Marguerite Higgins was a legend of the news media who went ashore with the Marines in the fifth wave at Red Beach at Inchon, South Korea, earning her the respect of ground-pounders and a Pulitzer Prize while allowing the general public to understand what troops were doing for America overseas.
Marguerite Higgins, a war correspondent who landed with Marines at Red Beach.
Higgins’ journalism career started when she traveled to New York with her portfolio from college, asked a newsstand guy where the closest newspaper office was, and stormed in with the demand that she be made a reporter.
That was in 1941. America was quickly dragged into the wars in Europe and the Pacific, and Higgins got herself sent to Europe where she wrote some of her most haunting work, describing the liberation of concentration camps during the fall of Nazi Germany. She braved shellfire in battle and wrote about what the soldiers around her suffered.
In fact, when she rushed to cover the liberation of the concentration camp at Dachau, she arrived with a Stars and Stripes reporter before the Army did. The German commander and guards at the southern end of the camp turned themselves over to the journalists, and those journalists had to let the prisoners know they’d been freed.
Her work in World War II was appreciated, but she hadn’t been sent overseas until 1944. When the Korean War began, Higgins was based out of Japan as the bureau chief of the New York Tribune’s Far East Office, and she immediately sent herself to the front.
Prisoners are marched past an M26 Pershing tank in the streets of Seoul, South Korea in 1950.
(Department of the Navy)
She was there when Seoul fell to North Korea, but then the Tribune sent another war reporter and ordered Higgins back to Japan. Instead of leaving, she kept reporting from the front in competition with other journalists — including the other Tribune journalist: Homer Bigart.
Yup, she competed against other employees of her own newspaper. Though, in her defense, that just meant the New York Tribune was getting a steady stream of articles from two of the top war correspondents in the world.
Well, it was, anyway, until the U.S. passed a new rule banning female reporters from their front lines. Higgins protested, which did nothing. Then, she protested directly to Gen. Douglas MacArthur, who was then the commander of all U.S. forces in Korea. This proved to be much more successful.
Newspaper article announces that ban on women war correspondents in Korea has been lifted.
MacArthur sent a telegram to the Tribune saying, “Ban on women correspondents in Korea has been lifted. Marguerite Higgins is held in highest professional esteem by everyone.”
And that was great for Higgins, because her Pulitzer moment came a couple months later. Higgins got herself onto one of the largest operations of the war: The Army and Marine Corps landing at Inchon. The strategic idea was to threaten the interior supply lines of the Communists and to relieve pressure on troops that were barely holding the southern edge of the peninsula. She opened her article with:
Heavily laden U.S. Marines, in one of the most technically difficult amphibious landings in history, stormed at sunset today over a ten-foot sea wall in the heart of the port of Inchon and within an hour had taken three commanding hills in the city.
A little later in the article, she writes:
Despite a deadly and steady pounding from naval guns and airplanes, enough North Koreans remained alive close to the beach to harass us with small-arms and mortar fire. They even hurled hand grenades down at us as we crouched in trenches which unfortunately ran behind the sea wall in the inland side.
It was far from the “virtually unopposed” landing for which the troops had hoped after hearing the quick capture of Wolmi Island in the morning by an earlier Marine assault.
Marines clamber over obstacles at Inchon, South Korea, during the amphibious assault there. Marguerite Higgins landed with the fifth wave of Marines.
(U.S. Marine Corps)
Higgins landed with the fifth wave of Marines. Her coverage highlighted the bravery of troops under fire, but was also critical of those who had sent forces in under-prepared or -equipped. In 1951, she wrote in War in Korea: A Woman Combat Correspondent:
So long as our government requires the backing of an aroused and informed public opinion it is necessary to tell the hard bruising truth. It is best to tell graphically the moments of desperation and horror endured by an unprepared army, so that the American public will demand that it does not happen again.
After Korea, she continued to search out chances to cover troops in combat. In 1953, she went to Vietnam to cover French forces and covered the defeat at Dien Bein Phu where her photographer was killed by a land mine. She got a pass to report from both sides of the Iron Curtain and covered the Cold War tensions as they rose in the early 1960s.
Unfortunately, her dangerous work eventually caught up with her. She returned to Vietnam to cover American operations there and, in 1965, she contracted leishmaniasis. She was sent to Walter Reed Army Medical Center in the U.S. for treatment, but died on January 3, 1966, from the disease.
During World War II, the U.S. Navy had some of the most advanced weapons available, like artillery shells with proximity fuses that detonated at set distances from their target. But they also had a secret weakness: Many of their torpedoes would explode too early, would swim under their targets without exploding, or might even circle back around to hit them.
It wasn’t the only flawed torpedo, but most of the Navy’s torpedo problems centered around the Mk. 14. It was supposed to be the most advanced and deadly anti-ship weapon in the U.S. fleet. They ran on steam and could travel over five miles and hit speeds of almost 53 mph and then detonate under an enemy ship’s hull with up to 643 pounds of high explosives.
In tests and in theory, this would break the keel of an enemy ship, ripping it in half or opening massive holes in the hull, quickly sending it to the deep.
American submarine commanders headed out with their boats filled with Mk. 14s. They were supposed to use their deck guns as much as possible, since they carried a limited number of torpedoes and each cost ,000 (about 1,000 in today’s money). But when the tactical situation called for firing a torpedo from stealth, like when facing a destroyer or launching a surprise attack against a convoy, they were supposed to fire a few torpedoes and watch the show.
But submarine commanders quickly began reporting problems with their weapons after Adm. Harold Rainsford Stark ordered unrestricted submarine warfare. The Navy’s Bureau of Ordnance thought the weapons should work 98 percent of the time. Submarine commanders were seeing much different results.
The older Mk. 10 was two for two while the Mk. 14 had failed completely. This wasn’t the Seawolf’s first issue with the Mk. 14, either. It had six previous tours under its belt, all plagued by torpedo issues, including that time it fired eight Mk. 14s, which accounted for seven misses and a dud hit.
Worse, the Mk. 14s had a pesky habit of detonating properly when they circle ran, the worst possible situation. A circle run occurs when a torpedo follows a curved instead of straight path. And uneven drag, propulsion, or warping of a torpedo can cause a circle run and, like the name implies, it sends the torpedo in a circle, back to its starting point.
The Bureau of Ordnance dragged their feet about assessing the problem, and then it took a while to get definitive solutions. So, for two years, submarines went on patrols with faulty weapons that could swim right under the target, pierce it without detonating, or even sink their own submarine.
But the Navy did eventually find the causes of the faults. The circle runs were caused by faulty gyros that failed to straighten the path. The torpedo sometimes swam right under the target because the torpedoes had been tested with faulty depth-measuring equipment and with warheads that didn’t reflect their real buoyancy. The failures to detonate were caused by faulty magnetic and mechanical initiators.
In fact, the mechanical initiator was an especially galling failure as far as submarine commanders were concerned, because they had been told for years that the real problem was them firing from bad angles while a 90-degree hit was most effective. In reality, the mechanical failures were most common at exactly 90 degrees, failing 70 percent of the time in later lab tests.
The Mk. 14 had been in the fleet for nearly 20 years by this point, so it might seem impossible that these faults hadn’t been discovered earlier. But it had been developed during the Great Depression when budget constraints severely constricted the tests and experiments scientists and engineers could do.
Changes were eventually made. The torpedoes were re-calibrated for the proper depth and the magnetic initiators were thrown out entirely. The mechanical ones were faulty thanks to heavy firing pins that couldn’t achieve the right momentum when the torpedo was at full speed, so they were replaced with a lighter metal alloy.
When you’re sitting by the fire with a cup of cocoa, a white Christmas sounds heavenly. When you’re at war, it’s a different story. During Washington’s camp at Valley Forge, roughly 12,000 continentals wintered in ragged huts. The frigid temperatures resulted in frequent bouts of disease, especially since many of the soldiers were lacking in proper clothing. Some weren’t fit for service at all, their bare feet leaving bloody footprints in the snow. It wouldn’t be the last time that American soldiers battled the elements. During the Civil War, the Union army confronted the Confederates on the Ozark Plateau in the cold of winter. The Confederates retreated, but the Union army gave chase. Mid-pursuit, the weather took a turn for the worst, and both armies were engulfed in a storm of snow and sleet.
So what’s the deal with this fluffy white stuff that can cause so much trouble? How does it work? Interestingly, snow isn’t as self-explanatory as you’d think. Keep reading for some of the most surprising tidbits about nature’s chilliest, prettiest form of precipitation.
The hush of falling snow is a real thing. A blanket of freshly fallen snow actually absorbs sound waves quite effectively, which is why a snowy night seems a little quieter than usual. Strangely, winter weather can also amplify sound, leading to lingering echoes through the treetops. When the snow melts and refreezes, it turns into ice. Instead of absorbing sound like snow, ice reflects it! Pretty cool, huh?
Snow is white…or is it? Snowcapped peaks look pretty darn white, but snow is actually colorless. The clear flakes scatter light in all directions, diffusing the complete color spectrum and making it appear white. That said, snow can take on different hues in different conditions. Environmental pollution and algae can turn snow orange, pink, or even black. Meanwhile, deep snow can absorb more red light than blue, giving it a chilly, bluish tint.
Snow is warm. Sort of. While snow is technically frozen, it traps tons of air as it collects on the ground. 90-95% of fallen snow is actually trapped air, making it a shockingly good insulator. That’s why animals make burrows in the winter, and why igloos aren’t ice cold. The inside of an igloo can stay up to 70 degrees warmer inside than out! Soldiers have also used the insulating power of snow to their advantage. At the Northern Warfare Training Center in Black Rapids, Alaska, the temperatures can reach negative 60 degrees Fahrenheit, but students learn to survive.
Snowflakes form around a nucleus. While snow doesn’t develop like the cells you read about in 7th-grade biology, they do form around a central particle. A speck of dirt or other microscopic debris becomes the center of each snowflake as it freezes, giving it that classic snowflake shape. This is why snow looks different than hail or sleet, which freeze as they fall without the help of a nucleus. If you look at a snowflake under a strong enough microscope, you can see the material that started it all.
There are over 35 kinds of snowflakes. One scientist named Andy Brunning loved snow so much that he identified as many different types of snowflakes as he could. In total, he found 35 types of snowflakes. He organized these into categories, including germs, rimed, plane, irregular, and column. Which is your favorite?
Snowflakes always have 6 sides. The 8-sided snowflake decorations you found at Homegoods are a lie. The geometry of water molecules makes it impossible for anything but a six-sided ice crystal to form. Not five-sided. Not eight-sided. Six. Get it right, Hallmark.
Snowflakes CAN be identical. If you’ve ever told someone they’re as one of a kind as a snowflake, it might be time to come up with a new compliment. While snowflakes do come in a wide array of shapes and patterns, a scientist named Nancy Knight found two snowflakes that were completely identical. I guess the clouds were expecting twins.
The biggest snowflake recorded was bigger than your head. Unless you have a really big head, that is. The largest recorded snowflake was 15 inches wide! It fell during a winter storm in January 1887 in Fort Keogh, Montana. Some ranch owners there claimed the flakes were as big as milk pans!
It once snowed over 100 inches of snow in a single day. If you love snow, Capracotta, Italy is the place for you. On March 5th, 2015, it snowed 100.8 inches in less than 24 hours. That’s more than eight feet! Italy’s not the only place to get great snow, however. In Washington State, Mount Baker saw the greatest recorded snow in a single season, ringing in at 1,142 inches.
Not all snowstorms are blizzards. You know how all squares are rectangles, but not all rectangles are squares? The same goes for blizzards and snowstorms. All blizzards are snowstorms, but it’s the amount of wind that sets blizzards apart. Snowstorms come with plenty of falling snow, but blizzards take it up a notch with sustained heavy winds or frequent gusts of 25 mph or more.
I love a white Christmas as much as the next guy, but if it’s that stormy out I think I’ll stay inside. Cocoa, anyone?
How does one start a revolution? It begins with a group of like-minded individuals who are bold enough to carry out an action against a superior entity, ultimately to change control of power. In the days of the American Revolution, these individuals were known as the Sons of Liberty, and their supporters — patriots like Sarah Bradlee Fulton, among others — predicated their success on secret preparation. How could they lead a rebellion against England’s powerful King George III and inspire townspeople to join their cause?
It didn’t happen overnight, but a series of events emboldened them to launch into action with an idea that was formed behind closed doors. It became known as the Boston Tea Party and is one of the most impactful political protests in history.
1773: Working men disguised as Mohawks throw chests of tea into the harbour in protest against direct taxation by the British.
(Original Artist: Robert Reid. Photo by Hulton Archive/Getty Images.)
In the 1760s, the colonists living in Boston, Massachusetts, felt that the British were taking advantage of them. Benjamin Franklin, one of the Founding Fathers who later penned America’s first political cartoon under the namesake “Join, or Die,” saw firsthand the strength and influence of a unified people. He shared these observations about his displeasure with the British through the written word, including poetry:
We have an old mother that peevish is grown,
She snubs us like children that scarce walk alone;
She forgets we’re grown up and have sense of our own,
Which nobody can deny, which nobody can deny.
Meanwhile, Boston’s economy thrived; they had successful taverns, the richest shipyard on the waterfront, 3,000 wooden and brick homes, and some 500 shops. The population of 16,000 were hardworking and young — half of them were teenagers. The majority in Boston were educated enough to read the ever-popular Boston Gazette newspaper and follow updates on how the British bullied and used them as pawns to fund their wartime debts (from the French and Indian Wars).
In 1765, Parliament, England’s governing body of the colonies, imposed the Stamp Act, which taxed Americans for anything made from paper after it arrived in colonial shipping ports. The Quartering Act followed, which demanded that citizens open their businesses and homes to British soldiers for housing and food. Two years later, the Townshend Act added paint, glass, lead, and tea to the list of taxable goods.
Join, or Die. by Benjamin Franklin (1754), a political cartoon commentary on the disunity of the North American British colonies, was later used to encourage the former colonies to unite against British rule.
(Photo courtesy of Wikimedia Commons.)
The American colonists were naturally angry, and tensions were consolidated to an upheaval in anarchy. By this time, the secret society of rebels known as the Sons of Liberty had formed. Frontman Samuel Adams — among other members such as John Adams, John Hancock, and Paul Revere — held public gatherings at Faneuil Hall to gain notoriety. In secret, the future Founding Fathers also held private meetings at the Green Dragon Tavern or the “House of the Revolution,” previously located on Union Street in Boston’s North End. Samuel Adams’ individual actions had the British publicly cast him as “the most dangerous man in Massachusetts.”
Their freedoms were being infringed upon, writes Kathleen Krull in her book “What Was The Boston Tea Party?” They protested in small boycotts and skirmishes against loyalist businesses (those who sided with the British), which made the headlines in the next day’s newspaper — but, most importantly, it caught the attention of the royal tyrants. Adams encouraged other patriots who believed in their cause to act in defiance. They used intimidation, vandalism, and even defamation of tax collectors through a shameful punishment called tarring and feathering.
On Feb. 22, 1770, one of these strong-armed attempts turned violent when British customs officer, Ebenezer Richardson, fired his musket upon a group in his backyard, killing 11-year-old Christopher Seider. A month later, on March 5, 1770, Private Hugh White, a British soldier, used his bayonet against a patriot at the Custom House on King Street.
White escalated the verbal altercation to a physical one, and the angry mob countered with a volley of snowballs, rocks, and ice. Bells rang signalling a disturbance, and loyalists and patriots entered the street to see the commotion. As the riot ensued, the British fired their muskets, killing five colonists in what is today known as the Boston Massacre.
The Miriam and Ira D. Wallach Division of Art, Prints and Photographs: Picture Collection, The New York Public Library. “Boston Massacre” The New York Public Library Digital Collections. 1870.
After these two incidents of bloodshed, the final straw was the imposition of the Tea Act, which was passed in May 1773. The Sons of Liberty had illegally smuggled tea from Holland because anything associated with the British infuriated them. Parliament countered with the enforcement of the British East India Company, the only tea that could be purchased. The once-adored tea from India and China, all 18 million pounds of it, had been outcasted by the colonists. So a group of American women began to make their own.
Women also played important if lesser-known roles in the events leading up to the Boston Tea Party. Similar to the Sons of Liberty, a group comprised of approximately 300 women was referred to as the Daughters of Liberty, and they had significant influence. Sarah Bradlee Fulton was an important figure who became known as the “Mother of the Boston Tea Party”; she later became one of the first women to come under the orders of George Washington as a spy during the American Revolution.
Fulton’s role in the Boston Tea Party wasn’t the infamous actions of dumping tea into Boston Harbor — it was more subtle, though equally important. Fulton is credited with suggesting that the patriots wear disguises during their great tea-dumping campaign to ensure that they couldn’t be recognized from a distance and would remain incognito when they ditched their outfits after the event.
Colonists also spread propaganda about British tea in the newspapers, instead valuing “Liberty Tea” made by American women in homemade batches. “Let us abjure the poisonous baneful plant and its odious infusion,” wrote one colonist. “Poisonous and odious, I mean, not on account of the physical qualities but on account of the political diseases and death that are connected with every particle of it.”
The Green Dragon Tavern, the meeting place where the Sons of Liberty planned the Boston Tea Party.
The Liberty Tea used the red root bush herb found growing on riverbanks. Red sumac berries and homegrown leaves were used to make Indian Lemonade Tea. Other recipes meticulously crafted delicious Raspberry Leaf Tea. It was declared “as good as any other tea, and much more wholesome in the end.”
While the Daughters of Liberty generally voiced their dissatisfaction with the British in quieter ways, they occasionally had to get a little rowdy. One such incident involved a merchant who was hoarding coffee, which was later dubbed the “Coffee Party.” Abigail Adams wrote about it to her husband, John, on July 31, 1777.
“There has been much rout and noise in the town for several weeks. Some stores had been opened by a number of people and the coffee and sugar carried into the market and dealt out by pounds. It was rumoured that an eminent, wealthy, stingy merchant (who is a bachelor) had a hogshead of coffee in his store which he refused to sell to the committee under 6 shillings per pound. A number of females some say a hundred, some say more assembled with a cart and trucks, marched down to the warehouse and demanded the keys, which he refused to deliver, upon which one of them seized him by his neck and tossed him into the cart. Upon his finding no quarter he delivered the keys, when they tipped up the cart and discharged him, then opened the warehouse, hoisted out the coffee themselves, put it into the trucks and drove off. It was reported that he had a spanking among them, but this I believe was not true. A large concourse of men stood amazed silent spectators of the whole transaction.”
But what happened in Boston Harbor four years prior was a pivotal moment in the fight for American independence.
On Dec. 16, 1773, an assembly was called at the Old South Meeting House, the largest building in colonial Boston. This is where John Hancock made a passionate demand: “Let every man do what is right in his own eyes!” The historic meeting amassed an estimated 5,000 to 7,000 colonists unified together against tyranny. The Boston Tea Party was put into motion to resist British oppression and to rally against taxation without proper representation.
The Miriam and Ira D. Wallach Division of Art, Prints and Photographs: Picture Collection, The New York Public Library. “Destruction of the tea” The New York Public Library Digital Collections. 1881.
That evening, disguised as American Indians, “Adams’ Mohawks” marched toward Griffin’s Wharf carrying axes and tomahawks, wearing feathers on their caps and warpaint on their faces. The only opposition between the liberators and 342 chests of tea was a British officer who had drawn his sword. He was no match for them and simply stepped aside as he was heavily outnumbered. The men split into three groups and boarded the three ships: the Dartmouth, the Eleanor, and the Beaver. They ordered the crew below deck, then used ropes and pulleys to hoist 90- to 400-pound chests of tea up from the cargo area, onto the deck, and into the harbor.
A large crowd gathered on the shoreline and cheered on their patriots as they emptied the tea into the shallow harbor. With low tide, the harbor’s height was only two feet, therefore the “Indians” had to stomp the piles of overflowing tea leaves to get them to sink. Some of the raiding force tried to sneak tea into their pockets — one was even brave enough to use a rowboat to collect his stash, but these canoes were overturned. After they emptied all of the crates, enough to fill 18.5 million teacups, the “Indians” ducked into safe houses, through the help of the Daughters of Liberty, and were home by 10 that night.
John Andrews, an observer, later wrote, “They say the actors were Indians… Whether they were or not to a transient observer they appear’d as such, being cloth’d in blankets with the heads muffled and copper color’d countenances, each being arm’d with a hatchet or ax, and pair pistols, nor was their dialect different from what I conceive these [sic] geniusses to speak, as their jargon was unintelligible to all but themselves.”
To this day, due to a pledge of secrecy, it remains unclear of who was directly involved in the historic action of dumping tea into Boston Harbor. But the event — known now as the Boston Tea Party — has become one of the most iconic events of the American Revolution, igniting a revolt against British rule and the beginning of a new unified nation.
Buy a Bag, Give a Bag: Our first donated bags arrive to deployed troops in Iraq
The USS Gerald R. Ford, the first-in-class aircraft carrier that’s been plagued by technical problems and cost overruns, got the first of its 11 advanced weapons elevators on Dec. 21, 2018, “setting the tone for more positive developments in the year ahead,” the Navy said in January 2019.
That tone may be doubly important for Navy Secretary Richard Spencer, who has promised the elevators would be ready by the end of the carrier’s yearlong post-shakedown assessment summer 2018. Spencer staked his job on the elevators, which were not installed when the carrier was delivered in May 2017, well past the original 2015 delivery goal.
Advanced Weapons Elevator Upper Stage 1 was turned over to the Navy after testing and certification by engineers at Huntington Ingalls-Newport News Shipbuilding, where the carrier was built and is going through its post-shakedown period after testing at sea.
The elevator “has been formally accepted by the Navy,” Bill Couch, a spokesman for Naval Sea Systems Command, said in a statement.
Navy Secretary Richard Spencer being briefed by the USS Gerald R. Ford’s commanding officer, Capt. John J. Cummings, on the Upper Stage 1 advanced weapons elevator on the flight deck.
(US Navy photo Mass Comm. Specialist 2nd Class Kiana A. Raines)
The testing and certification “focused on technical integration of hardware and software issues, such as wireless communication system software maturity and configuration control, and software verification and validation,” Couch said.
The Ford class is the first new carrier design in 40 years, and rather than cables, the new elevators are “commanded via electromagnetic, linear synchronous motors,” the Navy said in a news release. That change allows them to move faster and carry more ordnance — up to 24,000 pounds at 150 feet a minute instead of Nimitz-class carriers’ 10,500 pounds at 100 feet a minute.
The ship’s layout has also changed. Seven lower-stage elevators move ordnance between the lower levels of the ship and main deck. Three upper-stage elevators move it between the main deck and the flight deck. One elevator can be used to move injured personnel, allowing the weapons and aircraft elevators to focus on their primary tasks.
The Ford also has a dedicated weapons-handling area between its hangar bay and the flight deck “that eliminates several horizontal and vertical movements to various staging and build-up locations” offering “a 75% reduction in distance traveled from magazine to aircraft,” the Navy said.
Chief Machinist’s Mate Franklin Pollydore, second from left, reviewing safety procedures for the Upper Stage 1 advanced weapons elevator with sailors from the USS Gerald R. Ford’s weapons department.
(US Navy photo by Mass Comm. Specialist 1st Class Jeff Troutman)
The upper-stage 1 elevator will now be used by the Ford’s crew and “qualify them for moving ordnance during real-world operations,” Couch said.
The amount of new technology on the Ford means its crew is in many cases developing guidelines for using it. The crew is doing hands-on training that “will validate technical manuals and maintenance requirements cards against the elevator’s actual operation,” the Navy said.
James Geurts, the Navy assistant secretary for research, development, and acquisition, told senators in November 2018 that two elevators had been produced — one was through testing and another was “about 94% through testing.”
The other 10 elevators “are in varying levels of construction, testing, and operations,” Couch said. “Our plan is to complete all shipboard installation and testing activities of the advanced weapons elevators before the ship’s scheduled sail-away date in July.”
“In our current schedule there will be some remaining certification documentation that will be performed for 5 of the 11 elevators after [the post-shakedown assessment] is compete,” Couch said. “A dedicated team is engaged on these efforts and will accelerate this certification work and schedule where feasible.”
Spencer during a tour of the USS Gerald R. Ford.
(US Navy photo by Mass Comm. Specialist 2nd Class Kiana A. Raines)
That timeline has particular meaning for Spencer, the Navy’s top civilian official.
The Navy secretary said at an event this month that at the Army-Navy football game on Dec. 8, 2018, he told President Donald Trump — who has made his displeasure with the Ford well known — that he would bet his job on the elevators’ completion.
“I asked him to stick his hand out — he stuck his hand out. I said, ‘Let’s do this like corporate America.’ I shook his hand and said the elevators will be ready to go when she pulls out or you can fire me,” Spencer said during an event at the Center for a New American Security in Washington, DC.
“We’re going to get it done. I know I’m going to get it done,” Spencer added. “I haven’t been fired yet by anyone — being fired by the president really isn’t on the top of my list.”
An F/A-18F Super Hornet performing an arrested landing aboard the USS Gerald R. Ford on July 28, 2017.
(US Navy photo by Mass Comm. Specialist 3rd Class Elizabeth A. Thompson)
The weapons elevators have posed a challenge to the Ford’s development, but they are far from the only problem.
Trump has repeatedly singled out the carrier’s new electromagnetic aircraft launch system, or EMALS, which uses magnets rather than steam to launch planes. Software issues initially hindered its performance.
“They have digital. What is digital? And it’s very complicated, you have to be Albert Einstein to figure it out,” Trump told Time magazine in May 2017, referring to the new launch system. “You going to goddamned steam, the digital costs hundreds of millions of dollars more money and it’s no good.”
Spencer said he and Trump had also discussed EMALS at the Army-Navy game.
“He said, should we go back to steam? I said, ‘Well Mr. President, really look at what we’re looking at. EMALS. We got the bugs out,'” Spencer said at the event in January 2019, according to USNI News. “It can launch a very light piece of aviation gear, and right behind it we can launch the heaviest piece of gear we have. Steam can’t do that. And by the way, parts, manpower, space — it’s all to our advantage.”
This article originally appeared on Business Insider. Follow @BusinessInsider on Twitter.
A newly released investigation from a submarine mishap in 2015 that caused some $1 million worth of damage shows that an inexperienced crew was given the go-ahead to complete a tricky return-to-port mission in the dark, despite warnings from the commanding officer that they weren’t ready.
The Ohio-class submarine Georgia ran aground in the predawn hours of Nov. 25, 2015, the day before Thanksgiving, as it prepared to return to port at Kings Bay, Georgia, to replace a failed towed array sonar. While conducting a scheduled pick-up of a new pilot at Fort Clinch, Florida, near the entrance to St. Marys River, which approaches the base, the sub inadvertently exited the channel, then collided with a buoy amid the crew’s efforts to re-orient. The grounding occurred as the crew worked to get clear of the buoy, the investigation shows.
Ultimately, the sub was able to return to port to assess damages, which were mostly cosmetic, save for the ship’s screw propeller, an acoustic tracking device and an electromagnetic log meter that measured the sub’s speed. The Georgia was taken into dry dock in December 2015 for assessment and the costly repairs.
The investigation, which was completed in March 2016 but just released to Military.com this month through a public records request, found that the “excessive speed” of the sub as it approached the pilot pick-up made it more difficult for the crew to control the ship, and that the tugboat carrying the pilot was positioned poorly, making the maneuver more complex.
Ultimately, though, blame for running aground is laid at the feet of the commanding officer. In the wake of the incident, the commander of Georgia’s blue crew, Capt. David Adams, was relieved of his post due to a loss of confidence in his ability to command. Like all submarines in its class, Georgia has two identical crews — a blue and a gold — that alternate manning and patrols.
“His inability to effectively manage the complexity of the situation and failure to respond to the circumstances in a manner sufficient to protect the safety of the ship and crew is beneath my expectations for any CO,” an investigation endorsement by Rear Adm. Randy Crites, then-commander of Submarine Group 10, reads.
In his detailed and thorough endorsement of findings, Crites also dismisses the notion that maneuvering in the dark and with a green crew was what led to the sub’s disastrous mishap.
“Ultimately, had this crew (and the Pilot) executed the same plan in the same manner during broad daylight, there is nothing in the ship’s planning effort, demonstrated seamanship, or response to tripwires that indicates the outcome would be any different,” he said.
While coming in for the brunt of the blame, Adams was not alone in being designated for punishment. Crites indicated his intent to take administrative action against the sub’s executive officer; chief of boat; navigation/operations officer; weapons officer, who was the officer of the deck; and assistant navigator. He also said he’d issue non-punitive letters of caution to the commander of Submarine Squadron 16 and his own chief of staff and director of operations — all Navy captains — for failure to take appropriate action toward resolution regarding Adams’ concerns around the sub’s transit into port.
The Ohio-class guided-missile submarine USS Georgia (SSGN 729) exits the dry dock at Naval Submarine Base Kings Bay, Georgia, following an extended refit period. Georgia is one of two guided-missile submarines stationed at the base and is capable of carrying up to 154 Tomahawk Land Attack Missiles.
The 475-page investigation, which includes witness statements, logs and other supporting documentation, offers insight into what those concerns were. In a Nov. 24 email to the commodore of Squadron 16 marked “confidential,” Adams, the Georgia blue crew commander, lays out his qualms about the plan he has been ordered to execute, particularly the predawn return to port for a brief one-day stop with a crew that had spent just three weeks underway together on a new ship.
“CO/XO/NAV have not piloted into Kings Bay in the last 20 years. All of the untoward [incidents] I know of occurred between [St. Marys] and Fort Clinch,” he wrote. “My assessment is that this is not a prudent plan for [return to port] … Having just been at sea for a few weeks, I have not built enough depth. I am concerned about the fatigue level of my command element.
“Given an all day evolution and subsequent [underway], we will have spent the majority of 36 hours awake and are set to pilot out and submerge on the mid-watch at 0330.”
The two-page memo, it appears, was never received and read by Submarine Squadron 16’s commodore, Capt. John Spencer. But Adams testified he had relayed the same concerns face-to-face with Spencer days before, on Nov. 22. He also discussed the same issues, he said, in a follow-up phone call.
This much is clear: the plan wasn’t called off, and the mission was cleared to proceed. But murky communication dogged the lead-up to the operation, and later the mission itself.
Spencer and others testified that Adams had been given leeway to “slow things down a little” if he felt uncomfortable. Adams said he believed any delay would have been viewed as insubordination.
On the day of the mishap, communication was also flawed, in ways that underscore the crew’s unfamiliarity with each other, and possibly the sleep deprivation that had left some members running on just two to three hours of rest.
According to the investigation, as the Georgia approached the point at which it was to meet with the tug and pick up the pilot — the navigation expert who would drive the ship into port — it became clear that the tug was well west of its expected position. The sub, meanwhile, was approaching too fast and slowing too gradually. The investigation found it was still making 15 knots, or about 17 miles per hour, when it passed the set “all stop” point. That speed and positioning would make every maneuver that followed more risky and difficult.
Initial attempts to communicate with the tug and the pilot aboard via radio were unsuccessful, and the planned transfer happened late. Adams did not want to scrap the transfer and proceed into port without the pilot, the investigation found, because of the challenges of pulling into port without one.
When the sub exited the channel at the west end of the Fort Clinch basin, the crew’s communication skills faced a major test. The assistant navigator recommended to the navigator that the sub go to “all back emergency,” a call the navigator then passed to the bridge. The officer of the deck seemed to agree, but said nothing, the investigation found. Adams, however, overrode the order, believing it would not work, and ordered “all ahead full” instead. He started directing the officer of the deck, but did not fully take control of the sub or give direct orders to the helm, the report states.
Despite a series of maneuvers — right hard rudder, left hard rudder, all ahead full, right hard rudder — the sub collided with Buoy 23 in the channel. But the worst was still to come.
“When [Adams] asked [the lookout] if the ship hit buoy 23, [the lookout] informed the CO that he did not care about the buoy, but thought the ship was going to run aground on the beach forward of the ship,” the investigation states.
As grounding looked imminent, the Georgia asked the driver of the C-tractor tugboat if the tug could cross in front of the sub on the starboard, or right, side, and push the bow around. The tug master refused, according to the investigation, worried that the water was too shallow.
The sub ended up, as the lookout put it, “hitting Fort Clinch.”
In this file photo from July 12, 2018, Gen. John E. Hyten, commander, U.S. Strategic Command (USSTRATCOM), views the dry dock at Naval Submarine Base Kings Bay, Georgia. The base is home to six of the Ohio-class ballistic missile submarines that make up the most survivable leg of the nuclear triad and support strategic deterrence.
The mishap, and the misgivings that preceded it, came against the backdrop of a Navy grappling with a culture in which overworked and unready crews were regularly put underway in service of operational needs. After two separate deadly destroyer collisions in 2017, service leaders found, among other things, that a “‘can-do’ culture” had undermined safety and led to unduly high operational tempo and fatigue.
“The can-do culture becomes a barrier to success only when directed from the top down or when feedback is limited or missed,” the Navy’s comprehensive review of the destroyer mishaps, released in October 2017, found.
Whether these factors came into play with the Georgia is more difficult to say.
In a statement for the investigation, Adams emphasized that he took full responsibility for what had transpired.
“Despite my significant reservation – expressed face-to-face, on the phone, and In emails with staff and leadership … concerning the risks of proceeding Into Kings Bay In the dark with an inexperienced team, when my requests to delay [return to port] one hour later were denied, I failed in my command responsibilities by driving to achieve mission success at the expense of appropriately acting to mitigate risks to increase our margin of safety,” he said.
“In retrospect, I should have loitered at [St. Marys] until I was satisfied that the risks were commensurate with the mission gain.”
Reached for comment by Military.com, Adams, who retired in 2016, referred to a public statement he had released at the time of his relief, in which he called the actions that caused the grounding “mine alone.”
“I ask that my lapses not be used to denigrate the terrific service of the Sailors and families of GEORGIA BLUE,” he said at the time “After thirty years of serving in the world’s finest Navy, my only regret is that I will miss sailing with them again to stand against our nation’s enemies.”
But the fact that some above Adams were also warned offers insight into how the higher command viewed the incident.
Crites faulted Spencer, the Squadron 16 commodore, with “failure to provide his ship a plan with adequate margin to safety, specifically in not providing sufficient guidance and training to his staff that developed the plan in his absence and not aggressively pursuing complete resolution of the ship’s requested arriva through personal intervention with the Type Commander staff.”
The chief of staff and director of operations for Submarine Group 10, Crites said in the report, had failed to “pursue acceptable resolution to the concerns they had with the plan for the ship’s arrival.”
Holly Carey, deputy public affairs officer for Submarine Force Atlantic, declined to say whether all administrative actions recommended by the investigation were carried out.
“What I can tell you is that the Navy is confident that leadership took appropriate corrective actions against several personnel assigned to the squadron and submarine based on the findings of the investigation,” she said.
“Following the investigation, which concluded in 2016, leadership took appropriate accountability measures and has taken all necessary steps to prevent a recurrence in the future. USS Georgia, and her current crew, serve proudly today among the U.S. Submarine Force and has leadership’s full confidence to protect the interest of the United State and allies.”
Joe Angelo was a World War I veteran who served in the Army during the Meuse-Argonne offensive. This is where he would unknowingly make a significant contribution to World War II.
That’s not a typo.
Angelo was an orderly to the 304th Tank Brigade commander, Capt. George S. Patton. As Patton maneuvered on the battlefield, he learned that many of his men were dead and thus unavailable to clear machine gun nests. He and Angelo were about to charge the nests themselves when Patton was exposed to machine gun fire that critically wounded him.
His orderly – Angelo – pulled him to safety.
He then dressed Patton’s wounds in a shell crater. Angelo was awarded the Distinguished Service Cross for his actions. Patton told newspapers Angelo was “without doubt the bravest man in the American Army. I have never seen his equal.”
The young orderly took the praise reluctantly and when the war ended, he went back to work as a civilian. Patton, of course, continued his military career.
Then the Great Depression hit.
Angelo soon found himself unemployed along with 25 percent of the country. The Depression hit Great War veterans especially hard. As soldiers, they made much less than the average factory worker at the time. So in 1924, Congress voted to give them an adjusted wage – called a “Bonus” by the plan’s critics – $1.25 for every day overseas and $1.00 for every day in the States.
Veterans who were owed 50 dollars or less were paid immediately. Everyone else was issued a certificate, with four percent interest and an additional 25 percent upon payment. The only problem was that this was to be paid in 1945 and the vets needed the money ASAP.
In response, WWI veterans converged on Washington with their families, setting up in large tent cities. Estimates were that 20,000 veterans were living in the D.C. camp. The media dubbed them “The Bonus Army.” Living among them was Joe Angelo.
Now known as American military legends, the men in charge of carrying out President Hoover’s order for the U.S. Army to clear the camp were Dwight D. Eisenhower, Douglas MacArthur, and George S. Patton.
Patton, now a major, was one of the first officers to arrive in the capital. Patton led federal troops up Pennsylvania Avenue on the way to the Bonus Army camp. Using swords and gas grenades to clear the marchers, his cavalrymen spent the night destroying the veterans camp.
The next morning, Angelo tried to get close to Patton, but his former commander outright rejected the advance. Major Patton told his aides with Angelo in earshot, “I do not know this man. Take him away and under no circumstances permit him to return.”
The New York Times ran a story on the meeting between the two men the very next day, under the headline “A Calvary Major Evicts Veteran Who Saved His Life in Battle.”
“That man was my orderly during the war. When I was wounded, he dragged me from a shell hole under fire. I got him a decoration for it. Since the war, my mother and I have more than supported him. We have given him money. We have set him up in business several times. Can you imagine the headlines if the papers got word of our meeting here this morning. Of course, we’ll take care of him anyway.”
Patton called it the “most distasteful form of service” and spent the interwar years working on less violent ways the military can clear such uprisings in the future.
The last month of deployment can either drag slowly on or fly by, depending on how you keep your mind busy. If you’re looking for an escape from the drudgery, keep yourself distracted. And there’s no better way to keep your mind off the present quite like imaging all of the food you’ll eat when you arrive stateside. America is the melting pot of all the world’s cultures, which also means we have the very best of the world’s cuisine.
I can guarantee you, based on personal experience, that the question of, “what’re you going to eat first?” will come up. If you’re looking to start the discussion off with a delectable imaginary dining experience, fantasize about the spots on this list:
Pinch Kitchen — Miami
Restaurants overseas never perfectly nail the taste of American cuisine — and I do not mean fast food (admittedly, foreign countries can’t get that right, either). If you’re lucky enough to be stationed in Florida, or you’re planning on using some of your post-deployment leave days down south, make sure to stop by Pinch Kitchen in Miami, Florida.
They take American classics and add a dash of this and that to really bring out the taste in the classic meals we love. Now, before people start saying that hamburgers and hotdogs are not American because they originated from Germany, I’ll say this: Just like we did to the moon, we put our flag on them and now they belong to us.
Two executive chefs, John Gallo and Rene Reyes, put every effort into ensuring the food is perfect, the ambiance is unpretentious, and the place is filled with all of our favorite beers.
This is a piece of art that you’re encouraged to eat. What a concept.
Delmonico Steakhouse — Las Vegas
If Vegas is in your future, do not miss Delmonico Steakhouse. The genius in the kitchen is Emeril John Lagassé III who, as you might know, had his own show on the Food Network. This restaurant is more upscale, and I’d strongly recommend taking someone you’re more serious with than that stripper you just met thirty minutes ago.
Regardless, the filet mignon and other steaks here are so good you’ll wish you were exclusively carnivorous. Treat yourself to a quality meal because you’ve earned it. Vegas has buffets and deals around every corner, and there are plenty of comfort foods for after you have stumbled out of the casino (and almost married that stripper I told you not to take to the Steakhouse while successfully evading capture from the police and being black-out drunk). So, take some time to enjoy a meal that isn’t self-served, warrior.
It’s a family restaurant… I swear!
(Twin Peaks, Front Burner Restaurants, LP.)
Twin Peaks is a sports bar that started in Texas, but now has franchises all over the U.S. and is the primary competitor of Hooters. They serve beer at 29 degrees and have a made-from-scratch menu that includes American favorites, like burgers and nachos. It’s themed like a hunting lodge and goes to great lengths to put forth a degree of manliness, like offering “man-size” 22oz beers.
It’s a wholesome family restaurant with friendly waitresses that will make sure your table receives the attention a patron deserves. The themed events are fun and, sometimes, they have bikini car washes. The best part is that new franchises are opening every year so you won’t have to travel far if you’re lucky.
Worth every penny.
Sushi Iki — Los Angeles
Sushi Iki is in Los Angeles County, not the city itself. It’s in what the locals call “The Valley,” a barren wasteland of broken dreams. Just kidding — the Valley’s fine. It’s just really far from Hollywood, Santa Monica, or anything LA you’ve seen on television. However, don’t let the distance from your hotel deter you from this place; the sushi is legendary.
The variety of fish and shellfish served here can’t be found in just any sushi restaurant, and some are prepared so fresh that they were alive when you walked in the door. This is an expensive restaurant, but if you find yourself in L.A. this is one of those places you should not miss. Expect to pay around 0 per person for the full experience and for something modest.
We all have that friend who marches to the beat of their own drum. The one who challenges the stereotypes of how the world has always been or, even scarier, doesn’t care. These are the friends who don’t follow normal routines, who see life not just as doing work but as a chance to build something bigger than themselves. They are seemingly fearless.
For me, that friend is James Brobyn.
As a “Mustang,” a prior enlisted Marine, who worked his way to the Naval Academy and then into leading Marines in combat as an infantry officer, James has always taken risks. Even after he took off the uniform, he continued to pursue challenges that seemed too risky to consider, even for the most battle hardened. He helped the Travis Manion Foundation grow from a small family-led nonprofit into a nationally recognized powerhouse. He’s started businesses, closed businesses and started them again. James’ battles can be scary both to your health and to your finances but I’ve learned that my friend is not fearless. Instead, he finds his strength in a single word that defines who he is at his core: INTEGRITY.
In ancient Rome, the Legionnaires, not unlike Marines today, would conduct inspections before battle. Paramount in this ritual was their breastplate, the armour that protects soldiers from enemy arrows or swords. Legionnaires would spend countless hours polishing their breastplates and tightening straps. Not a single crack or chip was permitted. When a soldier passed inspection, he would pound his fist into the metal and yell, “Integritas,” (Integrity) for all others to hear. This was not only an affirmation that the armour was sound but also that the heart and soul it protected was of whole, pure character — ready to take on any challenge in battle.
James has called me into his battles both figuratively and literally many times over the last two decades. We served together in the Marines and deployed together to Iraq. He’s been my boss twice. He fired me once only to hire me back 10 years later. Another story for another time but I am grateful for everything he has taught me. Above all else, James is not afraid of hard work. In between these battles, James would disappear for a few months and then reappear with a phone call. Even to this day, he still starts each conversation with my callsign from Iraq, “White 1.”
Not long ago, James called me again. “White 1, I got something for you.” He paused. “I’ve started a cannabis company and I want you to come see what we’ve built.” Of course, I was intrigued but also weary. Cannabis is an industry tied with all kinds of risk. It’s legal in some states, not in others. It’s celebrated by some of my friends (especially veterans) and hated by others, including my own family. There is a stigma that cannabis is the Wild West, a gold rush of former drug dealers and shady investors trying to get rich in the grey area. It’s a world of multiple tribes jockeying for power. Honestly, it felt a little like James was asking me to go back to Iraq. I stuttered, “Is this legal?”
My friend could only laugh, “Yes, we’ve built our business with integrity from the ground up.” Two days later, I was on a plane to a cannabis farm in Michigan. What I saw changed my entire view of both James and the industry.
The American Fiber Company (AmFI) is a multistate cannabis brand that delivers pharmaceutical grade products directly to consumers and wholesalers. It is also the result of a three year journey that took James and his team from Colombia to Canada to the United States. AmFi operates three dispensaries in Michigan; they’re the first company approved to import FDA certified 100% organic CBD oil into the United States and they’ve partnered with world class research facilities to ensure their products maintain the highest safety standards. My first question to James: “How the hell did you build all this?”
James reminded me, “We did the hard work. We built the framework. We run it the right way with Integrity.”
I recently chatted with James to understand more about his journey from combat to cannabis.
James: White 1.
WATM:Blue 1. (James’s callsign from 2006). Boom. All right. Comms are up. So here’s my thought and you tell me what you feel comfortable with. I would really like to focus on your journey from combat to the cannabis industry as well as some of the crazy things that happened along the way.
James: Ok. So before I answer that, what is your goal with the article?
I think to myself, “Dammit. How did he turn that one on me so fast?”
WATM:Good question. I like to highlight influencers in our space that are at the top of their game. It’s a series of interview questions so people can get to know others that are making moves in our world. So are you making moves?
James: (He laughs). Yeah, ok, I think that makes sense. So I guess from my standpoint, I’m most excited about how the journey got me to this point right now. Honestly, every skill from the Academy to leading Marines in combat to the Travis Manion Foundation are all being used to build something.
All those core values that we learned and were beat into us. Do hard work with integrity, do it the right way. That’s what’s really neat about it. When you put those principles to work every day and you teach people to abide by them, you build your own tribe and it works. People want to be a part of something. And that’s what’s kind of cool about this. That’s what’s really been the neatest part about the cannabis industry. It’s a rich kind of this weird, you know, fraternity that lets in all types of people, which is great.
WATM:When was the first time you got introduced to cannabis?
James: My God, I was a teenager. I grew up in Philly in the 80s and 90s. At 15, 16, 17, it was part of the culture. Honestly, it wasn’t about weed. I was just trying to fit in with the local friends. Normal teenage stuff. And I wanted to keep up with my older brothers but I made bad choices and eventually my dad kicked me out of the house.
WATM:Kicked you out?
James: Yep, at 19, but honestly he should have done it earlier. In hindsight, I just wanted to find my tribe and the outcome was partying. I had it in sports, but, you know, as soon as you start getting older and you leave high school you lose the camaraderie. A lot of people do. So I made bad decisions. We’ll leave it at that.
WATM:What about the decision to join the Marine Corps?
James: When I was at boot camp, I was like, what the hell did I do? I thought that, like, every day. But I think most people do. When I got my aircrew wings, it was scary to be Lance Corporal, but I had two pilots in my squadron that I flew with consistently. They told me about a program for helping enlisted Marines get into the Naval Academy. They changed my life.
WATM:Why do you think they focused on you?
James: In so many ways, they took an interest in me and my long term well-being. Not short term, not as some piece of equipment, but in me as a person. Once word got around that there was traction on my application, honestly, I had half the squadron helping me out. I even had Staff NCOs that were taking me on ridiculous runs to train me to get ready to go to the Naval Academy. I mean, I think they just saw I gave a shit. I showed up every day.
WATM: Is there anything about your time at the Academy that stands out? Any major lessons learned that you still use today?
James: You learn how to win there. I believe it. It comes down to two things. First is the honor code. I think you see it with Captain Crozier (USNA ’92) and the recent situation on the USS Theodore Roosevelt. Your integrity is what you have. If you give it away, then you have no foundation. Nothing to build from. It’s a house of cards. Secondly, the Academy teaches you that you can do more than any other person out there. Without a doubt. I mean, you know, the amount of stuff you can get done in 24 hours there is ridiculous. I keep those lessons with me daily.
James with the Marines of 3rd Light Armored Reconnaissance Battalion in Iraq, 2006
Photo Courtesy of James Brobyn
WATM: You graduated in 2004, and we deployed to Iraq together not long after. What is there about leading Marines that stands out?
James: I loved my dudes. 2006 and 2007 were hard times to be in Iraq. We were given a mission to provide security for 30,000 people and not much more resources than what we had. That pretty much looks like a small business to me. It was the best entrepreneurship training that I’ve had. Honestly, combat is the closest thing to running a business in the cannabis industry. that I have found. You have to be nimble, understand uncertainty, take a look at risks and act. But at the end of the day, your plan never survives first contact. All you can do is surround yourself with good people.
WATM: How do you make the leap from combat to cannabis?
James: At first, I was just following cannabis related to veterans. There are a lot of positive benefits outside just the medical aspects. First off, dudes drink less, eat better and lose weight. There are multiple levels of benefit but I hadn’t thought about the business side of things until I met Dan Tobon, a former Army Sniper and Iraq veteran. We became fast friends. Dan had just started working on a project in Colombia where his family is from called NuSierra Holdings.
Colombia had approved export of cannabis products and it was anticipated at that time Canada and Australia would be able to import them, even THC products. So it was a big rush to get out of Colombia and go out to the commoditized cannabis world. Then we met John Leja, founder of PharmaCannis, who understood the retail side of the business and was trying to establish a packing facility in Toronto. I met John and Dan at a bar in Philly and they asked me, ‘Will you help us out?‘ I didn’t know much about cannabis but I knew we had supply and distribution so I said, ‘Sure. Let’s figure this out.’ I was on a plane to Toronto the next day.
WATM:There are so many stereotypes associated with cannabis, do you have a hard time getting over the stigmas or comparisons to a gold rush?
James: I learned alot from John and Dan about how to stop thinking of cannabis as a shiny object of gold that’s going to make everyone rich but as a commodity that’s going to be turned into an amazing consumer product. If you reframe cannabis that way, you can start thinking about designing a strategy where you can gain footholds into different parts of the supply chain that are completely compliant, legal, and then allow us to really take a good market share of the industry.
James and the Author in a American Fiber Company grow facility
Photo Courtesy of James Brobyn
WATM:Was this venture your training for the American Fiber Company and setting up a cannabis business in the U.S.?
James: 100%. In 2018, it felt like every state was its own country when it came to cannabis. Some were recreational, others were medicinal only and others, it was flat out illegal. We had a plan for how to set up a multi-state operation but it’s hard to work because every jurisdiction has its own rules. And you literally have to go into jurisdictions. You have to work with the locals. You can’t just pop in your model and make it work. You have to build from the ground up and it all came back to finding the right people. People with integrity. American Fiber established our first operations in Southwest Michigan.
WATM:You’ve mentioned integrity a lot. What does integrity really mean to you?
James: It’s not about just telling the truth. It’s about following through. It’s about doing what you say you’re going to do. Doing it the right way. Even if it’s hard — especially if it’s hard. That’s the key here because that’s how you normalize the industry. We work with the state and federal regulators to do the hard work that people don’t want to do.
WATM: Like becoming the first company in the U.S. to legally import full spectrum CBD oil?
James: That’s just one example. We never set out to be the first company in the world to import full-spectrum CBD oil out of Colombia into the US, but we figured out how to get it compliant with Customs and Border Protection. But we’ve also taken on other challenges that are just as hard. We’ve built a research partnership in Delaware with Fraunhofer Center for Molecular Biology so that we can figure out how to start collecting real data on health benefits so that we can go to the U.S. Department of Agriculture, get approved by the FDA on certain products and continue to provide safe quality, cannabis products to our consumers. And that’s why it’s a long game.
The American Fiber Company Team in Michigan
Photo Courtesy of James Brobyn
WATM: Is the long game paying off?
James: I think so. Take the current COVID-19 restrictions for example. Every state that had medicinal and recreational policies deemed cannabis business essential. I mean, yeah. Our team in South Michigan is out there every day serving patients curbside, delivery, and hopefully drive-through soon. We’re moving into a post-prohibition world right now and now it’s pretty exciting.
WATM: Where do you see American Fiber in that world. Maybe 5 years from now?
James: Oh, my God. That’s like 50 decades in this industry. Well, let me tell you what the ultimate goal is, and it’s how we’ve always tried to build a company. I always felt that we built a company that we could take public. Ultimately, I want American Fiber to be synonymous with all the values that make our people and country ready to face whatever challenge comes ahead. Hard work, commitment and integrity.
There you are, happily performing a police call through the training areas and thinking about how great it will be to get off at 1600 when you all are done, just like first sergeant promised. Then, you see something that dooms your whole night.
A single Marine sits in a pile of crayon wrappers and empty Rip It cans. Looks like a lack of Marine oversight just became your problem. Here’s what you do next:
The hat will look like these ones.
(U.S. Marine Corps Lance Cpl. Justin Rodriguez)
First, look for a Marine sergeant
Hopefully, the Devil Dog has a devil master (or whatever they call themselves) nearby who can police him up and bundle him out of there. Marine sergeants can be quickly identified by the loud string of profanities, like an Army sergeant but with a strangely rigid hat on. They will likely punctuate their profanities with, “OORAH!”
Too much running around in the woods, too much beer, not enough showering.
(U.S. Marine Corps Cpl. Antonio Rubio)
Don’t touch it
If you can’t find a Marine sergeant, then, for the love of god, don’t touch the boot. It’s not that the sergeants won’t accept it after it gets some Army on it, it’s that you don’t want to get any Marine on you. Sure, Marines are famous for some of their grooming standards, like haircuts, but there are only so many pull-ups you can do with beer sweating out of your pores before becoming a walking Petri dish.
You can let it pick its own, but remind it that Army MREs have no crayons whatsoever.
(U.S. Marine Corps Lance Cpl. Scott L. Eberle)
Feed it (MREs, not DFAC)
The easiest thing to do with a lost Marine is get it some food while you’re waiting for some embarrassed platoon leader to show up. Don’t give it DFAC food or it’ll spend all day complaining about how bad the food is in their chow halls and kennels. Give it MREs — the older the better. If you have ones with Charms, give them those, but expect them to throw the Charms away and then tell you how cursed they are.
No, it doesn’t matter that the boot is too young to have possibly been deployed, let alone deployed with Charms. They have all seen Generation Kill, just like all soldiers have seen Black Hawk Down and all sailors have seen Down Periscope.
Don’t worry. They won’t drown. They’re super good with water.
(U.S. Marine Corps Master Sgt. Scott Thompson)
Throw it into a pool or small lake — NOT AN OCEAN!
If the Marine has been with you for more than an hour or two, then it probably needs a swim or its pelt will dry out. The trick here is to find a small body of water, nothing larger than a large lake.
If you throw it into an ocean or sea, it will likely try to swim out and find the “fleet.” No one is entirely sure, but the fleet is likely the original Marine spawning grounds. More research is required. But Marines who attempt to swim to the fleet will nearly always drown.
Yeah, these’ll make some booms. The machine gun .50-cals are good as well.
(U.S. Army Spc. Andrew McNeil)
Give it something loud to play with
You can ask the Marine what type it is; artillery, infantry, water purification specialist, etc. Regardless of their answer, know that all Marines like loud noises. If there are any rifle, machine gun, or howitzer ranges going on, that’s ideal. Just dig the Marine a small hole just behind the firing line and let it lounge there. Hearing protection is recommended but not required.
They like being in the cages. It reminds them of home.
(U.S. Marine Corps Cpl. Charles Santamaria)
If it has to stay overnight, build a turducken of cages
If night’s about to fall and there’s still no one there to claim the Marine, you’re gonna have to house it overnight. If your base has a veterinarian unit or working dog kennels, that’s fine. If not, you might have to house it in the barracks. If you do so, you need to have two locks between the Marine and any alcohol. Get a supply cage or dog kennel (large) if need be.
The other Devil Dogs will be happy to see it.
(U.S. Marine Corps Cpl. Jessica Quezada)
If all else fails, ship it back to the nearest Marine base
It’ll probably whine about whether or not it’s a Hollywood Marine or whatever, but address it to whicever Marine installation is closest. Just pack it up with some dip and cigarettes and its mouth will be too busy to complain for a few hours. Don’t worry, you can’t put too much in there. Their tolerance is too high for a lethal dose.
And they’ll be happier back on the Marine farms. They like to be with their own kind.
The Russian Ministry of Defense released a statement on Sept. 4 saying that its new Koalitsiya-SV howitzer, which Moscow claims shoots farther than any western gun, will be ready for service by 2020.
While Russia is well known for making outlandish claims about its military hardware, the new 2S35 Koalitsiya-SV, by all accounts, may live up to the hype.
First unveiled in 2015, the Koalitsiya-SV, also known as “Coalition-SV,” is a 152mm self-propelled gun that can reportedly fire up to 15-20 rounds a minute, according to The National Interest.
This range of automation is far superior to western guns, like the US M109 Paladin, which fires 6 rounds a minute.
The Coalition-SVs high level of automation also allows it to be operated by a two or three-man crew, while the Paladin requires six.
The Koalitsiya-SV can reportedly fire rounds up to 43 miles, much farther than the Paladin at 18 miles and Great Britain’s AS90 Braveheart at 24 miles.
It’s also capable of firing a variety of rounds, like standard and rocket-assisted, high-explosive, fragmentation projectiles, cluster projectiles, and jammer projectiles, according to military-today.com. These projectiles, however, unlike Russia’s new long-range precision-guided shell, have firing ranges of less than 43 miles.
Given Moscow’s budgetary problems, we’ll have to wait and see if the Coalition-SV is mass produced.
In any event, the “introduction of … the Koalitsiya-SV [is] a significant boost to the Russian Ground Forces’ artillery forces,” Dave Majumdar wrote in The National Interest in June.
Ridley Scott’s “G.I. Jane” gave audiences an inside look into Basic Underwater Demolition/SEAL training, with Demi Moore starring as a female trainee.
Except it’s not called BUD/S — the movie calls it CRT for some reason — and the technical errors don’t stop there. We sat through two hours of sometimes horrific technical errors so you don’t have to. Here’s the 39 that we found.
1:53 Senator DeHaven references an F-14 crash at Coronado. Although it is possible that an F-14 could crash in the area, it’s worth pointing out that Naval Air Station North Island, Coronado, has no F-14s assigned to it.
3:00 The senator says that nearly 1/4 of all jobs in the U.S. military are off-limits to women. It’s actually much closer to 1/5th.
4:31 The admiral makes the first mention of “C.R.T — Combined Reconnaissance Team,” which he refers to as SEALs. There’s no such thing as CRT. The training program that Navy SEALs go through is called BUD/S, or Basic Underwater Demolition/SEAL.
4:37 The admiral says SEAL training has a 60 percent drop-out rate. According to the Navy’s own figures, the drop-out rate is closer to 75-80 percent.
11:50 O’Neill says she has survived Jump School and Dive School. As an intel officer, it’s highly unlikely that she would ever attend these schools.
13:13 Royce mentions to Lt. O’Neill that BUD/S training is three months. It’s actually six.
14:01 Now we’re introduced to Catalano Naval Base in Florida. It doesn’t exist. BUD/S actually takes place at the Naval Special Warfare Training Center in Coronado, Calif.
14:21 Lt. O’Neill pulls up to the base in a Humvee. If she were going to a training school, she would’ve just driven a civilian vehicle or taken a taxi from the airport like everyone else. She wouldn’t be picked up by a driver in a tactical military vehicle (although that possibility could have happened but it would’ve been a government van).
14:23 The gate guard says “Carry on.” He’s enlisted, and she’s an officer. If anyone is going to say that, it’s going to be the officer, not the enlisted guy.
14:46 Yes, Lt. O’Neill is wearing a beret right now. And no, people in the Navy don’t ever wear one.
20:00 Capt. Salem welcomes the new class and says they are all “proven operators in the Spec-Ops community.” He mentions that some of the trainees for CRT are SEALs. Why would SEALs be going through initial SEAL training? (This is just another screw-up coming from calling BUD/S the fictional “CRT.”)
20:07 Salem mentions that some of the trainees are from Marine Corps Force Recon. You can’t become a Navy SEAL unless you’re in the Navy.
26:20 A Huey helicopter is about 10 feet away from the trainees who are exercising in the water, but Command Master Chief Urgayle can give a rousing speech about pain that everyone can hear just fine.
26:50 After his speech about pain, Urgayle hops on the Huey and heads out. I wish I could have a Huey as a personal taxi to take me around.
36:27 Using an M-60 machine gun to fire over trainees’ heads is believable. The Master Chief using a sniper rifle to fire live rounds at trainees during training? That is not.
36:31 Are you frigging serious with this reticle pattern right now?
36:52 This course looks less like training and more like Beirut in the 80s. What the hell is with all the flames everywhere?
37:19 Now there is a jet engine shooting afterburner exhaust in trainees’ faces. Wtf?
39:00 Apparently the Master Chief has moved his sniper position from away in a bunker to the perspective of Lt. O’Neill, looking up at Cortez on top of the wall.
48:56 The instructors throw two live smoke grenades and fire rounds from an MP-5 submachine gun to wake up the trainees. The sound doesn’t really match, unless they are shooting live rounds at people. In which case, it’s probably not a good idea to shoot live bullets at a cement floor.
53:01 I know Capt. Salem really likes his cigars, but smoking one during PT?
54:19 Lt. O’Neill gets waterboarded as Urgayle explains how effective the technique is at interrogation. This is not something taught at BUD/S.
57:07 The base gate says Naval Special Warfare Group Two. The base in the movie is located in Jacksonville, Fla., but the actual Group Two is based in Little Creek, Va.
1:05:44 Now the trainees head to SERE school, which the movie says is in Captiva Island, Fla. The Navy (or any other branch) does not hold SERE training at this location. Also, BUD/S trainees don’t attend SERE school. They would attend SERE after they earned the Navy SEAL Trident.
1:06:00 Instructor Pyro is giving a speech about SERE in the back of a noisy helicopter. The trainees wouldn’t be able to hear him.
1:09:36 Lt. O’Neill says over the radio: “Cortez, target ahead. Belay my last. New rally point my location.” She didn’t give Cortez an order, so saying “belay my last” — aka disregard that order — doesn’t make sense.
1:10:00 Slavonic wants to get a helmet at SERE school for a souvenir? Sure he’s a total idiot, but no one is that dumb.
1:12:32 Now that everyone is captured at SERE training, it’s worth pointing out that SERE is actually a three-week course, one week of which is dedicated to survival. Apparently GI Jane skipped straight to resistance.
1:30:00 Why the hell is there a baseball bat just sitting there next to ring-out bell? Oh, the director wanted to make Lt. O’Neill look like a badass. Ok.
1:40:15 Lt. O’Neill is back in training, and now the trainees are on an Operational Readiness Exercise in the Mediterranean Sea, on a submarine. The Navy isn’t going to put trainees on a sub stationed overseas before they are SEALs while they are still undergoing BUD/S training.
1:42:28 The captain asks the Master Chief if the trainees are ready to conduct a real-world mission into Libya. He says yes, and the military viewing audience is — if they haven’t already — throwing things at their TVs.
1:49:19 There’s a firefight happening and bad guys coming towards them but these almost SEALs are literally smoking and joking.
1:54:29 An M-16 firing doesn’t sound like a .50 caliber machine gun. But it does in this movie.
1:54:53 O’Neill fires her M203. The sound it makes is basically a “thoonk” sound. The movie sound effect is like a bottle rocket.
1:55:26 Ok, so basically every sound effect in this firefight sequence makes me want to shoot the TV.
1:56:36 This Cobra attack helicopter can easily shoot the bad guys from a distance. But let’s just go to 10 feet off the ground so the enemy has a chance to shoot the pilot in the face.
1:57:03 The helicopter crew chief just shot a bad guy with his 9mm from 100 yards or so. That’s a pistol, not a sniper rifle.
1:59:00 Master Chief hands O’Neill her SEAL Trident and says “welcome aboard.” Except it’s not a trident. It’s some weird, made-up badge that says SEAL CRT. This is purely fictional, and made all the more ridiculous by the instructors themselves not wearing that badge but wearing the SEAL Trident instead.
1:59:23 In the very next scene after the class graduates, O’Neill is seen wearing the SEAL Trident. Except she was just handed that fake SEAL CRT Badge.
Pfc. Rashad Billingsly was shopping Black Friday at the Riverchase Galleria mall in Hoover, Alabama, when he heard two distinct gunshots over the sound of the crowd.
A few seconds passed, then he heard two or three more.
“At that point, everybody was running and screaming,” Billingsly said. “It was chaotic. And that’s when I crossed [the injured girl’s] path. They were screaming ‘[she’s] hurt, [she’s] hurt,’ so I stopped and told them I could help.”
Hero Medic who helped 12-year-old in shooting speaks out
The 12-year-old girl, running with her sister and grandmother, had been shot in the back, though she hadn’t realized it at the time and only remarked that it “hurt.” Billingsley, however, recognized right away.
“I cleaned off as much of the blood as I could with what I had,” he said, “then a police officer came up and I asked him to grab me a shirt off a rack nearby and I used it to apply pressure and try to slow her bleeding.”
Billingsley said he kept her calm and stable, holding pressure on the wound until paramedics arrived to transport her to the emergency room. He also accompanied her sister and grandmother to the ambulance to shield their view from bodies on the floor nearby.
Billingsley’s parents and unit leadership at the 2025th Transportation Company in Jacksonville, said they were not surprised to hear how he responded in the moment.
“We’re very proud of him,” his mother, Amanda Billingsley, said, “but not surprised. That’s just the type of young man that he is, and we’re thanking God he was at the right place at the right time to help.”
Capt. Jody Harkins, commander of the 2025th Transportation Company, echoed the sentiment.
“When I got the call that he was the one involved in this incident, I was immediately proud to know him and share a unit with him,” he said. “Even from my first impressions of Pfc. Billingsley, he’s just been that kind of guy, but I think that would also be the reaction of most Alabama Guardsmen in that moment.
“That’s what we’re trained for, and that’s what these guys live to do. They’re always volunteering for any missions, they love their country, love their community, love to do their part and they love to serve the people around them. Pfc. Billingsley did a heroic and outstanding thing and, while I certainly can’t take any credit for it, I’m proud to be his commander.”
Billingsley, however, never used the word “proud,” saying, instead, that he is simply “grateful.” “I’m just glad I could help her out,” he said, “glad God put me there in that moment, and glad I had the training I needed, so I could potentially help save this girl’s life.”
When he enlisted in the Alabama Army National Guard in March 2017 as an 88M Motor Transport Operator, Billingsly said he had dreams of following in his father’s footsteps as a truck driver. He planned to one day parlay his military training and certifications into a commercial driver’s license and profitable career, but said he never anticipated needing it to save a life near home.
Ultimately, he said, it was his military training that made the difference. He admitted he is not a medic or even Combat Life Saver-certified, but feels the Soldier-level combat casualty care training drilled into him since his first unit of assignment had “fully prepared” him to act quickly and appropriately.
“It was just natural,” he said. “It all clicked in the moment. I didn’t panic, I knew what to do, and I just acted.”
Billingsley said he is trying to stay humble in the midst of media attention and tries not to bring it up, but he is quick to encourage others to get the same training.
“A lot of people my age say, ‘oh, I’m gonna try to do this or that, but I’ll keep the military as a plan B,’ but I always tell them, ‘no, the military really can be plan A,'” said the 18-year-old.
“You get the best training on so many things; it really opens up a lot of opportunities to do good for yourself and maybe someone else, too.”
Billingsley said he has been in constant communication with the young girl he helped, as well as her family, and is happy to see her recovering and he looks forward to life returning to normal for himself and for her.
Harkins said Billingsley is expected to be promoted to the rank of specialist in January 2019, and he wouldn’t be surprised to see Billingsley receive official military recognition for his actions.