective of a wounded warrior. It wasn’t a political statement, it wasn’t self-righteous, it wasn’t inflammatory. It was simply what he thought Vietnam Veterans went through and what they were going to go through. It was one of the first songs to touch on the mental anguish and post traumatic stress many Vietnam Veterans experienced in the years after the war.
Withers opened the song with a spoken intro….
“We recorded this song on October the 6th. Since then the war’s been declared over. If you’re like me you’ll remember it like anybody remembers any war: one big drag. Lot of people write songs about wars and government … Very social things. But I think about young guys who were like I was when I was young. I had no more idea about any government, or political things or anything. And I think about those kind of young guys now who all of a sudden somebody comes up, and they’re very law-abiding, so if somebody says go they don’t ask any questions they just go. And I can remember not too long ago seeing a young guy with his right arm gone. Just got back. And I asked him how he was doing. He said he was doing all right now but he had thought he was gonna die. He said getting shot at didn’t bother him, it was getting shot that shook him up. And I tried to put myself in his position. Maybe he cried, maybe he said…”
The lyrics then tell us the story of the man with a missing right arm.
I can’t write left handed
Would you please write a letter to my mother Tell her to tell the family lawyer Try to get a deferment for my younger brother
Tell the Reverend Harris to pray for me, lord, lord, lord I ain’t gonna live, I don’t believe I’m going to live to get much older Strange little man over here in Vietnam, I ain’t never Bless his heart I ain’t never done nothin’ to, he done shot me in my shoulder
Boot camp we had classes You know we talked about fightin’, fightin’ everyday And lookin’ through rosy, rosy colored glasses I must admit it seemed exciting anyway But something that day overlooked to tell me Bullet look better I must say Rather when they comin’ at you. But go without the other way
And please call up the Reverend Harris And tell him to ask the lord to do some good things for me Tell him, I ain’t gonna live, I ain’t gonna live, I ain’t gonna live to get much older Strange little man over here in Vietnam, I ain’t never seen, bless his heart I Ain’t never done nothing to, he done shot me in my shoulder
After a long career with many hits, Withers withdrew from the music industry. He felt that he was too old and that touring and performing were a young man’s game. Withers will go down as one of the true icons of soul and one of the best vocalists of his generation. Let us also remember him for his service to our country as well as using his talent to give a voice to those who served in Vietnam. Rest in peace, Sir.
Pearl Harbor survivor Lauren Bruner was laid to rest aboard the sunken remains of the USS Arizona with the help of two Army divers in diving gear from the period.
Army 7th Dive Detachment Divers SSG Fred Bible and SPC Julio Melendez wore lead boots and a drysuit — weighing a total of 220 pounds — and the last two Mark 5 vintage hard hats certified for operational use on the dive.
Bruner, who died on Sept. 10, 2019, at 98 years old, was interred on the wreck of the Arizona on December 7, the 78th anniversary of the Japanese attack on Pearl Harbor.
(Library of Congress)
After Bruner’s death, only three Arizona crew members are still alive today.
According to the Honolulu Star-Advertiser, Bruner survived the attack on the Arizona by going hand over hand across a rope stretched 70 feet above the harbor. Forty-four other survivors have had their remains interred on the ship, alongside their more than 900 shipmates who went down with the ship during the attack.
Bruner will be the last survivor to be interred on the wreckage, the Star-Advertiser reports; he was the second-to-last man to escape the flaming ship, according to CNN.
Attendees salute Bruner’s ashes.
(Mass Communication Specialist 1st Class Holly L. Herline/US Navy)
SSG Fred Bible and SPC Julio Melendez wore vintage diving suits to place Bruner’s ashes in the well of barbette number four.
Bruner suffered burns on 80% of his body, but went back into service after he healed. He served aboard the USS Coghlan in eight other battles against Japan’s forces, CNN reports.
US Army 7th Dive Detachment Divers SSG Fred Bible and SPC Julio Melendez interred the remains of Pearl Harbor Survivor Lauren Bruner amongst the remains of his fellow crewman on board the sunken USS Arizona.
(Screengrab/Sgt. Laura Martin/US Army/DVIDS)
The diving suits are similar to what salvage divers would have worn on salvage missions into Pearl Harbor.
The Mark 5 helmet and dive suit was used from 1916 until the 1980s, according to the US Naval Undersea Museum.
“In retrospect, it’s very historical and super-cool, but it’s kind of uncomfortable,” Melendez told the Star-Advertiser. “It’s super heavy and it’s kind of amazing to think that it took so long to kind of upgrade it.”
US Army 7th Dive Detachment Divers SSG Fred Bible and SPC Julio Melendez interred the remains of Pearl Harbor Survivor Lauren Bruner aboard the USS Arizona.
(Screengrab/Sgt. Laura Martin/US Army/DVIDS)
Underwater, Melendez and Bible walked about 200 feet along the wreckage of the Arizona before they brought Bruner’s remains to their final resting place.
While the Navy has performed this kind of ceremony before for other Pearl Harbor survivors, the divers have always worn modern diving kits.
“I think it was a really fitting tribute and I think it’s an interesting way to kind of close out the last of the interments — to have it done not only with the ceremony that we normally do, but to have historic hardhats like it would have been during the salvage in World War II,” Brett Seymour, the deputy chief of the National Park Service’s Submerged Resources Center, told the Star-Advertiser.
(Screengrab/Sgt. Laura Martin/US Army/ DVIDS)
“We’ve never done an interment with hardhats for sure,” Seymour told the Star-Advertiser.
“It was historical. I was left speechless, honestly,” Melendez told the Star-Advertiser. “It was a very in-the-moment experience. Just kind of taking it all in and realizing what we were doing and the history that’s being made and remembering Lauren Bruner and everything that he had done.”
This article originally appeared on Business Insider. Follow @BusinessInsider on Twitter.
Master Sergeant George Hand US Army (ret) was a member of the 1st Special Forces Operational Detachment-Delta, The Delta Force. He is now a master photographer, cartoonist, and storyteller.
Eyes roll at the sight of yet another transition story. We all get it; it’s hard to transition from military to civilian life. I have read many a story myself and note positively that everyone brings up a new eureka moment for me that I didn’t experience myself, but that I totally get. My transition story doesn’t boast any novel epiphany though it does come from the aspect of a career SMU pipe-hitter.
“You’re not on the pods anymore, Geo… you need to get off the pods and throttle back a bit. I mean not a bit but a whole, whole lot!” explained my boss, Conan, also from my same SMU in Fort Bragg, NC.
Pods refer to the two benches on the exterior of the MH-6 Little Bird helicopter on which two men on each side of the aircraft can ride into an assault scenario. To many of us, riding the pods into an assault objective hanging on with one arm and lighting up targets on the ground with the other arm was the penultimate of brash aggression and acute excitement of living life on the very edge.
(A complex brown-water insertion of a Klepper kayak. Photo courtesy of the author)
“SMUs will always be around, because no amount of technology will ever replace raw unadulterated aggression.” (SMU Squadron Commander)
I stood tall in my new office cubicle at my new job as a civilian, having just separated from the Service. My job/title was Project Manager. This was my new life, this square. “This is going to be great!” I pallidly promised my psyche. I fervently thanked the creator for the “shower door” on my cube that I could slide closed to prove to the world that I was not really there.
It was plastic, but it was translucent rather than transparent; that is, you could see through it, but only gross shapes rather than defined detail like… a shower door does. If a body were to remain very quiet and still, nobody could detect your presence in the cube. This thing I did fancy.
Carol from HR then stood in my open doorway in her blue office dress to welcome me and list the ground rules — the corporate culture of life in office cube city. She recited those edicts as they appeared chiseled in granite:
• “No, singing or playing of music;
• no cooking food;
• avoid speaker phones
• watch your voice volume
• deal with gas in the restroom
• always knock before entering a cubicle
• no “prairie-dogging”
In fact, whatever it is you find yourself doing in your cube for the moment just stop it!
“Er… no prairie-dogging? Yeah, so… what might prairie dogging be?” I posed.
“Well Mr. Hand, prairie dogging involves the poking of ones head over the top of one’s cubicle walls and… and looking around!” Blue-dressed Carol from HR became a blurred and indistinct pattern from the other side of my show door as I closed it in her incredulous face.
“Well, I never… I AM NOT FINISHED MR. HAND!”
I popped one’s head up over the top of one’s cubicle and explained: “Yes, yes you are finished, Ms. Carol from HR… and please watch your voice volume — TSK!”
Within the hour my shower door flew open and there stood Conan, face awash with concern.
“Woah, now that is a great, big, fat, bulbous-assed no-go here in cube city—entering without knocking… tremendous transgression, Conan!” I warned.
“There was a complaint about you from HR, geo…”
We talked. Conan was right, and there was no dispelling that. I apologized and thanked him. We shook hands as we always did when we parted or met. So with a crappy first morning behind me, I vowed to make the best of the rest. I headed to the break room for a cup of coffee to calm myself down.
(Low-profile office cubicles offer no substantial privacy)
I embraced the notion that there might be nobody in the break room, but my crest fell for there were a man and woman seated at a table enjoying lunch. The noon hour had crept up on me though I scarce remarked. I held my breath and went about for that cup of Joe.
Men are great around just each other, but they get stupid and inclined to comport themselves like jackasses whenever a woman is around too. This fellow saw that I was engaged in an action that was somewhat contrary to break room policy, and he began:
“Excuuuuse me there, partner… but you’re not supposed to…”
“SHUT UP; SHUT THE PHUQ UP, PARTNER!!” I delivered to the man without even turning to look at him, not fully knowing from whence my outburst came.
“I’m screwed!” I thought, “I didn’t check the volume of my voice!” unable to sort through the gravity of which coffee offense I had committed just then. It was not the volume that was the greater offense, rather the content of my delivery.
The woman left the break room immediately at a cantor. Partner remained for the mandatory tough-guy extra seconds, me leaning against the counter, staring at him all the while sipping my incorrect procedurally-obtained break room coffee. He then sauntered out with backless bravado.
My shower door flew open without a knock. Once more, I reeled at Conan’s blatant disregard for cube rules. I endured the pod speech strewn with constant “I’m sorry, Conan” interrupts. This time his speech contained a threat annex to it. I needed to take that seriously. We two shook hands, as we always did when we parted or met.
A few months ago I was riding on the pods doing 90 MPH hanging on with one arm like a rodeo rider, spitting jacketed lead at targets on the ground, sprinting from the touched-down chopper at full speed smashing through doors and lighting up all contents… now I was born again into a world where the penultimate cringe comes from the shrimp platter at the buffet not being chilled down to the proper 54-degrees (Fahrenheit).
I had to turn this thing around, but wasn’t sure how. I accepted my plight with this eight-word phrase, one that I came to lean on in countless occasions: “We’ll just have to figure it out tomorrow.” And so it went for the next 16 years there at that same job.
I didn’t have to re-invent myself as I feared, but I did develop a set of guidelines that would steer my path over the next more than a decade and a half. There were the company rules, and then there were my rules. My rules were better than the company rules. They were simple. Though I never formally wrote them down, I can list them still for the most part:
1. Don’t ever tell anybody what the real rules are
2. Don’t ever hurt anybody in the company or customer base
3. Don’t ever damage any company or customer property
4. Don’t ever wear corduroy pants on a day you might have to run many miles.
5. Don’t ever allow yourself to be stuck in a position with a boss who sucks.
6. Don’t ever cheat entering time into your pay invoice
7. Never litter
8. Never threaten another employee within earshot of a witness
9. Remotely bury any items that could get you fired or that you just don’t want to deal with
10. Never reveal the locations of buried items
11. Eventually, return all clandestinely-acquired tools and equipment
12. (most important of all rules) ALWAYS WORK ALONE!
(The author on left and teammate on right, lift off with an MH-6 for more gun runs, not giving one-tenth of a rat’s ass about the temperature of the shrimp platter.
(Photo courtesy of SMU Operator MSG Gaetano Cutino, KIA)
If 36 years in the Army hadn’t taught me that, then the culmination of the first two weeks of my job as the City Manager of Panama City, Florida certainly did. From Iraq to Afghanistan to posts across the U.S., I have been extremely fortunate to serve our country as an officer in the U.S. military – and thought I’d seen it all.
I was wrong.
With an impact like a hammer on a plate glass window, Category 5 Hurricane Michael struck the Florida Panhandle on October 10, 2018, with a force not seen since Hurricane Andrew leveled parts of South Florida 26 years earlier. And although I had accepted my new job in February – the city gave me a grace period so that I could finish my service in the Army, conclude a civilian job as a church business administrator, and donate a kidney to one of my fellow parishioners – nothing prepared any of us for this hurricane and its brutal aftermath.
Yet, even as the clouds parted and the enormity of the challenge ahead became clear, so too did the community’s resolve to take control of its future. Devastated as the city was, the sense of inspiration to rebuild Panama City with renewed opportunities for all was palatable.
From the outset, we adopted twin fundamental tenets: we would surpass the pre-storm status quo, and this initiative would only be successful if it was truly driven from the “bottom up” and not dictated from the “top down.” And every undertaking had to deliver tangible benefits to improve the safety and security, quality of life, vital infrastructure, and/or economy of the newly reimagined Panama City.
The series of citizen-driven public events we kicked-off in June 2019 to shape anew the city’s historic downtown and waterfront are perfectly illustrative of this effort. Neglected over the years, there was now a once-in-a-century blank canvass on which everyone in Panama City could paint. Embracing this opportunity, hundreds of neighbors joined the design teams to ideate around their vision, join the process via open microphone sessions, surveys, and hands-on work with maps to render a key part of the blueprint for a new Panama City. Earlier this year, we (virtually) staged additional events across other equally historic neighborhoods within the city.
Often, the simplest of statistics brings definition to particularly important, albeit unglamorous, accomplishments. As a case in point, in the 18 months following the storm we removed the equivalent of 40 years’ worth of debris (3.9 million-plus cubic yards) mostly in the form of downed trees and limbs, compared to a pre-hurricane average annual collection of 100,000 cubic yards per year.
Indeed, there is nothing more foundational to rebuilding a community than housing. I am especially proud of the almost million we secured in State funding to establish the ReHouse Bay initiative to help Panama City and Bay County residents secure affordable housing. With direct financial assistance of up to ,000 for down payments and closing costs, to repair and recovery aid, to help preventing foreclosure and short-term mortgage assistance, to short-term rental assistance, these programs are key to the city’s long-term vibrance and resolution to its acute shortage of housing stock. This effort has already provided help to more than 300 applicants, with hundreds more in the pipeline – and more than 5,000 houses currently in development or under construction.
Equally important, we’ve seen a surge in economic opportunities for our residents. Post hurricane, we have supported the opening of 436 new businesses, for a total of 3,288 – which is 171 more than existed before the storm.
With companies from Suzuki Marina Technical Center to Clark and Son Inc. moving to Panama City, existing employers like Eastern Shipbuilding expanding, Verizon inaugurating 5G service (making the city one of the first in the country equipped with this high-speed service), and the St. Joe Company announcing a long-term land lease to bring a new hotel and restaurant to the historic downtown waterfront district, the city’s growth is only accelerating.
For those who ask, “are we done yet?” – the answer is an unequivocal “not by a long shot.” Two years on from the storm, our community’s steadfast joy of hope for a better and brighter future simply wouldn’t permit this collective commitment to stall. Not even for a moment. We press on to become the Premier City in the Florida Panhandle.
Mark McQueen is the City Manager in Panama City, Florida. Prior to his service with the City, he spent 36 years with the U.S Army, retiring as an Army Major General.
This is Callie, the only search and rescue dog in the entire U.S. military.
Callie and her handler, Master Sergeant Rudy Parsons, are assigned to the 123rd Special Tactics Squadron, Kentucky Air National Guard.
Callie was “born” out of experience.
In 2010, a catastrophic earthquake rocked Port-au-Prince, the capital of Haiti. The impoverished country’s infrastructure doubled under the strain of the magnitude 7 earthquake, which caused apocalyptic devastation.
The US military responded in force to the aid of the tried Haitians. In that humanitarian effort, the Air Force Special Operations Command (AFSOC) played a big part because of their unique capabilities. More specifically, it was AFSOC’s Combat Controllers (CCT), who specialize in airfield surveys and air traffic control, among other tasks, and Pararescuemen (PJ), who are the Department of Defense’s sole specially trained and equipped search-and-rescue (SAR) unit, that contributed the most.
Master Sgt. Parsons was one of the Pararescuemen that deployed to the Caribbean nation.
“Local sources were telling people that there was a schoolhouse that had collapsed with about 40 children inside,” Parsons had said in a 2019 interview. “A team of special tactics Airmen went over and started looking through the rubble, just carrying these rocks off, looking for these missing kids. A few days into the search, (the Federal Emergency Management Agency) was finally able to land. They brought a dog to the pile and were able to clear it in about 20 minutes. There was nobody in that pile.
“It had been a couple [of] days of wasted labor that could’ve been used to help save other lives. It was at that time that we kind of realized the importance and the capability that dogs can bring to search and rescue. Every environment presents different difficulties, but it’s all restricted by our human limitations. Our current practice is: Hoping that we see or hear somebody.”
When he returned to the US, Parsons advocated and pushed for a search-and-rescue K-9 capability. In 2018, almost a decade after Haiti, his determination bore fruits and the Search and Rescue K-9 Program was created. The program aims to increase the effectiveness of Pararescue teams during natural disasters by pairing PJs with specially trained dogs.
The first, and only, canine to have been accepted in the program is Callie, a Dutch shepherd. What differentiates her from other military working dogs (MWD) and special operations military working dogs (SOMWD) is her ability to located people, injured or not, in adverse conditions. Whether it’s in a forest, collapsed building, or the wilderness, Callie can use her nose, senses, and body to go where humans cannot go easily. And in emergencies, time is of the essence.
To be operational, Callie, and any future SAR dogs, has had to qualify in a number of insertion methods that Pararescuemen use, such as fast-roping, mountain climbing and rappelling, and parachuting (both static-line and military freefall).
I’m a Green Beret, US Army Special Forces. Right after I earned my green beret and reported to my unit for this first time, I found out we were going to combat in a few weeks and I would be leading a team of older, battle hardened green berets into battle. My commander told me right before he introduced me to my team, “You’re in command now…. Do something with it.”
Now, I’m a veteran and I find myself wearing a few hats – I’m a business owner, Executive Director of a non-profit, and author. COVID-19 has really hurt my companies – all of my business contracts this year are canceled / postponed. I have lost hundreds of thousands of dollars. Its forced me to grow my hair out – I look like Moses from the ten commandments.
I’m sure a lot of you are in the same boat.
What do you do? Do you sit and wait for something good to happen? Do you close shop and use COVID-19 as an excuse for why you failed?
Or do you follow my company commander’s advice and do something about it?
Things are tough for everyone.
People are feeling uncomfortable to say the least.
Let’s be honest about who we are and what we are experiencing. That feeling of discomfort isn’t something we should hide or pretend we’re not going through. Let’s embrace this deliberate discomfort and be vulnerable. Most of the time, we put up a front – we fake it until we make it. We’re pretending to be someone we are not. COVID-19 has given us a beautiful gift. This is a time where there’s no more faking. Its just us – stripped down – stressed out – trying to hold it together.
No more pretending that everything is fine.
Here’s what I believe – If COVID-19 is affecting you, I believe that YOU can do something about your situation. I believe you can dare to win by getting comfortable being uncomfortable. I believe that its only through discomfort that we find solutions, learn, grow, and improve. It’s only through deliberate discomfort that you can achieve your full potential.
In the past 8 years, my company has worked with 13 x NFL teams, MLB teams, and numerous corporate clients to identify, assess, and develop the leadership behaviors required to win. We help them to do this by showing them the DELIBERATE DISCOMFORT mindset.
Now I appreciate that you may not have served in the military, but I know that at some point all of you realize that something needs to change. I hope that you don’t wait for something bad to happen to be the person you were destined to be.
There are a million “experts” out there telling you to seek comfort, to look for the easy path. I’m telling you the opposite. I’m telling you to seek discomfort. To take the road less traveled. To be vulnerable. To dare.
I am looking at COVID-19 as a blessing. I took my company commander’s advice and did something. I transitioned my business model to online training. One of the ways we reach our tribe is through our best-selling book, Deliberate Discomfort: How US Special Operations Forces Overcome Fear and Dare to Win By Getting Comfortable Being Uncomfortable.
If you want to learn more, Deliberate Discomfort is available in hardback and e-book on Amazon, Barnes Noble, and other book sellers. This week we are launching our e-book for a limited, one-week only .99 price.
Over the last five years, two professional athletes moved from Brazil to the United States, competed in an Ironman World Championship, married and graduated with honors from Navy boot camp.
Silvia Ribeiro, 40, and Rafael Ribeiro Goncalves, 39, were both born in Rio de Janeiro, Brazil, and they met while training for the same team. After years of triathlons and in sports, they said they felt it was time to offer their services to their new home, according to a recent Navy news release.
“I want to give back to the U.S. and what it represents,” Ribeiro Goncalves said in the release. “I spent my whole life competing or being part of projects that require really high performance, but it was always for myself.”
He added he realized later in life that what “really gets me going is when I’m part of something bigger than myself. Once I realized that, the military was the obvious choice.”
One year later, on Jan. 24, the couple graduated with honors from Recruit Training Command. Ribeiro earned the United Service Organization Shipmate Award for “exemplifying the spirit and intent of the word ‘shipmate'” while her husband was awarded the Navy Club of the United States Military Excellence Award for his enthusiasm, devotion to duty, military bearing and teamwork.
The couple moved to the U.S. in 2015 after their friendship blossomed into love as they spent long periods training on the bike, running and swimming.
“It was so hard in the beginning as we literally arrived with two boxes of belongings, our bikes, a couple of suitcases and only ,000-,000,” Ribeiro said in the release. “It was rough in the beginning but we went for it and competed professionally in triathlons.”
She proposed to Ribeiro Goncalves as he crossed the finish line at the 2015 Ironman World Championship in Kona, Hawaii. Their friends showed up with just a day’s notice to their wedding wearing swim parkas and cycling gear.
Several years later, Navy boot camp separated the couple for two months. They were assigned to separate divisions and recruit interaction directives keep them from talking to each other despite their barracks being less than 1,000 yards apart. To stay somewhat in touch, they used a mutual friend to relay updates on how each other was doing.
“The toughest part was to be away from him and not knowing how he was doing,” Ribeiro said. “We were training together and doing everything together, so it was very hard not having him by my side doing things together. He is everything for me.”
The two have a strong history of athleticism that came in handy with their time at boot camp.
Ribeiro Goncalves was on the Brazilian national swim team for 10 years, winning the Federation Internationale de Natation (FINA) 400-meter individual medley World Cup medals in 1998 and 2000. Ribeiro was a professional volleyball player who later became a professional triathlete.
“The main thing they teach us in boot camp is how to work under stress,” Ribeiro said. “I had no problems dealing with this because being professional athletes, we’re always under stress and we’re always tired. There was no single day where we were both not moaning about how tired we were when we used to train for the triathlons, so that helped us a lot.”
The two ran into each other once during their training, before they were supposed to go to a Navy Recruit Training Command board for evaluation for awards.
“They told me my uniform would be inspected too,” Ribeiro said after completing a 3-mile pride run with her division, “so when I turned the corner into the hallway, I was busy looking over my uniform and when I looked up — he was in front of me. I almost had a heart attack.”
She said they exchanged looks, and then they both winked at each other.
“We talked with our eyes: ‘I’m so proud of you. I love you so much.’ It was so hard not to cry,” she said.
Their success was not surprising to their friends.
Sailors Graduate From Recruit Training Command
“For them, it’s go hard or go home,” said Jim Garfield, who was Ribeiro’s sports agent. “It’s 110 percent for them and they are also so appreciative of the opportunity to be here, to be citizens, and to be together.”
They advised future couples going through Navy boot camp to remember it’s only temporary, which is “nothing compared to your whole life.”
“A strong relationship makes everything better,” Ribeiro Goncalves said. “I was looking forward to the day I would see her again.”
Ribeiro Goncalves will stay at Great Lakes Naval Station, Illinois attending his “A” School as a damage controlman, and Ribeiro is going to San Antonio, Texas to begin her “A” School training as a Reserve hospital corpsman. Once they’re done with their training, they plan to reunite at Ribeiro Goncalves’ first duty station once their training is complete.
The United States Armed Forces, for all of its serious and mission-oriented mannerisms, has always gone out of its way to keep the magic alive around Christmas time. The Marines have Gunny Claus and Toys for Tots, the Army has celebrated with fun runs and lavish feasts, and the Navy, presumably, just drinks plenty of eggnog.
Meanwhile, the men and women of NORAD, a joint effort between the United States Air Force and Royal Canadian Air Force, monitor the movements of Santa Claus so all the good boys and girls can know when he’s coming.
This yearly tradition is beloved by many, but it all started because of a simple typo and a good-spirited colonel.
I mean, how else would the kids know to get a hold of Santa?
In the winter of 1955, Sears ran an advertisement in the Colorado Springs local paper encouraging people to call Santa Claus directly. The hope was that kids would call in and ask for a toy and Santa would tell them they could find it at their local Sears.
Problem was, no one ever got a hold of Santa. The number listed in the advertisement was off by one number, and it directed thousands of kids to call the extremely sensitive red phone of Col. Harry Shoup at the Combat Alert Center of NORAD.
This is what the NORAD command center has looked like ever since.
(NORAD Public Affairs, Sgt. 1st Class Gail Braym)
His number was only ever given to four-star generals and to the Pentagon. This was at the height of the Cold War, and this phone was only ever meant to ring if the Russians were expected to attack North America. And yet, it was ringing non-stop with requests for toys. He suspected that something was amiss when he received his first phone call asking, “is this Santa Claus?”
Shoup was a little annoyed and, apparently, made the child cry. Feeling guilty, he played along in hopes of getting to the bottom of what had happened. He asked the kid to put his mother on the phone, who was understandably upset at the thought of Santa making her child cry. She told him that the number was in a Sears ad. As a result, Shoup assigned lower-ranking airmen to answer the phone until he could take it down.
As troops do, they poked fun at Col. Shoup for his mistake. They placed Santa-themed decor all around the command center, just to egg him on. At the center of the room was a giant glass map that tracked all air traffic in North America, and on Christmas Eve, there was a crudely drawn Santa on his sleigh in one of the corners — just to drive the joke home further.
He asked his troops, “what is that?” They replied, “Colonel, we’re sorry. We were just making a joke. Do you want us to take that down?” In a his-heart-grew-three-sizes-that-day kind of moment, Col. Shoup smiled, walked over to the radio and said,
“This is the commander at the Combat Alert Center, and we have an unidentified flying object. Why, it looks like a sleigh.”
On the other ends of the radio, other military personnel and air traffic controllers weren’t in on the joke, but understood immediately. Because they, too, were working Christmas Eve night, they wanted in on some of the holiday spirit and continued asking for updates on Santa’s location.
The children still trying to call Santa would also be told of his whereabouts. The junior airmen would reply to the kids with a cheery, “he’s not in at the moment, he’s currently over Nebraska” or wherever Col. Shoup indicated he was.
Year after year, kids continued calling NORAD to get updates on Santa’s location and every year NORAD played along – presumably with a different phone number than the red phone on the commander’s desk. As time went on, NORAD began keeping tabs on Santa through their website and social media.
Gen. David L. Goldfein’s four-year tenure as the 21st U.S. Air Force Chief of Staff is coming to an end. As he takes stock of a period marked by ground-breaking achievements, including birth of the U.S. Space Force, the evolution of Joint All Domain Command and Control, and unprecedented challenges like the COVID-19 pandemic, his most poignant – and treasured – memories are the bonds he forged with Airmen while engaging with them around the force over the years.
CSAF 21 Gen David L. Goldfein – The Exit Interview
“Our Airmen are the most incredible, patriotic and disciplined,” he said in a recent interview. “This might be the next greatest generation. Every one of them joined the service while the nation was at war, and their innovative spirit, and willingness to endure hardships to serve in uniform is really inspiring.”
During his frequent travels, Goldfein gained a reputation for seeking out Airmen – often young in their service – to get a better understanding of who they are and to hear their stories. On one occasion in 2019, after meeting all day with air chiefs from more than a dozen nations about space, he struck up a conversation with a young officer. The officer mentioned that he was a second-generation Airman. Without hesitation, Goldfein asked the officer, “You got your phone? Call your dad.” The father and Goldfein had a 10-minute conversation while the startled officer watched.
“I always ask two questions: tell me your story, and what does it mean to be a part of the squadron they are in,” he said. “I’m asking them deeper questions, questions about the culture of the organization. What we want that answer to be is something along the lines of, It means I’m a valued member of this organization, it’s a high-powered team, the Airman to my right and to my left are some of the best Airmen I have ever worked with in my life, and we are doing something really important that is much bigger than myself. If we get that part right, so many other things are going to go right.”
Gen. David. L. Goldfein, the Air Force chief of staff, talks to a group of total force recruiters during the Bluegreen Vacations 500 NASCAR race in Phoenix. The general talked to the recruiters and answered any questions prior to the race. (AIR FORCE PHOTO // MASTER SGT. CHANCE BABIN)
The Air Force Chief of Staff position demands expertise in military doctrine and operations, as well as skill for developing policy, crafting priorities and helping assemble the Air Force’s budget request. It also requires acute political awareness since Goldfein represents the Air Force before Congress, influential think tanks and the public.
Goldfein, 61, is responsible for the organization, training and equipping 685,000 active-duty, Guard, Reserve and civilian personnel serving in the United States and overseas. As Chief of Staff, he also held a seat on the Joint Chiefs of Staff. As he prepares for his 37-year Air Force career to come to an end as the senior uniformed Air Force officer, Goldfein will take with him an approach to the job that was equal parts cerebral and disciplined.
“When I stepped foot on the Air Force Academy campus, only my wildest dreams would’ve ever allowed me to see myself in this seat,” he said. “It truly is the honor of the lifetime to be able to lead the service that has played such an integral part of my life.
Cadet David L. Goldfein and Dawn Goldfein at the the Air Force Academy.
He is a command pilot with more than 4,200 flying hours including combat missions in Operations Desert Shield, Desert Storm, Enduring Freedom, and most famously, Operation Allied Force when, in 1999, he was shot down flying a mission over Kosovo. His rescue only reinforced to him the important role – and valor – of combat search and rescue teams. It is also a reason that the naming this year of the Air Force’s newest combat rescue helicopter, the HH-60W as the “Jolly Green II,” carried special meaning.
“We don’t know, as young leaders, especially as young officers, when a young Airman is going to risk everything to pull us out of bad guy land, or a burning truck or an aircraft….and risk everything to save us,” he said. “All we know is on that day, we better be worthy of their risk. And so it is all about character, and what the nation expects of those who were privileged to serve in uniform.”
Air Force Chief of Staff Gen. David L. Goldfien talks to Chief Master Sgt. of the Air Force Kaleth O. Wright after touring the new HH-60W combat rescue helicopter at the Air Force Association’s Air Warfare Symposium in Orlando, Fla., Feb. 27, 2020. During the event, the HH-60W was given the name “Jolly Green II,” following the legendary tradition of the Vietnam-era HH-3E Jolly Green and HH-53 Super Jolly Green crews who pioneered the combat search and rescue mission. (U.S. AIR FORCE PHOTO // STAFF SGT. JAMES RICHARDSON)
During his four years as Chief of Staff, Goldfein led multiple initiatives to improve and update the Air Force’s warfighting capability: including enhancing the service’s multi-domain capability, pushing to increase the number of operational squadrons to 386 by 2030, and the birth of the Space Force. He played a major role in bringing the F-35s into the fleet, as well the development of the B-21 strike bomber and the T-7A Red Hawk trainer aircraft, among others. The push to 386 was necessary, he said, to build “the Air Force we need” and to reconfigure the force to address China, Russia and other near-peer nations.
He and other Air Force leaders understood that the National Defense Strategy marked the reemergence of the long-term and strategic competition with China and Russia. The Air Force’s goal is to compete, deter, and win this competition by fielding a force that is lethal, resilient, rapidly adapting and integrates seamlessly with the joint force and its allies and partners. Expanding number of squadrons laid the groundwork to enhance the forces preparedness, and in turn will increase the number of fighting units, he explained.
“Today, we are the best Air Force in the world,” he said in 2018. “Our adversaries know it. They have been studying our way of war, and investing in ways to take away those advantages. This is how we stay in front.”
With an increase in fighting units underway, Goldfein led the way on a new, more universal, approach to communicate and fight: not only across all military branches, but between aircraft, operators and commands as well. He was one of the originators of a new, linked and network-centric approach to warfighting known as Joint All Domain Command and Control in which elements from all services from air, land, sea, space and cyber are seamlessly linked to overwhelm and defeat any adversary.
Members of the 6th Special Operations Squadron, perform a training exercise showcasing the capabilities of the Advanced Battle Management System at Duke Field, Fla., Dec. 17, 2019. (U.S. AIR FORCE PHOTO // TECH. SGT. JOSHUA J. GARCIA)
“Victory in future combat will depend less on individual capabilities and more on the integrated strengths of a connected network available for coalition leaders to employ,” he said in 2019. “What I’m talking about is a fully networked force where each platform’s sensors and operators are connected.”
In addition to spearheading the move to Joint All Domain Command and Control operations, Goldfein used his close working relationships with senior leaders, including Department of the Air Force Secretary Barbara Barrett and former Secretaries Heather Wilson and Deborah Lee James, to realize some of the most sweeping changes for the Air Force in recent years.
He focused efforts on maintaining bonds with existing allies and partners while developing new global relationships. In 2019, he became the first Air Force Chief of Staff to visit Vietnam since the end of the Vietnam War.
He pushed the Air Force to embrace “agile basing” and to return to a more expeditionary mindset. Both efforts enhanced flexibility and scalability of units to address threats even in harsh, distant and contested areas. Goldfein drove this mindset by getting the wings to “train like they fight.” He also pushed units to deploy together, rather than deploying as aggregations of individuals rounded up from all over the Air Force.
“The next fight, the one we must prepare for as laid out in the National Defense Strategy, may not have fixed bases, infrastructures and established command and control, with leaders already forward, ready to receive follow-on forces,” he said in 2018. So, it’s time to return to our expeditionary roots. The expeditionary Air Force framework Secretary Peters and Gen. Ryan laid out remains valid today. But, it must be adapted and updated to support the Joint All Domain Command and Control operations of the 21st century.”
After initially being uncertain about the need for a separate Space Force, Goldfein reflected on his journey to a different understanding. He now sees himself as one of the Space Force’s strongest advocates.
Goldfein understood the need to shift the Air Force’s culture to make the service more diverse, he and former Secretary James recognized the benefits of diversity and to address problems connected to racial and criminal justice inequity in his first few years in office. This continued to be a focus when Barrett and Goldfein, for example, recently asked the Air Force Inspector General to examine the service’s promotion and military justice record so inequities can be better identified and addressed.
In early 2020 Goldfein also brought about changes to the Air Force’s official anthem to make the lyrics more inclusive. Goldfein didn’t go many places where he didn’t boast on his “best friend, Dawn” and his daughters and granddaughters. He often explained how they kept him grounded, and helped him appreciate the sacrifice our Air Force families endure. Dawn pushed to make improvements for Air Force families when she chaired the “Key Spouse Conference” and was an advocate for universal licensure. Goldfein actively embraced both.
Air Force Chief of Staff Gen. David L. Goldfein and Chief Master Sgt. of the Air Force Kaleth O. Wright learn about new innovations being made at Minot Air Force Base, North Dakota, May 14, 2020. Airmen at Team Minot, in the midst of a global pandemic, demonstrate the ever adapting ability of the Global Strikers to CSAF General Goldfein and CMSAF Wright during their visit to Minot Air Force Base. (U.S. AIR FORCE PHOTO // AIRMAN 1ST CLASS JESSE JENNY)
Perhaps the single most influential voice over Goldfein’s four years as chief was that of Chief Master Sergeant of the Air Force Kaleth O. Wright. The tight bond between the two men was widely understood and often on display. It also was genuine.
“They don’t come any better than Chief Wright,” Goldfein said recently. “He is one of my closest life-long friends…. He’s the guy that I lean on the most.”
Goldfein and Wright took an active approach together to address resiliency, mental health and the overall culture of the force, often appearing side-by-side with Airmen. The close partnership came into clear view recently in the wake of George Floyd’s death and the national call for racial justice. Goldfein and Wright were prominent in their public calls for reform within the Air Force.
“Something broke loose that day, and what broke loose was there shouldn’t be any resistance to making meaningful changes in our United States Air Force to make sure we celebrate all of us, that we are a force that includes and embraces all of us,” he said. “History is not on our side here. If we follow history, we will be pretty excited for a couple of months and will make some marginal changes, we will feel good about ourselves, and then other things will pop up and this will be pushed to the back burner,” he said, referring to past efforts to address racial and criminal justice inequality. “Let’s prove history wrong this time.”
With a goal of a more inclusive Air Force always in mind, Goldfein made a point to show his appreciation and kinship to the Airmen he was able to meet.
Goldfein concedes that many people and events shaped his tenure. But, aside from his wife Dawn and Wright, none was more influential than his countless interactions with Airmen of all ranks and capabilities across the Air Force. It was shaped as well by a separate and tragic moment, the death of Air Force Master Sgt. John A. Chapman in 2002, and in 2018 when Chapman was awarded the Medal of Honor.
“While I never met John, I feel like I know him because his picture hangs in my office, as it has for the past two years,” Goldfein said in 2018. “… At difficult times and when faced with hard decisions, I can look at that picture and find strength in his strength, and I’m reminded that leading and representing Airmen like John Chapman remains the honor of a lifetime.”
Secretary of the Air Force Heather Wilson, Chief of Staff of the Air Force David L. Goldfein and Chief Master Sergeant of the Air Force Kaleth O. Wright present a plaque to Valerie Nessel, wife of Medal of Honor recipient Tech. Sgt. John Chapman, during the Hall of Heroes Induction Ceremony at the Pentagon, in Arlington, Va., Aug. 23, 2018. Sergeant Chapman was posthumously awarded the Medal of Honor for actions on Takur Ghar mountain in Afghanistan on March 4, 2002, an elite special operations team was ambushed by the enemy and came under heavy fire from multiple directions. Chapman immediately charged an enemy bunker through high-deep snow and killed all enemy occupants. Courageously moving from cover to assault a second machine gun bunker, he was injured by enemy fire. Despite severe wounds, he fought relentlessly, sustaining a violent engagement with multiple enemy personnel before making the ultimate sacrifice. With his last actions he saved the lives of his teammates. (U.S. AIR FORCE PHOTO // STAFF SGT. RUSTY FRANK)
That realization, Goldfein would often say, was his North Star.
As Goldfein’s time as Air Force Chief of staff comes to an end, he feels confident in the selection of the next Air Force Chief of Staff, Gen. Charles Q. Brown Jr.
“I feel closure. I didn’t get everything done, I wanted to get done, but we certainly got a lot done, and I’m feeling so good,” he said. “I’ve been watching Gen. Brown for years, I got to see his intellect, his mind and work. He’s a brilliant, operational and strategic thinker. I’ve seen him interact with Airmen, and he’s just absolutely phenomenal. So, I’m feeling great about this opportunity to hand the Air Force over to a guy that I admire, and a good friend as well.”
This week on the Borne the Battle podcast is none other than We Are The Mighty’s President and CMO, Air Force veteran Mark Harper.
Borne the Battle #221: Mark Harper, Air Force Veteran, President/CMO of We Are The Mighty.
Synopsis: This week’s Borne the Battle features Air Force Veteran Mark Harper, who found his niche as a content creator for combat camera. Harper joined the U.S. Air Force after commissioning through ROTC and graduating from Rensselaer Polytechnic Institute in Troy, NY. For most of his Air Force career, Captain Harper was the Video Flight commander of the 1st Combat Camera Squadron. There, he led combat-ready documentary teams to provide the world insight into military operations, contingencies, exercises, weapons tests and humanitarian relief operations. After leaving service, he leveraged his military experience for a career in the entertainment industry. He now leads We Are The Mighty, celebrating service of our veterans, military men and women and their families, through excellent storytelling.
Launched in late 2016, the Department of Veterans Affairs weekly podcast is a part of its ongoing effort to engage and reach out to Veterans. “Borne the Battle” recognizes each battle, challenge, and sacrifice our Veterans endure during and after their service, as well as spotlighting important resources, offices, and benefits VA offers our Veterans.
Borne the Battle is dedicated to:
Bridging the military/civilian divide
Educating VA employees about the warriors they serve
Promoting Veteran advocacy initiatives thru the voice of Veterans
Inspiring and educating transitioning Veterans with positive stories
Informing Veteran listeners about new information from VA as it is released
Perhaps even more so than the queen, dry humor, and flavorless foods, Brits love their tea. There’s nothing more stereotypically British than tea. That’s why it’s absolutely hilarious to the rest of the military world that British tanks come standard with a device that can make tea.
That’s right. British tanks come equipped with a “boiling vessel” that, as you can imagine, is commonly used to brew up a cup of tea during the tankers’ downtime. But there’s more to this device than you might think. Yes, it’s there so tankers can fit teatime into their war schedule, but the boiling vessel can also used for a plethora of other things.
Not much of kettle, but I guess it gets the job done.
(Think Defense Co.)
In complete fairness to our allies across the pond, the boiling vessel is not a kettle installed exclusively for the sake of tea. It’s more of an electric thermos that’s designed for cooking in general. It’ll heat up anything can be put inside, not just hot water — soups, rations, coffee, you name it. And, so it doesn’t get in the way, it’s small enough to be tucked in the back.
So, if you put in some hot water (and clean any residual stuff out), you can theoretically use it for afternoon tea… if that’s your thing.
It was also said that 37 percent of all tanker casualties during WWII occurred when they were outside of their vehicle. Any little thing to keep them inside, and alive, is a good thing.
(Imperial War Museum)
This little vessel is actually brilliant. All tanks are designed in a way that, should the worst happen, the tankers remain safely in their tanks until they get somewhere better to exit the vehicle. In case of a NBC attack, the tank is completely sealed from the outside world.
Which brings us back to the boiling vessel. There’s no need to exit the “luxurious” interior of the tank to heat up meals for the tankers or risk a potential fire hazard inside.
It might sound like a niche use case, but keep tankers in their tanks during meals was a very serious concern back in WWII. It was said that on June 12th, 1944, just six days after D-Day, a British tank brigade left their respective vehicles for a meeting and for some chow. When the Germans found out the Brits were completely exposed, they struck.
In a matter of 15 minutes, the British lost 14 tanks, nine half-tracks, four gun carriers, and two anti-tank guns at the Battle of Villers-Bocage — because they left their vehicles for just a moment.
But, for obvious reasons, Americans aren’t as in to tea as the Brits…
The thing is, the Brits aren’t the only ones who have boiling vessels inside their tanks. Nearly every first-world nation has them. Abrams and Bradleys now come standard with them. They’re all fundamentally the same thing, just a fancy water heater that keeps troops safely inside their tanks.