On December 2, 1899, Colonel Gonzalez Bingham woke up with a smile. As the quartermaster of the Schuylkill Arsenal in Philadelphia, Pennsylvania, he had plans to attend the first Army Navy Game to be played in that city. Adding to the excitement and anticipation of a big game was the fact that the Army-Navy Game had not been played in six years. President Grover Cleveland decided to halt the game when fights broke out after the 1893 game, believing that the interservice rivalry had gotten out of control. Slowly, over the next few years, support for resuming the game grew, and it was decided to renew the tradition on December 2, 1899 at Franklin Field in Philadelphia, one of the few places with a stadium large enough to handle the expected crowds.
When the big day arrived, everyone was on their best behavior. Army and Navy sent bands down Philadelphia’s Market Street prior to the game. Debutantes, city officials, old Civil War veterans and cabinet officers up from Washington, DC made their way to the stadium. It was the biggest day in sports the nation had seen, and tickets had long ago sold out.
What fans did not know was that Bingham had a secret. A big one! He had been scheming and planning for weeks to do something to delight the crowd, rally the cadets, and inspire the team. Colonel Gonzalez Bingham was about to introduce the very first Army Mule as the mascot of West Point. Up until the 1899 game, Army had never had a mascot. Worse yet, Navy had for several years adopted a goat as their mascot. In fact, legend has it that the first Navy Goat was actually a pet goat “borrowed” from the backyard of a West Point faculty member by a Navy fan and dragged off to the game, which was the first Army-Navy Game played on the West Point Plain. While the details have been lost and history has turned to legend, all West Pointers know that the story fits everything they know about Navy, so the tale must be a stone-cold fact! West Point grads might feel some lingering outrage from the theft of a goat on the grounds of West Point, but then again they also have to question the wisdom of any Army officer who selects a goat as a pet, so it’s best to leave the story for another time.
Getting back to Bingham’s insightful brilliance in December 1899 and the Army Mule, that story actually begins much earlier with Bingham’s father, Judson Bingham, Class of 1854. Upon graduation, Judson Bingham worked his way up as a quartermaster and found himself in support of Major General Ulysses S. Grant, Class of 1843, and Major General William T. Sherman, Class of 1840, during the Civil War. In fact, it was the efforts of quartermasters like Judson Bingham that largely allowed Grant to take the audacious gamble of slipping loose from his supply chain, floating down the Mississippi, and successfully attacking Vicksburg. It was one of the brilliant campaigns of the Civil War, but to be successful, Grant depended upon the abilities of inspired quartermasters to feed and supply an Army that was living off local supplies once traditional supply lines had been cut. Later in the war, Sherman would adopt a similar strategy in his famous march through Georgia. Sherman also relied on Judson Bingham for managing the complex supply lines. And what did Judson Bingham rely upon?
Mules could carry large loads and could live on most any fodder. As Sherman’s quartermaster, Judson Bingham used them with great effect, and his ability to supply and sustain large armies operating far away from traditional supply lines was brilliant. Interestingly enough, one of Judson Bingham’s greatest challenges was to keep his mules from being captured by the Confederate raiders led by one of his classmates, Major General J. E. B. Stuart of the Confederate Cavalry.
Without any doubt, Judson Bingham owed much of his success to the effective use of mules. Grant certainly knew it, and he felt a great admiration for mules and would often intervene when he saw anyone mistreat a mule. Sherman did too. Long after the Civil War was over, when Sherman was serving as Commanding General of the U.S. Army, he got word that a favorite mule that had served with distinction was about to be sold off. Sherman forwarded the information to Robert Todd Lincoln (President Abraham Lincoln’s son), the Secretary of War, who quickly responded with the following message: “The Quartermaster’s department will be charged with ingratitude if that mule is sold or the maintenance of it is thrown on the charitable officers of the post. I advise he be kept in the Department, fed, and maintained until death.”
Judson Bingham retired as a brigadier general and had a son, Gonzalez Bingham, who also joined the Army and went into the Quartermaster Corps. The young Bingham would have heard the many stories about the effective use of mules in Civil War campaigns, and he also knew that his father loved West Point (Judson Bingham is buried in the West Point Cemetery). Like his father, Bingham also had a successful career in the Army. In 1899, he oversaw the sprawling Schuylkill Arsenal, which functioned as the Quartermaster Center for the Army.
And so, on December 2, 1899, fortune smiled on West Point, because Gonzalez Bingham was the right guy at the right place, at the right time. He had heard his father talk about the great service of mules in the Civil War. He also knew that his dad loved West Point and had almost certainly heard the shameful story of the filched Navy Goat. Best of all, Bingham was willing and able to take initiative. He knew that Army had never had a mascot and was about to change all that.
Bingham’s job as a quartermaster put him in the perfect place to commandeer one of the many mules that served the Schuylkill Arsenal. His selection was a big mule that pulled an ice wagon. Based on his color, the mule went by the name “Big White.” The next inspiration of genius came from Bingham’s wife, Nettie, whom he had met while serving in the West. Nettie was the daughter of an Army officer serving at the same post on the western frontier as then Lieutenant Bingham and she knew that if a thing is to be done in the Army, it best be done well.
It was Nettie who came up with the idea to fully outfit the mule in the proper attire. Under her guidance, a special “uniform” was fashioned in the cadet colors of black, gray, and gold. Nettie also organized a group to attach silk ribbons to Big White’s tail, and when they had finished the mule was escorted into Philadelphia’s Franklin Field. Cadets and other Army fans went wild!
The next day newspapers noted that the mule “carried the West Point colors with an air of mulish superiority to anything in his vicinity.”
Big White not only warmed the crowd and inspired the cadets, but also helped Army overcome a Navy team that was heavily favored to win the game. Navy had a much better record, and few thought Army had much of a chance. But immediately after the arrival of Army’s first Mule, the game was never in doubt, and Army went on to a convincing 17-5 win, having never trailed in the game.
When the game was over, Nettie Bingham had hoped to salvage the silk ribbons she had bought, along with the cadet uniform that she had pieced together, but the first Army mascot was such a sensation that fans literally tore the mule’s uniform apart trying to grab a piece as a souvenir. From those humble beginnings in 1899, the Army Mule has served as the official West Point mascot. He fulfilled his duty to the Army with honor by securing a win over Navy. Then, he gave up his uniform and returned to civilian service, hauling ice to help build and grow our country. Mules would continue to serve as the Army mascot following the 1899 game, but they were just loaned or rented for game day: West Point would not have a fully enlisted Army Mule with dedicated duties until the 1930s. Bingham continued to serve with distinction and had a son, Colonel Sidney Bingham, Class of 1912, who taught history and English at West Point. Sidney Bingham’s son, Sidney Bingham Jr., also attended West Point and graduated in 1940. He was awarded the Distinguished Service Cross for his heroic action leading the 1st Battalion, 116th Infantry Regiment at Normandy on D-Day,
June 6, 1944.
As learned from this origin story, Army’s mascot is not some cartoonish figure nor a random animal typical of other college mascots. Nor was he shamefully purloined from someone’s backyard. Instead, our mascot is a warrior that was selected because of great service to the nation, a battle-tested beast called upon to do hard things, in hard times, and that did so with distinction.
Mules have earned the honor of serving as Army’s mascot, and the Army Mule is a living example of Duty, Honor, Country.
This piece was originally featured in the West Point Association of Graduates Winter Magazine and was submitted by the author for WATM’s republish.
Ask anyone who plays a team sport and they’ll tell you it’s impossible to win every game. Even professional athletes don’t perform as well as you’d hope each time they step foot on the field. It’s the same with enlisted troops. In a perfect world, every single troop would show up, try their best, and complete tasks with a ten-star rating. Unfortunately, such a world doesn’t exist.
Instead, the real world is filled with flawed human beings who, no matter how much training they receive, are bound to f*ck up from time to time.
We’re betting he can’t see very well.
When troops look like a ‘soup sandwich’ in uniform
Having a spec of dirt on your tie or a slightly lopsided ribbon rack is one thing, but forgetting how to wear a uniform altogether is another story.
When you get a call at 0300 informing you that one of your troops got a DUI
We’ve heard stories of some leadership informing local authorities to not call them until right before formation if one of their troops is in trouble. True story.
When they ask a dumb question during a Q&A with the battalion commander
Every unit has “that guy.” You know, the one who doesn’t have a working brain or, worse, a working filter? For some reason, they always ask the dumbest questions. We’ve got scientists working around the clock to figure out why.
When troops fall out of PT
On the flip side, this one makes everyone else look great — except leadership.
When the short-timer shows up wearing the wrong uniform
It happens. And while seeing a trooper show up wearing the wrong uniform is a little funny, it also shows everybody that there might be a communication breakdown somewhere.
When they fall out of a hike
A troop falling out is embarrassing for the entire unit, especially when its done in a public setting, like a company hike.
When they cut unnecessary corners
The military prides itself on producing solid work and getting the job done right. So, when a troop gets lazy and decides to cut corners, the final product probably won’t be worth sh*t. Don’t get us wrong, we all enjoy shortcuts, but there’s a time and a place for that.
(Photo by Sgt. Brian Calhoun)
When they break something very expensive
This should be pretty obvious because their seniors are going to have to explain why a troop even had the expensive equipment at their disposal in the first place.
At first thought, the idea of a human being hit by some kind of large explosive that not only doesn’t detonate and kill the person, but then somehow becomes lodged inside their body necessitating its removal via surgery seems like the invention of some hack Hollywood writer somewhere. However, while rare, the scenario is something that has happened a surprising number of times.
Now, as you may have already guessed, cases of unexploded ordnance becoming lodged inside of human beings are limited almost exclusively to military personnel. In fact, according to a 1999 study of 36 instances of this exact trauma, it is described as a uniquely “military injury” with it being additionally noted that there were — at the time the paper was written — no known cases of something similar occurring in reviewed civilian literature. This said, during our own research, we did find a handful of cases of non-military personnel sustaining an injury that resulted in an explosive becoming lodged inside their body.
The M79 grenade launcher.
Going back to the military though, by far the most common weapon to cause such an injury is the M79 grenade-launcher, which according to the aforementioned study was responsible for 18 of the 36 injuries discussed therein.
Further, according to the fittingly titled paper, “Stratification of risk to the surgical team in removal of small arms ammunition implanted in the craniofacial region,” small munitions, such as certain types of armor piercing and tracer rounds, can occasionally ricochet and become lodged inside a person without the explosive innards going off. Even in a case such as this, removal of the round is of paramount importance and the surgery team is noted as being in extreme peril in doing it. (And, note here, contrary to popular belief and Hollywood depictions, in most cases, it’s safer to leave regular bullets and the like in the body than try to get them out. Of course, if the thing inside the body is explosive, that’s a whole different matter.)
Going back to grenades and the like, amazingly, while you’d think something like having a large live explosive lodged somewhere in your body would be a surefire recipe for an untimely and rather messy death, fatalities from this particular kind of injury are surprisingly rare.
For example, according to the first study quoted in this piece, of the 36 known cases from WWII to the modern day, there were only 4 fatalities (about 11%). Even more important here is that all 4 died before surgery could even be attempted owing to the injuries being especially severe, with half being hit in the face and the other two being struck by rocket launchers. Which, any way you slice it, is not the kind of injury you’d expect a person to be able to walk off, whether the explosive went off or not.
Retired Gen. William Kernan shakes hands with Pfc. Channing Moss after presenting him the Purple Heart at Walter Reed Army Medical Center.
Nevertheless, stories of soldiers surviving even these kind of injuries exist. For example, consider the case of one Pvt Channing Moss who was hit by a “baseball bat-sized” rocket propelled grenade that buried itself in his abdomen almost completely through from one side to the other, with part of the device still sticking out. He survived.
Then you have the story of Jose Luna, a Colombian soldier who was accidentally shot in the face by a grenade launcher and was up and walking around after several rounds of surgery to remove it and repair the damage as best as possible.
Perhaps the most impressive thing about the literature we consulted is that in every case where a patient with unexploded munitions inside their body was able to make it to surgery, the surgical team were able to remove the explosive without it exploding and they further went on to survive. In fact, according to the aforementioned study covering the 36 known cases, there wasn’t a single one where the explosive in question detonated “during transportation, preparation, or removal.”
A fact that almost certainly influences this statistic is that Explosive Ordnance Disposal experts are often on hand to offer advice before and during surgery. On top of this, from the moment a foreign object inside of a person’s body is identified as an explosive, multiple steps are taken to reduce the likelihood of it detonating. These measures include things like keeping the patient as still as possible and limiting the use of electronic or heating devices during surgery.
In addition, to protect the surgical team and others should the worst happen, the surgery to remove an explosive is usually (if time and circumstances allow it) conducted away from people in an area designed to absorb the damage from the explosion.
Surgeons are often also given protective equipment, though some choose to forgo this as it can impede their fine motor skills, which particularly need to be on form when removing undetonated explosives and operating on individuals who are severely wounded to boot. We can only assume these surgeons are already heavily encumbered by the size and density of the balls or ovaries they presumably have given their willingness to operate on a patient who might explode at any second.
On a related note, official US Army policy states that any soldier suspected of having unexploded ordnance in their body are not supposed to be transported for medical treatment, as the risk of the ordinance exploding and killing other soldiers is considered too great. However, this rule is seemingly universally ignored in the rare event such a scenario occurs.
As one Staff Sgt Dan Brown so eloquently put it when discussing the aforementioned case of Pvt Channing Moss who had an explosive in him powerful enough to kill anything within 30 feet of him,
“He was American, he was a solider, he was a brother and he was one of us. And there was nothing gonna stop us from doing what we knew we had to do…”
Thus, the soldiers involved carefully bandaged his giant wound and chose not to inform their superiors of his exact condition in case they’d order them to follow the aforementioned rule. Instead, they just reported he had a severe shrapnel injury. The soldiers then carried him to an extraction point while under heavy fire for part of the time. The crew that then airlifted the soldiers were made aware of the situation and likewise agreed they weren’t going to leave Channing behind as the rules stated should be done, even though it would have meant all their deaths if the device had exploded mid-flight.
Role players take part in a simulated unexploded ordnance victim scenario during Exercise Beverly Herd 17-1 at Osan Air Base, Republic of Korea, March 2, 2017. During this scenario the surgeon was required to remove the UXO and safely hand it over to the 51st Civil Engineer Squadron explosive ordnance disposal team for further disposal.
(U.S. Air Force photo by Airman Gwendalyn Smith)
Once back at base, there was no time to setup an isolated medical station to get Channing away from the rest of the wounded, as he was in critical condition as it was. So they just operated right away, including at one point having to deal with the fact that his heart stopped mid-surgery and they were limited on their options to get it going again given the explosive embedded in his body. In the end, it all worked out and Channing got to go home to his six month pregnant wife and eventually met his daughter, Yuliana, when she was born a few months later.
In any event, as discussed at the start of this piece, there are also rare cases of civilians accidentally getting explosive devices stuck inside their bodies, though in all cases much less heroic than the military based events. For example, consider the case of a 44 year old Texas man who had an unexploded large firework mortar lodge itself inside his right leg after he approached the tube containing the firework, thinking it was a dud, only to have it violently shoot off and embed itself in said appendage. Luckily for him, it did not then explode as it was designed to do. The good news was that all went well from there on, with the main precautions taken simply not using any electrical or heat applying device during the removal stage of the surgery.
So yes, to answer the question posed at the start of this article, someone having an explosive device surgically removed from their body is not just a Hollywood invention, but does occasionally happen in real life. Although we couldn’t find any known incidences of megalomaniacal crime lords embedding explosive devices in their underlings to ensure loyalty and obedience. So that one’s on Hollywood I guess.
Further, while the occasional terrorist will shove some explosive in one of their orifices, to date these have generally been pretty ineffective, even in one case where the device, stuck up the suicide bomber’s rectum, went off when the bomber was standing right next to the intended target — Saudi Prince Muhammad bin Nayef. Nayef sustained only minor injuries while the suicide bomber had his midsection blown to pieces. Naturally, he didn’t survive.
Saudi Prince Muhammad bin Nayef looking happy about not being blown up.
It should also be noted that the often depicted scenario of surgically implanting explosives in such cases, at least thus far, hasn’t really been a thing according to the various counter terrorism agencies out there who’ve mentioned it as a possibility. This is despite many a media report implying such does happen.
In the end, as a Terrorism Research Center report noted, the procedure involved in surgically embedding in a human body an explosive large enough to do real damage is extremely complex, requiring extensive medical support and expertise with high risk to the patient surviving the procedure and being then fit enough to execute the mission. They also note that even then it takes too much time to be worth it when considering planning and recuperation time after. Thus, at least to date, terrorist organizations have stuck with more conventional methods of suicide bombing. For these reasons, while security experts are attempting to plan for this possibility, to date it’s noted not to be “on the radar” yet.
That said, one case of a device embedded in humans that sometimes explodes and causes damage is the case of pacemakers. It turns out that, while rare, these sometimes explode during cremation of a body that has one. While usually the damage is minimal, in 3% of the cases looked at in the paper Pacemaker Explosions in Crematoria: Problems and Possible Solutions, published in the Journal of the Royal Society of Medicine, the cremator oven structure was destroyed beyond repair by the explosion, including in one case also causing injury to a worker. However, it would appear this is still a pretty rare event, and in most cases the worst that happens is a loud bang startling crematoria employees.
This article originally appeared on Today I Found Out. Follow @TodayIFoundOut on Twitter.
Confirmed by the U.S. Senate in December 2019, the Honorable Dana Deasy is the Department of Defense chief information officer. With more than 38 years of experience leading and delivering large-scale information technology strategies and projects, Deasey serves as the primary advisor to the Secretary of Defense for matters of information management, information technology and information assurance, as well as non-intelligence space systems, critical satellite communications, navigation and timing programs, spectrum and telecommunications.
The Honorable Dana Deasy, Department of Defense chief information officer, and Lieutenant General Bradford J. “B.J.” Shwedo is the Director for Command, Control, Communications, and Computers (C4) /Cyber, and Chief Information Officer, Joint Staff, J6, the Pentagon, Washington, D.C., discuss the effects of the COVID-19 pandemic leading to the DoD’s massive shift to teleworking, as well as, the Commercial Virtual Remote Environment, modernizing the cyber infrastructure, deterrence to cyber-attacks and the implementation of the Telework Readiness Task Force. Video // Andrew Breese and Travis Burcham
Lieutenant General Bradford J. “B.J.” Shwedo is the Director for Command, Control, Communications, and Computers (C4) /Cyber, and Chief Information Officer, Joint Staff, J6, the Pentagon, Washington, D.C. He develops C4 capabilities; conducts analysis and assessments; provides Joint and Combined Force C4 guidance, and evaluates C4 requirements, plans, programs and strategies for the Chairman of the Joint Chiefs of Staff.
During this interview with Airman magazine, Deasy and Shwedo discussed the effects of the COVID-19 pandemic leading to the DoD’s massive shift to teleworking. They also spoke on the Commercial Virtual Remote Environment, modernizing the cyber infrastructure, deterrence to cyber-attacks and the implementation of the Telework Readiness Task Force.
Airman magazine: The COVID – 19 pandemic has driven the DoD to pivot to maximum telework capacity on short notice. What effect has this had on our ability to support the National Defense Strategy?
Lt. Gen. Shwedo: I think quite frankly, it’s made us more resilient. The first thing that came to my mind when we first got this tasker, is never let a good crisis go to waste. We always knew we needed to do telework, but in a battle for finite resources, we were never able to fund those. And rapidly, this gave us an opportunity to correct a lot of our shortcomings, so that’s why I feel we’re more resilient. We now have a better comms (communications) situation than we had six months ago.
Dana Deasy: I think if you go back to when we first kicked off the teleworking task force, we had some basic principles we wanted to live by. Principle number one was, ensure we could quickly get as many of our employees, service men and women working from home in a safe way. Two, was ensuring that the technical staff could do their jobs in a safe way. Third, we asked ourselves, is what we are going to build or put in place not only going to get us through the pandemic, but how does this also set us up for a better tomorrow when it comes to supporting NDS (National Defense Strategy)? I think that has actually been a very important principle, because every time we thought through a problem we were trying to solve, we looked at the immediacy. Then we always would stop and say, “Okay, but down the road is this sustainable? Are we building this in a way that will help the war fighter over the long run?”
Airman magazine: The Secretary of Defense has defined our current times as “a new normal” that we will have to adapt to for an extended period of time in order to maintain a high degree of readiness. What are we learning about our infrastructure and our ability to communicate, lead during this time?
Dana Deasy: Here again, how we’ve conducted ourselves throughout this has been looking towards the future. People have said, “Will we go back to the way we used to work?” I don’t believe we ever go completely back. I think there is a new norm where we will have certain types of our workforce that will continue to work from home. I don’t think that we should think for a minute that we are out of this crisis and we’re ready to go back to a normal situation.
So, we continue to run our tele-tasking workforce, we continue to meet as if we’re still in the middle of trying to solve this problem. Let’s face it, we are going to have a sustained, new set of assets that we have been building out of COVID here, that are going to be here forever going forward. It’s not like we shut this down, we pack it up and we return it. We are going to keep what we’ve put in place. And so, I think this puts us in a much better position, if that day should come in the future, for whatever the reason might be, where the DOD has to go back to a maximum teleworking situation. We not only have the know-how, but we’ve created the technical assets to make that happen quickly.
Lt. Gen. Shwedo: : I was doing a forum with cadets, midshipmen and industry, and the Superintendent of the Air Force Academy kicked off the whole forum saying, “Now that we’re talking about the new normal and now that we know we can do this, I know every cadet and midshipman will hate what I’m going to say, but we have had the last snow day at the United States Air Force Academy.”
It drives home the point that now we know we can do these things. We’re setting up the infrastructure and it gives you more options and makes you more combat survivable in a myriad of scenarios. There’s no reason to ever want to go back. Quite frankly the landscape, not just within the Department of Defense, but across the world, has changed because of this experience.
Airman magazine: Telework has always been viewed as a benefit to employees, but has quickly become a need for readiness and safety. Can you talk to the nature of telework and how this time may shift the mindset and modernize the capability of the DoD?
Lt. Gen. Shwedo: I would say that the thing that directed us and the rule sets that we had associated with telework, no longer exist. So, the limitations of going into your e-mail, for instance, it’s been blown away. On top of that, we were always talking about giving people meaningful work and there was a cut-off where classified was concerned. Well, we’ve figured that out and we’re spending lots of money to enable that capability.
We’re finding that our folks are doing a great job from home or from the office. When you look at the larger strategies, like joint all domain command and control, and the things that we’re affording for our strategies in the National Defense Strategy, all of these things we’re discussing are further enablers to ensure that happens.
I believe we’re not going to turn back. The rules set has been blown away and we’re finding, as with every technology, better ways of doing business every day.
Dana Deasy: Could you imagine either of us standing up in front of the Air Force or even the whole DoD back in January of this year and saying, “Hey, we’ve got a whole new model how you can equip, train, create readiness, do operational reviews. People will be able to do that from home. People will be able to do that in a highly collaborative way and you will learn that you can do things highly effectively. I think we would really struggle trying to get people convinced.
You know, COVID forced us to revisit what we thought were the traditional ways of doing your various training, readiness, et cetera. I think now that people have actually seen that people can still do the training, they can still have conversations about readiness, they can still do their ops reviews is quite telling.
I think services such as the Air Force are going to challenge themselves and say, “Okay, we’ve been working this way, what can we continue to do versus falling back to all of the old ways of working going forward?”
Airman magazine: Speaking of the old ways, what was the mindset regarding telework when you were young officers coming up?
Lt. Gen. Shwedo: I think it was probably clouded by the limitation of technology, quite frankly. You can roll in and maybe get your e-mail but OWA (Outlook Web Access; email) wouldn’t let you get in and then would kick you out, it was incredibly frustrating. You had a lack of capability to do any classified work, rapidly. It (telework) had a bad connotation because there was not a lot of what would be portrayed as productive work.
I think all of the things that we set in motion very quickly, and proved that we can do, have blown away all of those false mindsets and all of the naysayers, quite frankly, were proven wrong.
Dana Deasy: I’d say all of the services probably had a preconceived view that the only way you can truly get readiness done, that you can get operational planning done, is you’ve got to have people face to face sitting in a room.
To General Shwedo’s point, about new tools that are available today, 10 years ago, five years ago, to be able to put 500 people in a video conference where they all would have full motion, not choppiness, fully could hear each other. They could put charts into that presentation. They could mark up things as if they were going to a whiteboard sitting in a command center, is quite telling. I would say that it’s become very clear that the technology is at the right level in capabilities today. But it’s not only the technology, it’s the way that people are getting creative and using that technology. I think is what’s made all of the difference in the world.
Lt. Gen. Shwedo: I’ll just finish up. When you look at all of the things that we’re being asked to do in the National Defense Strategy, joint all domain command-and-control in air, land, sea, space, cyber in a globally-integrated form, everything Mr. Deasy just described, is going to be your foundational base.
We are getting stronger on all of these things. Going back to never let a crisis go to waste, for a lot of these things, per Mr. Deasy’s scenario, if we walked in and tried to make a funding line for that, it probably would fall below the cutoff lines. So, this has been fortuitous, and not just enabling the telework, but also forwarding our defense strategies.
Dana Deasy: In the NDS we talk about allies and partnerships. We’ve clearly been able to demonstrate through teleworking that you can have very, very effective meetings. As a matter of fact, you might almost argue that when you’re talking to your allies and partners, that’s typically someone getting on a plane and going to a different time zone, you’ll lose a day going over, you lose a day coming back at minimum. This is a case where people were able to quickly say, “I need to speak to so-and-so,” whether it’s the U.K., Australia or whatever, and make that happen.
I think even in our relationships with our allies and partners, people are going to be stepping back and going, “Why do we really need to do all of this always face to face?”
Airman magazine: The DoD has a culture of innovating as a necessity to adversity, are there any analogies you can relate this crisis to from our history?
Lt. Gen. Shwedo: I struggle with that question. I think there was lots of standard planning processes that we attacked this problem with. So, the first thing you do is study your adversary and you have to protect your forces. So, to negate the adversary’s strength, if you want to superimpose COVID on this, the strength was getting us all together, so we’re going to take that away from them and force telework.
Also, you need to remember that the enemy gets a vote, and in this scenario, there were multiple enemies and we anticipated that when we opened up this attack access, when we brought all of these different people into these different forums, we had to make our folks ready for that realm.
What did we do? We did lots of education. Mr. Deasy’s shop and the greater task force put lots of products to increase the knowledge base, because they were going to be fighting in this cyber environment. The next piece is we needed to increase their tools and needed to ensure that we were securely operating. And then the last part is we knew they were coming, so increased vigilance. So, across the board we were attacking it as a battle plan and we were doing the organized train-and-equip things that is standard operation when we have an adverse situation.
Dana Deasy: I guess if I had to pick an analogy, and I have no idea how well this analogy works, but I think aspects of it work. I remember back when President Kennedy said, “We’re going to go to the moon.” We didn’t really know how we were going to get there or how we were going to pull that off, but a lot of new things were invented that were used not only for space missions, but were used for consumers. They were used for defense. And I think by us being forced to rethink our paradigm around how we get things done throughout the DOD, we created things, tools, techniques and technologies that we will find other ways to continue to use throughout the DOD.
Airman magazine: To accommodate the massive shift to telework, the DoD has activated more than 900,000 remote user accounts under the Commercial Virtual Remote Environment (CVR) launched in late March. Can you explain this system and the enhanced collaboration capabilities?
Dana Deasy: You know, it’s interesting, when we knew we were going to have to start putting people at home, everybody was fixated, early on, around e-mail. Everybody thought that was the way that people were going to solve how we were going to communicate.
But what is it about humans? Humans like the visual, they like to hear people’s voices, there’s a stimulus that occurs. We quickly realized it wasn’t about e-mail, it wasn’t about pushing a document from point A to point B, it was about trying to create and mimic if you and I were sitting right in our same office together, or if we were all in a conference room together.
We pivoted to this idea of what people really want is to look and talk to somebody on video. They want to push a button, have a phone call. They want to have chats, they want to move documents back and forth. So, CVR was the culmination of the variety of things that you think about that you do every day, when you’re in the office, that all came together through the concept of delivering a CVR.
Lt. Gen. Shwedo: I would say that they brought together a team very quickly. What was impressive was, we’ve watched kind of lethargic pace of whenever we wanted to bring on a new tool or anything else and the fact that this task force had NSA (National Security Agency), CYBERCOM (Cyber Command), DISA (Defense Information Systems Agency) and all of the services knew we needed tools very quickly.
You rapidly found things that they were already working on being brought forward. What was most important was for all of them to look at it quickly and get approval on a secure solution to implement them fast. Had we not had this crisis, I will tell you, the timelines associated with a lot of these initiatives would probably water your eyes.
Dana Deasy: You know, I’ll end by saying, when we set up CVR, we had no idea what the uptake would be. I remember early days, somebody asked me, “What would be an ambitious goal?” I said, “Boy, if we get up to 100,000 people using this tool, that would be great.”
But, never underestimate the need for humans to want to try to find ways to communicate in styles that work for them. And it clearly became apparent that we were going to blow by that 100,000 and to your point, you know, almost 900,000 accounts later and still growing.
Airman magazine: How has the coronavirus task force and relief legislation for DoD to support IT procurement and increase agency network bandwidth directly impacted the Air Force?
Lt. Gen. Shwedo: If you’re just talking about the Air Force, they got about $47 million. They went from VPN (Virtual Private Network) users of about 9,000 users to 430,000. So, it was very, very quick.
Remember, when I was talking about getting tools on board, they rapidly found secure (classified network access), because that was the main thing we were concerned about; getting secret-level capabilities as fast as we could. So, the ABMS, the Air Battle Management System program, device one, others, they had some things that we rapidly took, experimented and started using those pieces.
Also, for the folks that were able to use that just at the unclassified level, the Bring Your Own Device program, which had been in the process for a long time but rapidly got attention, you’ll find that DISA, Vice Admiral Nancy Norton and her team, did a lot of quick work to acquire products and push them out to the combatant commands and the other places to enable this capability.
Dana Deasy: I’d say the Air Force, not necessarily for teleworking, had been laying a lot of groundwork. If you think about the Joint All Domain, for some time they had been spending a lot of time and effort and money on technology to figure out how to get warfighters to collaborate in a different way, either within the Air Force or across services. I think that mindset and the fact that they were already down that road, when you overlaid COVID on top of that and the need for teleworking, I think they had positioned themselves well to be able to accelerate quickly.
Airman magazine: As we continue to adapt with increased telework, how do we ensure the adoption of cybersecurity strategies are ingrained into our solutions and not an add-on?
Dana Deasy: From the moment we held the first task force and we talked about keeping people safe, embedded in that was the need to keep people safe from in the cyber realm as well.
One of things I was worried about early on, was when people are sitting inside the Pentagon, or wherever they’re sitting around the world, they feel there is this extra layer of protection and when they go home and when they think they have that same layer of protection.
We spent a lot of time in the early days of educating the workforce. “Remember, when you are at home, here’s what’s different versus if you’re sitting inside the Pentagon.”
And I think that early education and coaching really paid dividends in helping to build a more safe, secure environment for us.
Lt. Gen. Shwedo: I would say that the education’s not going to go away. As a matter of fact, I see us continuing because this is a thinking enemy when it comes to this realm.
Also, when we start talking about transitioning from being very narrowly focused on a violent extremist threat to what we’re being directed in a National Defense Strategy, you’ll find that investment, attention and capabilities are herding us in a direction where we’re not going to go back to the way we were doing things.
We, quote, “accepted risks” in this violent extremist fight because the foes we were fighting did not have capability to counter our command-and-control systems, to jam our capabilities. All of these things that we’ve now teased out during this COVID environment are going to be very applicable for the future and the National Defense Strategy.
Airman magazine: The Cybersecurity and Infrastructure Security Agency (CISA) released an interim Trusted Internet Connections (TIC) 3.0 guidance focused on the rapid wide spread transition of telework, can you briefly outline this guidance?
Lt. Gen. Shwedo: This is an initiative from the Department of Homeland Security. I think it’s very helpful. The reasons why I say that is, watching hackers for years and years, like water, they go to the least defended place. So, you’ll see them fish around and they’ll hit hard points, and then go down to the lowest level.
What they produced was kind of a government-wide capability. So, the Pentagon can build their castle walls very high, but if our interaction with the rest of the government’s very low, they’ll go to that place and now they’re in the castle.
So that’s the larger conversation. When we start talking about defense for cyber and the defense for the future of telework, we have to have more of a whole of government (outlook). We have to have more of these collaborative documents and instruction as we go forward.
We have regular meetings with DHS and others to start securing the cyber landscape.
Airman magazine: Are we seeing increased cyber-attacks during the pandemic and does teleworking pose a greater threat to our security?
Dana Deasy: You know, every day I come to the Pentagon is a great threat day. We continue to use technology and we make it more and more pervasive. Every day you continue to do that, you are increasing the surface base of risk. Obviously, now that you’re taking a million people and you’re putting them at home, you’re increasing that risk.
One of the things that I think NSA and U.S. Cyber Command and JFHQ-DODIN (Joint Force Headquarters – Department of Defense information network) did extremely well, was in the very early days of our task force, we started getting them to give us the intel briefs. They were reporting what the adversaries were doing and there wasn’t a single meeting we had where we didn’t stop and say “OK, if we introduce X and we make that part of what we’re going to now provide for teleworking, what do we understand about an adversary’s intent or an adversary’s knowledge as far as how they can exploit that?”
From very early on, everything we architected, we always pivoted to ensure that we were understanding what was the exposure side, how would we monitor for it and how would we correct for it?
Lt. Gen. Shwedo: I will say with – there is something to the yin and yang. With great challenges comes great opportunity. So, what we found was, yes, we were expanding our attack access, but we also knew they were coming.
When you know they’re coming – and that’s not always the case in lower level conflicts – we got to study them, we got to move and it is a constant cycle. It is a spy versus spy. They are a learning enemy and what we’ve got to do is incorporate that.
And then back to the opportunity point, once you defend, now you have greater opportunities to go in the other direction. So as opposed to taking your football and going home, you look at it in the other direction as a great opportunity to start exploiting the cyber landscape.
Airman magazine: How do we build a more modern architecture and what does it look like? What will it look like in 10 years?
Dana Deasy: I think what we’ve done with CVR is an absolute example of a modern architecture. If you say today, “what does modern computing look like?” whether it’s in the defense world, whether it’s in other agencies, the consumer world, it starts with an instantaneous ability to reach out, touch somebody, communicate with them, get information from Point A to Point B.
Then there is the whole idea of how machines will help us think more rapidly, help us take more decisions more rapidly in the future? That will be things like artificial intelligence. If we’re going to have those machines help us think more rapidly, take better decisions, then our quality of data is going to have to change dramatically in terms of how we bring it together. The Joint All Domain discussion is a real perfect example, in that, you’ve got to create that instantaneous ability for war fighters to communicate. They’ve got to have the right data and they’re going to want the assistance of machine learning or artificial intelligence.
All of these elements, we were working already. I think this element of how you get people connected at large scale was just accelerated in COVID, but we were already on that journey towards that modern architecture.
Lt. Gen. Shwedo: When we talk about with Joint All Domain C2 (Command and Control) you’ll find we are looking 10 years out when we’re thinking, but the bottom line is we want to be able to securely talk anywhere on the planet at any level of classification. We want all of the data that Mr. Deasy’s talking about and, quite frankly, we’ve got to have a tablet or something that’s going to give us the ability to manage it.
I anticipate it’ll be managed by a series of apps that you’ll either turn on or turn off to rapidly overcome whatever event you’re in, the bottom-line is we have an on-ramp and it was actually aided by the COVID crisis.
Airman magazine: As the increasing number of cyber actors makes our systems vulnerable, how do we defend the cyber infrastructure? How do you build retaliation credibility in cyber?
Dana Deasy: Well I’ll speak to the defense side of this. You’re going to have to experiment and try new things, especially where you’re dramatically changing and pivoting your workforce – in this case, you know, pre-COVID we were maybe 90, 95,000 people any given day around the DoD world were teleworking and you’re now sitting over a million.
That right there is going to force you to step back and have a really hard, tough conversation about what defense looks like in that world? And I think there is defense around how you monitor. How do you collect the intel to know about our adversary’s intent? How do you educate the end user on their responsibilities of what they need to do differently when working from home?
Throughout this, we always asked ourselves adversary intent; do we have the tools to be able to monitor what’s going on with the adversary and are we feeling confident that our workforce and the men and women that serve this great country know exactly what’s expected of them?
Lt. Gen. Shwedo: I would say the holistic nature of taking on offense and defense and then operating the net is making sure that we’re exploiting our advantages and negating any of their strengths while you go forward.
On the defensive standpoint, you’ll rapidly find that we need to reduce their attack platforms – so cyber hygiene, education, reduce their infrastructure, reduce their tools, their capabilities and you do that from publicly exposing those tools or where you’ve seen us publicly expose their hackers on the defensive side.
On the attack side – on the offensive side – you’ll see opportunities, on-ramps from defense to defense and going back and forth. I love football, but it’s not football, it really is hockey. I like the hockey analogy because it goes a lot faster and it hurts bad if you don’t do it right. The bottom-line is going back and forth along those lines, there’s great opportunities and the whole time you’re trying to ensure that you have access and the capability to communicate where your bad guys do not.
Airman magazine: How critical is cyber to the future of the U.S. deterrent capability? How do we communicate our capabilities in order to deter adversaries?
Dana Deasy: Well first, you’ve got to buy into the premise that future warfare is going to be about who has superior technology. Then you then go to the next premise – then it’s all going to be about who can take out, disable, disrupt, spoof that technology. That becomes completely paramount.
I firmly believe that we’re looking to a future where everything that we are building, has to start with the mindset of technology’s going to be our superiority and how do we protect that, defend that and how do we use that technology, not only the connect side, but the cyber side to put us in advantageous position at all times?
Lt. Gen. Shwedo: We’ve been very clear our strategy is to do Joint All Domain C2 – air, land, sea, space, cyber. Unfortunately, I think some people have been confused. They would probably pick the worst analogy, which is nuclear weapons and superimpose it on cyber and there’s nothing that could be worse, because they’re two completely different worlds.
The capabilities to be able to produce a nuclear weapon or a cyber effect are on opposite ends of the spectrum. The reason why I bring that up is they carry that analogy further and they believe that we will only play this game of responding in kind, like mutually assured destruction with nuclear weapons. That is a false premise and could lead people down a very, very wrong road.
In 2011, we made very clear if you have cyber effects that are on the same level as any other weapon, we may come back at you not with cyber, but with some other kinetic strategy. A lot of people who were banking on this in-kind game plan rapidly destroyed all of their war plans, because they thought they could hit us and they could absorb our cyber blow; both are bad premises.
I think when you have the synergistic nature of air, land, sea, space and cyber and not separate them out, then it’s just another tool in your toolbox. You’re not going to put a round peg in a square hole, you are going to use the precise weapon in the precise scenario, for the precise solution.
Airman magazine: Is there anything else you would like to add about or discussions today that we have not asked?
Dana Deasy: I think that the Department of Defense, or maybe just the government in general, sometimes can get a bad rap about its inflexibility; that it doesn’t have agility. It doesn’t know how to think out of the box and doesn’t know how to innovate and it doesn’t have speed.
I mean, you do not take Department of Defense and move it to a million plus people working from home with like capabilities that there were in the office, and collaborating as if they were still sitting in the office, unless you can do that quickly with agility and with real innovation. I think this just demonstrated that we have incredibly talented people and, when set free, to have to do something in a completely tight, compressed time frame, great, great results will come.
Lt. Gen. Shwedo: I’ll just end it with one of the key strengths for the United States. We have friends.
You know, our adversaries have clients. When we watched during COVID they threatened them. Taking large swathes of their property because they weren’t paying their bills or even the manipulation of their free press.
The compare and contrast model; we start defending forward in cyber is we start sharing information, we learn in both directions, that is our strength, our partnerships, with all of our friends around the world. When you think about a realm of warfare where it is a manipulation of code or tactics, techniques and procedures that can rapidly get into our attack access in the United States, one of the quickest counters is ensuring that you have friends with whom you share intel. Then you push the defense further from your borders and it rapidly provides you an information advantage for yourself and all of your partners.
Airman magazine: I always like to end with asking how proud are you of the men and women that you are working with and is there anything that you would like to say directly to them?
Dana Deasy: From the moment we kicked off the task force, it looked like an insurmountable task. You know, somebody said “Well you can’t get a million plus people working from home?” There were so many challenges. No one ever walked into any of the meetings and had an attitude of “I’m not sure we could do that.” The Department of Defense is at its best when its back’s up against the wall and it truly has to deliver on something that appears to be insurmountable. And I think this was a great example of everybody coming together across services, civilians, contractors, our industry partners and doing truly extraordinary things.
Lt. Gen. Shwedo: I would just say I’m truly humbled. Mr. Deasy hit it right on the head. I love telling a story, especially to our younger airmen, when I’m traveling around, they always have an app for me and it’s always wonderful. One Airman showed me (an app) and I was wowing over this piece and he goes “Sir, do you want to know what I call it?” I go “sure, what do you call it?” And he goes, “Stonewall.” And I’m like “cool, how did you come up with Stonewall?” And he goes, “because that’s the reception it’s going to get from my boss when I show it to him.”
I buried my head in the sand and I was like, “god dang it” cause generally the very high (ranking) and the very low (ranking) get it, it’s these curmudgeons in between. To Mr. Deasy’s point, what I have found is this has been a learning opportunity where curmudgeons are getting smaller and smaller. We’ve forced them into an uncomfortable space and they’re excelling.
Every day, I am nothing but impressed and very proud to be on this team, because these guys are very adaptable and that is probably why I feel very good about a future fight. I know we’ll outthink them, we’ll outproduce them and we’ll make whatever changes we have to make sure that we have victory at the end.
There’s a long history of military slang, probably dating all the way back to when the first people hit each other with sticks and rocks. While military slang can be fun, it’s even more fun when it seeps into the common vernacular of everyday people. The only problem is when a word or phrase is too good, its origin gets lost in time, and people forget where it came from – but no longer.
Here are just a few words and phrases that came from military tradition.
1. “Best man”
In the days of yore, it was quite possible that a betrothed man might lose his wife even before their wedding to any number of possible hazards – rival bands, enemy leaders, or even random highwaymen. So while he was in the middle of the ceremony, he would enlist his best swordsman to cover his back while his attention was focused elsewhere or hold off an attacking party while the new couple made their getaway.
These days, to be way out in the boonies means you’re out in the middle of nowhere, somewhere in the sticks. When the term was coined, it meant that too, only the actual boondocks are in the Philippines. In Tagalog, “bundok” literally translates to “mountains” so when Filipino fighters told American troops they were headed to the bundoks during the 1898 Spanish-American War and the subsequent Philippine-American War, it meant they were headed to the islands’ inner wilderness.
Sorry, but the term “cowboy” used to define the ranchers and vaqueros of the Old West was never actually used for those guys at the time. They were usually just called cow herders or cowhands. The term “cowboy” goes well past the 19th Century. The original cowboys were American colonists loyal to the British Crown during the American Revolution. They would band together in guerrilla units and lure other units of rebel farmers into ambushes using cowbells to coax them in. After the war, it was used to describe criminals from Texas who made raids into Mexico.
4. “Face the music”
In the European military tradition (from which the U.S. tradition is derived), any disgraced officer who was summarily kicked out of his unit was done so in the most demeaning manner possible. As the regiment’s drummer played on, the officer would have his sword broken, his buttons removed, and his charges read to the entire room. The officer was them marched across the parade ground to the tune of the “Rogue’s March” toward the regimental band.
5. “Last ditch effort”
In the kind of fighting that took place in the 16th and 17 Century, troops didn’t just maneuver around the battlefields in the open, in tight formations, wearing bright colors. I mean, they did that, but they also constructed a series of earthwork redoubts and other protective places to hold. Among these was a series of trenches they could fall back to if the stuff started hitting the fan – and they would dig many in case things went really wrong. But everyone knew by the time you got to your last one, you had to do something amazing, or everyone was likely to die in that last ditch.
6. “The whole nine yards”
This term appeared in the 1950s, after the end of World War II – and it has nothing to do with football or anything else where yardage is a factor. It refers to the length of the ammunition belts designed for American and British fighter planes during the war, 27 feet (or nine yards). When flying a particularly tough mission or otherwise using a lot of ammo, a pilot might have been said to use “the whole nine yards.”
Look, we get it. You have an unquenchable thirst — a yearning for the trumpets and cannon-fire, but the kids have soccer practice on Tuesdays and you have bowling league on Thursdays. What is a would-be operator to do?
High-end training is seeing an incredible boom right now. Whether you’re a Global War on Terror (GWOT) veteran looking to relive some of those glory days or just a red-blooded American looking to add a little spice to your life, there are training opportunities aplenty.
But what about the serious student who wants to challenge themselves at the same level as some of our most elite warriors? We’re going to give you a rundown of some of the best private training opportunities available because this is America — and the only reason you need to drive fast, shoot stuff, and jump out of airplanes is that you want to.
U.S. Army Rangers assigned to Bravo Company, 2nd Battalion, 75th Ranger Regiment, helocast into the water from a UH-60 Black Hawk helicopter, assigned to 25th Combat Aviation Brigade, at Bellows Air Force Station, Hawaii, Nov. 14, 2018.
(US Army photo by 1st Lt. Ryan DeBooy)
You can’t jump right into a high-level class though, so we’ve provided a roadmap to keep it fun and relevant. If you’re already at a high skill level, go ahead and jump right into the deep end, but don’t say we didn’t warn you!
Many of the classes and events are also physically demanding, so make sure you prepare before beginning your own special Q course. Once you’ve been training and start feeling good about yourself, amp it up and challenge yourself with our first training event:
1. GoRuck. The lads over at GoRuck have been doing their thing for a while now, and the GoRuck Challenge has evolved into a multi-event destination. As special as the Special Forces are, they’re all ground-pounders at heart, so you’ll need to be able to put weight on your back and get to the objective. If you really want to have some ruck credibility, be prepared to complete the two-day H-T-L, a combination of their Heavy, Tough, and Light events. Before you can be special, you gotta be tough. GoRuck also offers Ascent, a three-day “adventure” that will immerse you in wilderness survival, first-aid, and mountaineering — minus the granola-eating hippie garbage from your REI wilderness survival classes.
GoRuck Ascent is legit wilderness training.
(Screen grab from YouTube video uploaded by Tony Reyes)
2. Courses of Action. Leadership training is paramount in the military. Courses of Action, led by former U.S. Army Special Forces NCO Johnny Primo, offers a Small Unit Tactics course that focuses on rapid decision making, communication as a leader, and other essential skills in highly stressful situations. The four-day course is held in Texas and rotates students through leadership roles and at least 12 missions, always facing an opposing force. Regardless of the small unit you lead — family, work team, weekend softball league — you’ll learn effective skills that will impact every aspect of your life.
Land, sea, air … it doesn’t matter where! If you’re special, you take the fight wherever it shows up. The next two courses are all about that life aquatic. If you can’t swim or haven’t in years, you might want to check out the local Y to get your feet wet before diving in.
3. PADI Open Water Diver. A basic diving certificate is just the beginning — like any other skill, you have to keep improving. PADI provides classes and certifications all over the country, so don’t let a lack of an ocean get in your way. The Advanced Rebreather Diver is where all the cool kids are, so be prepared to put in the time to claim your throne as the King or Queen of Atlantis.
PADI offers courses across the country, including everything from basic diving certification to advanced rebreather diver.
(Photo by Jennifer Small/PADI)
4. OC Helicopter PADI Heli-Scuba Course. Any weekend warrior can dive out of a boat. If that’s not good enough for you, you’re, well, special. And special people dive out of helicopters. That’s right, it’s time to take your diving to the next level with helo-inserts. At id=”listicle-2641265805″,250 per person, it’s not cheap, but think of how impressed that chick over in accounting is going to be. You can’t be the office alpha if you’re not doing alpha stuff.
Well, we’ve covered land and sea — now it’s time to take to the air. Hold on to your security blanket and prepare for the airborne lifestyle. It’s not cheap or easy, but you’re up to the task. Besides, you can’t look down on the regular grunts doing grunt stuff if you’re not Airborne!
5. HALO Loft. There are great skydiving instructors all over the country, but there’s only one civilian High Altitude Low Opening (HALO) jump, and that’s HALO Loft. How high are we talking? How does 28,000 to 43,000 feet sound? Honestly, it sounds terrible to me, but I’m not special. If you want to claim those bragging rights, tuck your pants into your boots and get ready to regale the world with tales of airborne glory.
You’re almost there. You’ve forged yourself into something better than you were, but now that your body and will are steel, it’s time to sharpen. These are the skills that really set you apart from the pretenders — skills that have real-world, everyday applications for the safety and security of you and your loved ones.
6. ShivWorks ECQC, Extreme Close Quarter Concepts. There are a lot of folks out there teaching great things, but Craig Douglas at ShivWorks has been teaching people how to work in close and nasty with blade work, weapon retention, clinching, groundfighting, and striking, mixed in with plenty of force-on-force. His 20-hour ECQC course has been taught all over the world to all sorts of very special folks and is one of the most refined curriculums out there when it comes to getting it done up-close and personal. It doesn’t matter if you’re a white belt or you’ve been sweeping the leg since the 1980s, you’ll learn something that will have an immediate impact on the way you live your life.
7. Jerry Barnhart Training. There are many shooting programs ranging from very good to complete crap, but there is only one Jerry “The Burner” Barnhart. Even though The Burner has been teaching deploying units since 1987, his classes have become a rite of passage in the wake of the GWOT. There are plenty of competition guys who have worked with our special warriors, but none have had an impact on the industry like Barnhart. From helping guys situate their kit to refining trigger presses, he’s next level. He doesn’t publish a training calendar (he doesn’t have to), but get a hold of him and get into a class.
8. Rogers Shooting School. This is one of the granddaddies of the tactical shooting world. Bill Rogers has been training military and police instructors from around the world for more than four decades. This school is recognized as one of the most challenging shooting schools in the world and has humbled some of the best shooters from some of the most elite units. Rogers and his cadre tolerate no crap; be ready to go out into the Georgia woods and come out a week later a whole new shooter. Focusing on targets that stay still for a maximum of one second, this advanced school is not for the easily defeated.
9. Greenline Tactical.Don Edwards spent over 20 years in the Special Operations community fighting everywhere from Operation Just Cause (Panama) to Operation Enduring Freedom. He spent this time perfecting the skill of fighting under night vision, and when he retired, he went to work consulting and teaching for TNVC, cementing himself as a go-to source for all things night vision. When it comes to getting your night-jiggling on, no one speaks with more authority than Edwards. Check him out to find out why the good guys own the night.
Tim O’Neil has won five U.S. and North American Rally Championships; he was a factory driver for Volkswagen and Mitsubishi through the late ’80s and early ’90s and drove for the official U.S. Air Force Reserve team in the early 2000s.
(Photo courtesy of Team O’Neil Rally School)
10. Team O’Neil Rally School. Cars kill far more people every year than gunfire, so one of the best things you can do as a prepared citizen is to get some advanced driver training to even those odds. The Team O’Neil Rally School has become one of the most prominent providers of advanced driver training to Department of Defense clients. Their Tactical Mobility Package focuses on skills ranging from recognizing vehicle ambushes to high-speed loose surface training to skid pads — and even high-angle ascents and descents. If you’re going to be driving a Hilux on a crappy road in the dark — or just driving your kids home from school — Team O’Neil is where you need to go.
Trojan Footprint: Embedded with Special Forces in Europe
In a recent study conducted by the Department of Defense and the Sleep Research Society, it turns out that the insomnia rate within troops skyrocketed 650 percent since the 2003 invasion of Iraq. In other news, water is wet.
No. But seriously. This should only be a shock to civilians who’re so far removed from what the troops are actually doing. If you’re wondering why we have sleep problems, take a look at our regular schedule: wake up at 0430, PT until 0700, work until 1700 (but more likely at 1800,) fill out paperwork or college courses that couldn’t have gotten done during work hours for another few hours, maybe some personal time, and eventually sleep around midnight.
That entire cycle is then propped up with copious amounts of coffee and energy drinks. And to no one’s surprise, it’s obviously the caffeine’s problem instead of systemically awful time management skills of most troops.
I’m just saying. Don’t get on the troops’ asses about drinking coffee. There are civilians who roll out of bed at 0845 and leave work at 1500 who can’t go a moment without their vanilla spiced grande chai latte whatever. Here are some memes for those of you who earned theirs!
It’s that time of year again: Memorial Day weekend. A solemn moment for the troops to reflect on those we’ve lost along the way and for our civilian friends and family to join us in honoring our fallen.
Now, I don’t fault the civilians who just take the weekend to relax and barbecue as the summer officially starts. You’d be hard-pressed to find a single fallen troop who’d wish to take away someone’s enjoyment. Sparking up the grill and enjoying friends and family is a big part of the American way of life that we fought for — and some paid the ultimate price for.
My gripe is with the complete oxymoron that is the phrase, “have a happy Memorial Day.” It’s just extremely awkward in context. Like, even if someone was a open-bar-at-my-wake kinda person, ‘happy’ and ‘memorial’ just don’t really mesh.
So, I leave you with this… Have a good Memorial Day weekend, however you choose to spend it. Place flags at your local veterans’ cemetery. Crack open an extra cold one for a fallen comrade. Start up the barbecue and tell the kids about the good times you had with your buddy who didn’t make it back. If we’re being honest with ourselves, they all would have wanted us to have a good day in their honor.
Yeah, that wasn’t your typical opener where I practice my stand-up, but I have a feeling I’m not the only one irked by the expression.
Also, here’s a SPOILER ALERT. We joke about the final episode of Game of Thrones in the final meme.
The holidays can feel awfully lonely when you’re hundreds of miles from your hometown, and your spouse is deployed. Traveling solo with kids is overwhelming, sure, but a holiday season with no adult interaction is even more depressing. Here’s what you need to know to travel while solo parenting, whether on the road or in the skies.
Don’t forget the gifts
If you’re planning to visit relatives over Christmas, take advantage of online shopping, and have your children’s gifts and gifts for others shipped directly to your destination—no one wants to schlep a Barbie Dream House through DFW. But, speaking of that Dream House, don’t forget that you’re going to have to take all of this stuff back home with you! Don’t buy anything big for your kids and remind your relatives not to give big gifts, either.
Pro Tip: Cram a large duffle bag into one of your suitcases so you can use it to pack and check gifts for your flight home.
Traveling alone with kids means your days of throwing some clothes into a bag and heading out are long gone. This is going to require thought and planning. Start packing at least a week in advance. Chances are good that the stuff you all wear all the time, is also the stuff you’ll want to bring, so put your empty suitcases next to the washer and dryer and toss the clothes in as you fold them. Only bring enough diapers, wipes, and formula for two or three days. You can buy more at your destination.
Whether flying or driving, it’s a good idea to use your biggest suitcase and try to consolidate multiple bags into one. Unless you’ve got a teenager to help carry bags, you’re going to be handling them all yourself, and one big bag is easier to manage than three small ones.
Pro Tip: If you’re driving a long distance, it’s a good idea to pack an overnight bag with stuff for each of you. Put that small bag into the car last so it’s easily accessible. If you have to stop for the night along your route, you’re not going to want to drag all your big suitcases into the room.
Just pack PJs, comfy traveling clothes, toiletries, diapers and wipes, and whatever woobies or special stuffies you all can’t sleep without, and a few snacks for the room. A snack bag will absolutely save you when the late-night hunger hits, and your hotel doesn’t even have a vending machine. You might want to throw in some herbal tea bags (or a single serving wine box) for yourself.
No two kids are exactly the same, and you know yours better than anyone. Some can’t handle more than an hour of uninterrupted driving, others can go 15 hours so long as their bellies are full of chicken nuggets. Don’t fool yourself that a child who hates driving will miraculously be great for a 17-hour slog, or that you’ll be able to drive all that distance without getting tired. If you need to stop for the night, do so. A motel room is much cheaper than a wreck.
Be sure to plan your route ahead of time. GPS navigation is great and all, and by all means use it, but it’s no substitute for actually knowing where you’re going. The roads will likely be crowded, you may encounter closures, accidents, and detours, and we’ve all had navigation lead us astray. RoadTrippers.com is a great resource for planning.
iExit tells you how far the next Interstate exit is and what amenities you’ll find there, like the always-important bathrooms, gas, and food.
Flush Toilet Finder uses your location to show you nearby toilets on a map, which is absolutely essential information when you’re traveling with preschoolers. Bonus: it works offline and can integrate with Google Maps to provide directions.
And if you’re not in a big rush and want to break up your drive with some Americana oddities, the Roadside America app will tell you about all sorts of weird stops along your way, like Foamhenge.
The Priceline app is also great for road trips because it lets you bid on rooms that are nearby, meaning you don’t have to know in advance where you’ll be when you want to pull off and sleep.
ProTip: Wait until after 3 p.m. to start bidding. By afternoon check-in time, many hotels are willing to accept a lower bid than they would have taken earlier in the day.
Parenting Pro Tip: Try to book a hotel with an indoor pool and free breakfast. A day strapped into a car seat will leave any kid antsy, with oodles of energy to burn. An evening splash in the pool will mean that your children actually fall asleep when you turn the lights out. Complimentary breakfast means you can get back on the road without stopping to eat, saving time and money.
And another one: If your children are too small to help with bags at the hotel, grab a luggage cart. You can easily set an infant carrier on the cart, and toddlers and preschoolers can climb on and catch a ride. They’ll love it! Most importantly, you’ll be able to manage all your bags and people in one trip.
It should go without saying, but arrive early, at least 30 minutes earlier than what you think being early means. Flying is stressful. Flying with children is even more stressful. Flying solo with children when you’re running late is agony.
Pro Tip: If at all possible, book a morning flight, especially if you have to make a connection. Why? Because if your flight gets cancelled or delayed, you’re more likely to get on another flight if you start early in the day. You do not want to be stuck overnight in an airport with children.
If your kids are too big for a stroller but too small to turn loose, look into buying a fun ride-on suitcase, like this one. All of a sudden, the tedium of the airport will look more like a playground, at least to your child. Speaking of playgrounds, here’s a list of some of the family-friendly amenities available in U.S. airports.
Don’t forget about the lounges and the USO. If you have the American Express Platinum Card (And you should, the annual fee is waived for active duty, plus you get all these perks) you and your children can access the Delta Sky Club Lounges and the Centurion Lounges … and all the free food, drinks, and WiFi in them. Some even have a family room.
But even if you don’t have the AMEX, your military family status allows you to use the USO lounges, which means you get access to free snacks, comfy chairs, and the nicest people in America. Many of the volunteers are grandparent-aged and love to play with kids. Stop in, grab a snack (the USO in Charlotte, NC’s airport often has free Cinnabon), kick back in a recliner and let other people soak up the adorableness that you stopped noticing somewhere over Des Moines, when your toddler kicked the seat in front of her for the 18th time.
Speaking of, while you’re on the plane, just accept that your normal nutrition and screen time rules are on hold. Bring your own junk food and whatever device your child likes to play— with headphones, please!— and then let them play and eat as much as they want. Bring old fashioned coloring and activity books, too. Kids love having your undivided attention, and a game of Hangman or Tic-Tac-Toe on a seatback tray will burn up some time. You will be exhausted by the end of the flight. It’s just going to happen. Accept it and expect it.
You don’t have to spend the holidays marinating in loneliness and exhaustion. With a little planning, a lot of patience, some managed expectations, and a few apps, you can travel with children to celebrate the season, without losing your sanity.
Rebekah Sanderlin is an Army spouse, a mother of three, a professional writer and an obsessive traveler. Once, during a deployment, she took all three kids on a 6-week-long roadtrip from Florida to Maine— and back!—stopping to see every long lost military friend and roadside attraction along the way.
Several months ago, no one believed us when we said that there would eventually be a Space Force. Everyone thought it’d be a foolish idea. We were the biggest fans of the idea from the very beginning. It’s not like we’re mad or anything — just that we’re calling first dibs in line at the Space Force recruitment office.
Whatever. Here’s a bunch of memes that are about the Space Force curated from around the internet and a hand full of other ones that aren’t space related, I guess.
“I will not take my own life by my own hand until I talk to my battle buddy first. My mission is to find a mission to help my warfighter family.”
These words constitute the Spartan Pledge, a solemn oath meant to reverse the disturbing trend of suicide among veterans of the U.S. military and active duty personnel.
According the 2018 Annual Suicide Report released by the U.S. Department of Defense, 541 service members died by suicide in 2018, including 325 active duty troops. The data collected for this report show the suicide rate is 24.8 per 100,000 service members, up from 21.9 in 2017 and 18.7 in 2013. These 2018 numbers represent a six-year high.
Similarly, the 2019 National Veteran Suicide Prevention Annual Report published by the U.S. Department of Veteran Affairs is bleak as well: 6,139 U.S. veterans took their own lives in 2017 — 16.8 per day, up from 5.9 in 2005. This rate is one and a half times that of the general (non-veteran) population.
Boone Cutler on deployment when he was a member of the U.S. Army.
(Photo courtesy of Boone Cutler’s Facebook page.)
In 2010, retired U.S. Army paratrooper Boone Cutler decided it was time to do something about these tragic statistics. Cutler came from a family with a long-standing tradition of military service. His father served in Vietnam, his grandfather in World War II. “My grandpa was actually the longest held POW in World War II,” Cutler said. “We take a lot of pride in that and give him a lot of respect. He was captured the day after the Pearl Harbor attack and was held from December 8 until the end of the war.”
Cutler was inspired to join the Army after learning about the U.S. invasion of Panama in 1989. “I remember the headline,” he said. “The 82nd Airborne Division had just jumped into Panama. I left home at 17 and joined the Army Airborne Infantry when I was 18. He later reclassed his military occupational specialty (MOS) and joined the psychological operations (PSYOP) community. Cutler deployed to Sadr City, Iraq, in 2005 as a PSYOP Team Sergeant. Serious orthopedic and traumatic brain injuries sent him to Walter Reed Army Medical Center for two years. While there, doctors told him he was suffering from post-traumatic stress disorder (PTSD), a diagnosis he had no intention of accepting at the time.
The years that followed were difficult. Cutler was on several prescription drugs, and he grappled with violent outbursts and suicidal thoughts. In 2010, he was shocked to learn that he wasn’t alone. In a conversation with his closest “battle buddy” from Iraq, Cutler asked his friend if he’d ever considered suicide. “Every day,” his buddy answered.
Holy fuck, thought Cutler. How could guys be so close on active duty — literally covering each others’ backs in a kinetic environment, know everything about each other, every hiccup, every burp, every fart … literally everything … and we don’t know this about each other after we come home?
Shortly thereafter, he called another friend who had been on his team. He discovered that teammate was struggling, too. He had been contemplating taking his own life and hadn’t left his home in two years. This was the genesis of the Spartan Pledge — a battle drill that, in Cutler’s words, helps warfighters “know what to do when they don’t know what to do.”
“We made an agreement,” Cutler said. “We knew we couldn’t actually stop each other from killing ourselves, but it was kind of a respect thing — if you’re going to do that, I can’t stop you. But don’t leave me spinning around on this planet for the rest of my life, wondering what happened and if there was something I could have done. Now [the pledge] is two sentences, but it literally started out as, ‘Motherfucker, you’d better call me.'”
Around this same time, Cutler learned about GallantFew, a then-new organization with a mission to help veterans in transition. GallantFew executive director Karl Monger soon became a close friend and mentor to Cutler. While talking on the phone, the topic of veteran suicide came up, and Cutler mentioned how he and his buddies were dealing with it. Monger stopped him mid-sentence. “Boone,” he said. “I think you’ve really got something there. This is something we should promote.” GallantFew began to introduce the pledge through its network, during one-on-one meetings with veterans in crisis. From there, it took root around the country and continued to grow organically.
A 2017 video, aptly titled “The Spartan Pledge,” featured commentary by Cutler and conversations with others who were inspired to “pay the pledge forward” in unique ways. Army veteran and Redcon-1 music artist Soldier Hard shared his idea to incorporate the pledge into his concerts. “Every warfighter knows about taking an oath,” he said. “We take oaths very seriously. Why not invite warfighters in the audience to come up on stage and take the Spartan Pledge?”
The video also featured U.S. Navy veteran and New York City firefighter Danny Prince, who told Cutler he wanted to honor the victims of 9/11 — those who died in the attacks, as well as our fallen military in the Global War on Terrorism. Prince had collected some steel from the World Trade Center wreckage. He and former U.S. Marine and commercial airline pilot Steve “Luker” Danyluk proposed to forge that steel into a commemorative sword. Two months later, the project was complete.
U.S. Navy veteran and New York City firefighter Danny Prince used steel collected from the wreckage of the World Trade Center to forge this commemorative sword.
(Photo courtesy of Boone Cutler.)
“Every warfighter who joined in this current era is there because of what happened at the World Trade Center and the Pentagon on 9/11,” Cutler said. “So we’ve come full circle now by creating a sword out of that tragic event that inspires people to live. That’s humbling. That’s something that touches your heart. When people touch that sword, it’s like connecting with all the souls that were lost.”
In 2011, Cutler launched a weekly talk radio show in the Reno, Nevada, area, called “Tipping Point with Boone Cutler,” which served as a platform for the former paratrooper’s raw, no-holds-barred style. That show aired through 2016. These days, Cutler spends his time spreading the word about the Spartan Pledge and connecting with his brothers and sisters in arms, both active duty and retired. “We’ve built a solid network from all walks of life,” he said. “We put our differences aside to save lives. It’s an amazing unifier.”
Cutler was a featured guest at the 2019 VetXpo conference in Dallas in October, which was sponsored by the GallantFew. His presentation, one of the many highlights of the weekend, was a spot-on snapshot of the state of the veteran community, the civilian world’s perception of warfighters, and why warfighters have such a challenging time with transition.
A dog tag stamped with the Spartan Pledge.
(Photo courtesy of Boone Cutler.)
He shared his observation that, after Vietnam, Hollywood and the media habitually portrayed warfighters as “crazy vets.” As late as 2010, nearly half of all human resources managers said it was “difficult to hire” veterans due to PTSD — but they didn’t have a real understanding of PTSD. Cutler concluded that it was “PTSD phobia” that made it difficult to hire veterans, not PTSD itself. If PTSD was truly the problem, he continued, a woman who was raped or a person who lived through a natural disaster or a car wreck would also be difficult to hire. Yet, strangely, that did not seem to be the case — only veterans with PTSD posed this difficulty. Fortunately, due to advancements in mental health and organizations like GallantFew, the civilian population is beginning to understand PTSD, those affected by PTSD are talking about it more openly, and the associated phobias are fading.
As critical as he was of the civilian population, Cutler made it a point to hold his fellow warfighters accountable, too. He acknowledged that the transition to the civilian world is difficult, calling it a “different set of rules.” In the military, it is understood that everything can change and adjustments must be made. “If we’ve adjusted to those environments,” Cutler challenged the audience, “why are we so stubborn to adjust to this one?”
His answer was startlingly simple: At a time when most young people are learning to become independent — starting families, getting careers and making their own decisions — those who join the military are entering an authoritarian environment, in which they rely upon someone else, a squad leader, to tell them what to do and when to do it. The upshot? Warfighters have to develop their own “inner squad leader.”
(Photo courtesy of Boone Cutler.)
“My squad leader talks to me all the time,” he admitted. “I’m gonna do some stupid shit. BAM! Squad leader talks to me: ‘Don’t do that.’ Every one of us needs to build that squad leader [into your brain] who tells you what to do. You’re not doing your PT? Squad leader ought to have a knee up your ass pretty quick!” As you can imagine, Cutler’s presentation was peppered by frequent, self-deprecating laughter.
However, the humorous tone quickly turned somber when he invited Annette, a Gold Star mother, to join him at the front of the room. Cutler shared Annette’s story with the audience, recounting how her son had tragically ended his own life after transitioning out of the military. He then asked everyone to come forward, circle around, and lay hands on Annette while he led the group in the Spartan Pledge.
“I authored it,” he said later about the pledge, “but it doesn’t belong to me. It’s important to me that your readers know [the Spartan Pledge] is hallowed ground. There’s a fiefdom everywhere in our community these days, so I don’t want to attach my personality to this thing. To be clear, I legally own it, but that’s just to make sure no one pulls any bullshit.”
The Spartan Pledge has been featured on a NASCAR vehicle, inked on the bodies of warfighters, and incorporated into special ceremonies across the country. In the final minutes of Cutler’s 2017 Spartan Pledge video, he said that people frequently ask what he plans to do with it next.
“I’m just the author,” he said, laughing. “I’m not doing anything with the Spartan Pledge because it belongs to the community. The question is: What are you going to do with it?”
Buy a Bag, Give a Bag: Our first donated bags arrive to deployed troops in Iraq
The top Marine Corps general is officially putting an end to the long-standing tradition of toughing out the rain without an umbrella, which has become a point of pride for the amphibious service.
“Umbrellas are good to go,” Gen. David Berger told reporters at the Pentagon — at least when Marines are wearing their service or dress uniforms.
Berger will make the move official in a new Marine Corps-wide administrative message to be released this week. Effective immediately, all Marines are authorized to use small, black umbrellas under certain conditions.
“Marines may carry an all-black, plain, standard or collapsible umbrella at their option during inclement weather with the service and dress uniforms,” the commandant’s message to Marines states.
Leathernecks in camouflage combat utility uniforms will still need to brave the rainfall.
The change follows an April survey on the matter from the Marine Corps’ uniform board. Officials declined to say how many Marines who answered the survey viewed the addition of umbrellas to the uniform lineup favorably.
When the survey was announced in April, some readers said umbrellas weren’t necessary since Marines are already issued raincoats and covers. Others argued that dress and service uniform items are too expensive to ruin in the rain, especially for lesser-paid junior Marines.
For others, the move came down to common sense.
“Using an umbrella looks more civilized and professional than standing outside getting drenched,” one reader said.
Until now, only female Marines have been allowed to use umbrellas in service and dress uniforms. They must carry the umbrellas in their left hands, so they can still salute.
Male Marines have for decades been some of the only service members barred from using umbrellas when in uniform.
The policy made headlines in 2013 when President Barack Obama was giving a speech in the rain outside the White House. Marines standing next to Obama and the Turkish president held umbrellas for the two men while they stood in the rain.
This article originally appeared on Military.com. Follow @militarydotcom on Twitter.
Kids seem to grow up so fast, even faster when we’re deployed. It takes time for every military parent to reconnect with our children after being away for long periods of time. Adults are concerned with the endless cycle of responsibilities in our careers, marriage, and budgeting. Children on the other hand are concerned with missing you.
Phone and video calls may be enough for us but it may not be enough for them. The burdens we carry are worth it when we see their smiles, living in safe homes, and getting a good education. Little ones are immersed in a more digital reality than millennial parents when they were their age.
The bright side is that we can connect with them over games they’re interested in and you’ll be surprised how much you remember about gaming if you aren’t already playing solo. From their perspective, winning with your team is awesome — but winning with your dad is epic.
Everything the light touches is our kingdom.
The easiest way to describe Minecraft is that it’s digital Legos. It was developed by Mojang and has three modes: Survival, Creative, and Adventure. This game can be played on any platform or phone and has online capabilities.
Survival is straight forward where you gather supplies and build things to help you weather the elements or defeat enemies. Creative Mode makes you immune to damage and have access to every block (piece) in the game. In Adventure mode most blocks cannot be destroyed and it has a more roleplaying type of element to it, like Skyrim but with training wheels.
Minecraft has been used to teach kids about programming, coding, and Modding (creating custom characters, buildings, and effects) in schools as well. This game can be as easy or complicated as you want it to be. You’ll be surprised how fast they learn when taught in gamer speak.
Cuphead and Mugman utilizing the talking guns concept.
Cuphead is a sidescroller game developed by StudioMDHR with Disneyesque graphics. The game was completely hand drawn to resemble the iconic animation styles of the 1920’s/1930’s and a complementary soundtrack. It doesn’t support online gameplay but if you’ve ever played Contra or Megaman, you’re going to kick ass at this game.
The levels have two modes: simple and regular. Boss fights and their patterns of attack change with the game difficulty. You can teach your child about strategy, attack pattern recognition, nurture hand-eye coordination, and teamwork. Together, your young protege will be unstoppable in Metroid, Mario, and Castlevania games.
Pokémon: Let’s Go, Pikachu! and Pokémon: Let’s Go, Eevee! – Gameplay – Nintendo Treehouse: Live
Nintendo has the lion’s share on the nostalgia market and it’s console sales spike every time a new Pokemon game releases. If you remember picking your favorite starter in Professor Oak’s lab, you’re going to love going down memory lane with your tiny pokemon-master-in-training.
In the ancient days of Gamboy Pocket/Color, we had to battle and trade over a physical cable that connected our hand-held devices. Nowadays all trading and battling is done over the internet.
The latest game is a remake of Pokemon Yellow so you can still keep it old school with the original 151. There are a ton of differences from the Red and Blue but it will still hit your right in the feels.
Dad: “Loot the gear.”
Daughter: “There’s someone there.”
Dad: “Loot the gear.”
Fortnite is an online first/third person shooter in a battle royal arena. It’s like the old school shooters, 007 Golden Eye for example, where you find random weapons on the ground with the added twist that the map gets smaller.
There is a very high chance your child is already playing this game; it’s whats trendy with the younger player base. If you’re unsure if they play this game just turn to them right now and ask if they can do a Fortnite dance for you.
It has several game modes but the most common ones are team or solo battles. Players are able to build impromptu bases out of wood, cement, and metal to give them cover when fighting. This is a game where your old Halo badassery will elevate you to near God status in the eyes of your kids.
“My dad can out snipe your dad.”
Player Unknown’s Battle Grounds (PUBG) is another battle royal game with the same principles as Fortnite, which is also this game’s competitor. The key differences are that you won’t be able to build bases and the graphics are more teen/adult oriented. Call of Duty is out gran’ ol’ man. PUBG is in.
Regardless of the games you choose to play, the important thing is that you have fun and bond with your children. We’re all busy and it’s hard to understand or care about what they think is important because you know what responsibilities really are important.
When you play games with your kids, you’ll know what they’re talking about when they’re excited about something — and they’ll know you give a sh*t. I still remember when I played Super Nintendo with my old man. Give your kids the gift my dad gave me: the precious memories of owning everyone else.