From Military Police to Medical Corpsmen, Gina Elise’s 2020 Pin-Ups are continued proof that military veterans aren’t just men with high-and-tight haircuts.
Pin-Ups for Vets is a non-profit organization that supports hospitalized and deployed veterans and military families. Founded by Gina Elise, who describes herself (accurately) as a very patriotic citizen, the organization is comprised of volunteers — many of them veterans — who visit service members at their bedside in VA and military hospitals; attend military events; and help raise funds for hospital equipment, gold star families, and deployed vets.
They embody service after service — and they’re changing the perspective about women in the military.
Erikka Davis on active duty (left) and in the 2020 Pin-Ups for Vets calendar (right).
Erikka Davis, U.S. Army
Erikka Davis enlisted when she was 17 and quickly deployed to Iraq as Military Police attached to the 4th Infantry Division, where she helped conduct raids, provide convoy escorts, house inmates, and support local law and order. She survived an IED attack against her three vehicle convoy, hired and retrained local Iraqi Police, and held a leadership position in the early stages of the Iraqi conflict — not an easy position for anyone.
“As a female MP, it is difficult to be respected, so hardening my personality seemed to be an effective way to keep up with my fellow male soldiers. This has been a difficult switch to turn off. Pin-Ups for Vets is slowly reminding me that I am not only allowed to be a veteran, but a lady as well.”
Davis is not the first veteran to describe this mentality — that somehow women are expected to suppress a part of themselves in order to earn the respect of male peers. Pin-Ups for Vets allows female veterans to reclaim that part of themselves within a community — and as a bonus, they get to continue to give back to the community at large.
“If I can do anything to aid in the boosting of morale for our veterans and active duty members, I would gladly partake.”
Jessica Bowling on active duty (left) and in the 2020 Pin-Ups for Vets calendar (right).
Jessica Bowling, U.S. Army
Jessica Bowling supported EOD (Explosive Ordnance Disposal) Operations in the United States Army for eight years, during which she deployed to Afghanistan in support of 10th Mountain Division. Her company was formally recognized for its live-saving efforts by General David Petraeus, the four-star general who served as Commander of U.S. and ISAF forces in Afghanistan.
“We had a code in the Army: ‘leave no one behind.’ I love that Pin-Ups for Vets is taking care of vets and is doing so much to honor and celebrate women veterans. My passion is women veterans and ending homelessness in our veteran community,” proclaimed Bowling.
She’s in the right place; Pin-Ups for Vets has supported homeless female veterans with makeovers and gifts of clothing to help them get back on the right track.
Erika Velasquez on active duty (left) and in the 2020 Pin-Ups for Vets calendar (right).
Erika Velasquez, U.S. Coast Guard
Erika Velasquez served for 15 years as a Medical Corpsman in the U.S. Coast Guard, assisting in search and rescue operations. Medical Corpsmen have fought with their brothers and sisters in “every clime and place” since their creation — it’s a competitive and critical career field.
When asked why she wanted to volunteer with Pin-Ups for Vets, Velasquez said, “I always want to acknowledge and remind the community at large of the sacrifices of our veteran community. I am thankful to each individual who has served and contributed to better the world through their service to others.”
Gina Elise in the upcoming 2020 calendar, now available for pre-order.
Gina Elise, Founder of Pin-Ups for Vets
Elise has been creating her iconic calendar for 14 years now. “The calendar images are starting a conversation about women in the military. People see the images, and they want to know the stories behind the ladies. They ask, ‘Who is she?’ ‘Where did she serve?’ ‘What did she do in the military?’ The stories of our lady veterans need to be told. The ladies tell me that people often assume that they are not veterans because of their gender. One of our ambassadors, Jovane Marie, who is a Marine Veteran, has summed it up: ‘There is nothing that says I can’t be a hard-charging Marine and a lipstick-wearing pin-up — so I choose to be both.’ These ladies are changing the narrative of what it means to be a veteran. They are breaking the stereotype.”
Pin-Ups for Vets ambassadors — all military veterans — gather for a group shot on set at Perfect 10 Beauty Studios during the 2020 calendar shoot.
Her team has allowed the organization to donate over ,000 to help VA hospitals purchase new therapy equipment and provide financial assistance for veterans’ healthcare programs. Her volunteers have visited over 13,000 veterans at 68 hospitals across the country. The organization has also provided makeovers for veterans, military spouses, and gold star wives.
There are good days and bad days when it comes to hospitalization or mourning a fallen hero. When Gina Elise and her pin-up volunteers are around, it usually means it’s going to be a good day.
Contrary to popular belief, space isn’t actually “cold” per se, at least not in the way often depicted in movies. Space is just mostly empty and all that nothing doesn’t have a temperature. For example, if you were in space without a space suit, the two ways you’d lose heat are just via evaporation of moisture on your skin, in your mouth, etc, and then much slower via radiating heat away, which would take a really long time. In fact, if you were in direct sunlight at around the Earth’s orbit distance from the Sun (1 AU), you’d find yourself overheating pretty quickly, likely with severe sunburns within a few minutes.
This all brings us to the topic of today — if space isn’t cold, why did the astronauts on Apollo 13 get so cold in their ship? And when things did get chilly, why didn’t they just put on their space suits to warm up?
To begin with, somewhat counterintuitively, the reason their ship got so cold so fast is precisely because it’s troublesome to get rid of heat on a space craft. With all the equipment on aboard the ship generating heat, as well as extra heat absorbed when the ship is in direct sunlight, this would normally see the astronauts baking inside the craft. To get around the problem, the ships were specifically designed to radiate heat away very quickly to compensate. Just in case this cooling happened too quickly, for instance when not in direct sunlight helping to heat things up, the ship was also equipped with heaters to keep the astronauts comfortable.
Apollo 13 launches from Kennedy Space Center.
Thus, during the Apollo 13 mission when all the equipment was off and they couldn’t spare power to run the heaters, they were left with a ship designed to radiate heat away relatively quickly, even when in sunlight, but nothing but their own bodies and sunlight generating heat. The net effect was that it got really cold inside the command module and LM.
This brings up the logical follow up question — when it got cold, why didn’t they just use their space suits to keep warm?
In search of a definitive answer, we discovered a variety of speculative explanations online, many of which get surprisingly technical and ultra specific, despite that nobody was using a definitive source and were simply speculating. Further, nowhere in any Apollo 13 transcripts we read does the idea of the astronauts in question donning their space suits to keep warm ever have appeared to have been suggested or brought up, despite the cold.
Unsatisfied with going with speculative explanations, we eventually resorted to mailing a letter to Fred Haise to get a more definitive answer, with, unfortunately no response.
Unwilling to give up, we continued to dig and finally managed to track down a May of 1970 LIFE magazine article in which all three astronauts gave their account of what happened during the Apollo 13 mission. A fascinating read, most notable to the topic at hand in that article is the following from Jim Lovell concerning the cold, which finally gave us the definitive answer we were looking for:
Eventually it dawned on me that somehow we all had to get some sleep, and we tried to work out a watch system. We weren’t very successful. Besides the inside of the Odyssey kept getting colder and colder. It eventually got down pretty close to freezing point, and it was just impossible to sleep in there. Fred and I even put on our heavy lunar boots. Jack didn’t have any, so he put on extra long johns. When you were moving around the cold wasn’t so bad, but when you were sitting still it was unbearable. So the three of us spent more and more of our time together in Aquarius, which was designed to be flown by two men — standing up, at that. There wasn’t really sleeping space for two men there, let alone three, so we just huddled in there, trying to keep warm and doze off by turns. We didn’t get any sleep in the true sense of the word. We considered putting on our heavy space suits, but the suits were so builky that they would compromise our maneuverability in an emergency situation, and when you put on the suit you were bound to perspire a lot. Soon you would be all wet and cold too, an invitation to pneumonia.
It’s also noteworthy here that in a separate interview, NASA engineer and man in charge of the spacecraft warning system during Apollo 13, Jerry Woodfill, stated that nobody on the ground was terribly concerned about the astronauts being cold or getting hypothermia. With what they were wearing and the temperature inside the spacecraft, they were cold, but not critically so, and everyone had much bigger problems to deal with.
Astronaut Fred W. Haise Jr., Apollo 13 lunar module pilot, participates in lunar surface simulation training at the Manned Spacecraft Center.
You see, as you might have already gleaned from the previous passage by Lovell, it turns out the otherwise phenomenal Apollo 13 film took some liberties and it was not, in fact, ever cold enough to do something like tap frozen hot dogs against the wall. In fact, according to that same LIFE magazine article, Jack Swigert stated, “Aquarius was a nice, warm 50 degrees.” He further went on to state that “It was 38 degrees in [the Odyssey] before reentry.” To translate for the rest of the world, that means it was about 10 degrees Celsius in Aquarius and about 3.8 degrees Celsius in the Odyssey. Cold, particularly in the Odyssey, but with what they were wearing, not unbearably so for two of the three crew members, especially when spending as much time as possible in the Aquarius.
As for the third, Fred Haise did have a lot of trouble with the cold, likely due to a fever owing to his urinary tract infection. He stated in his own account in that LIFE magazine interview:
I’ve been a lot colder before but I’ve never been so cold for so long… The last 12 hours before renentry were particularly bone chilling. During this period, I had to go up into the command module. It took me four hours back in the LM before I stopped shivering… Because of the cold, during the last two nights I slept in the tunnel between the two vehicles with my head in the LM and with the string of my sleeping bag wound around the latch handle of the LM hatch so that I wouldn’t float around.
Speaking of space suits and Hollywood myths, in movies you’ll often see humans exposed to the near vacuum of space doing things like suddenly exploding, instantly freezing in the supposedly extreme “cold” of space, etc. But, in fact, so long as you don’t try to hold your breath, which would result in your lungs rupturing and thus pretty well guaranteed that the incident will be fatal, what will actually happen is you’ll remain conscious for about 10-15 seconds. After that, you’ll be fine as long as you’re placed back in a pressurized environment within about 90 seconds. It’s even possible that some might be able to survive as much as 3 minutes, as chimpanzees are capable of this in such an environment without lasting detrimental effect. For significantly more detail on all this and how we know these numbers, check out our video How Long Can You Survive in Space Without a Space Suit?
This article originally appeared on Today I Found Out. Follow @TodayIFoundOut on Twitter.
One of the most overlooked monuments at the National Mall, the Franklin Delano Roosevelt Memorial is located in West Potomac Park between the Tidal Basin along the Cherry Tree Walk and the Potomac River in Washington, D.C. The memorial dedicated to America’s 32nd president is about halfway between the Lincoln Memorial and the Thomas Jefferson Memorial.
President Roosevelt led the nation during both the Great Depression and WWII during his four terms as president. The sprawling memorial is designed to guide visitors through a walk back through each of those terms. There are more than seven acres of space to explore the FDR Memorial. Each feature at the site is designed to help a visitor understand more about this dynamic president and how he directly impacted modern-day America.
The memorial was dedicated on May 2, 1997, by President Bill Clinton.
There are sculptures at the memorial inspired by photographs of DRF seated alongside his dog Fala. There are also scenes from the Great Depression, ranging from bread lines to people gathered at a radio to listen to FDR’s Fireside Chats. A bronze statue of First Lady Eleanor Roosevelt standing in front of the United Nations emblem honors her dedication to the UN and global causes. FDR’s memorial is the only one at the national mall which depicts a First Lady.
Capstone Achievement for Designer
The memorial was designed and developed by Lawrence Halprin. He called this his crowning achievement because of the difficulty in creating the monument and because of Halprin’s fond memories of listening to Roosevelt’s Fireside Chats.
Halprin won a design competition to create the memorial back in 1974, but Congress didn’t appropriate funds for more than 20 years. The final design features Halprin’s work and ideas and several other prominent architects and designers, including Leonard Baskin, Robert Graham, Thomas Hardy, George Segal, and Neil Eastern.
Running water is an important metaphor that’s carried throughout the memorial. Each of the four rooms contains a waterfall, and as visitors move from one place to the next, the waterfalls become larger and more complex. This is meant to reflect the complexity of the presidency.
The five main water features all represent something specific.
The single large drop of water represents the economy’s crash, which led the country to the Great Depression.
Stair-stepped water features are meant to pay homage to the Tennessee Valley Authority dam-building project, which was the first of its kind in the country.
There are also several chaotic waterfalls at sharp angles, all that signify WWII.
To commemorate President Roosevelt’s death, there’s a still water pool.
The array of combining waterfalls is intended to be a retrospective of Roosevelt’s presidency.
The memorial is designed to give people options on how they experience it, allowing them to reverse directions, experience different sites, smells, and sounds, pause and reflect, and even be alone. All of these options are meant to indicate some of what Roosevelt did as president.
Steeped in Controversy
Because of Roosevelt’s disability, the memorial designers wanted to create an experience that would be accessible to all. The memorial includes an area written in braille for people who are blind, and the wide pathways are accessible for those who use wheelchairs.
However, disability advocates say that the braille is incorrectly spaced and positioned at eight feet, too high for anyone to actually read.
One of the statues of FDR also stirred controversy. Initial designs planned to showcase FDR in his wheelchair, but the final design depicts the president in his chair with a cloak obscuring the wheelchair. This is often how he maneuvered throughout his day, even though his reliance on a wheelchair wasn’t widely publicized during his lifetime. Historians and disability rights activities wanted the wheelchair to be shown since they believe it depicts his source of strength. Finally, the sculptor decided to add casters to the back of the chair to create a symbolic wheelchair. However, the casters are only visible behind the statue.
In 2001, an additional statue was placed at the memorial entrance that shows FDR seated in a wheelchair.
This is actually the second memorial
In a conversation with friend and Supreme Court Associate Justice Felix Frankfurter in 1941, Roosevelt said if he were ever to have a monument erected in his honor, it should go in front of the National Archives and be no later than his desk. Roosevelt said he wanted the memorial to be simple, without any ornamentation.
In 1965, a 3-foot tall, 7-foot long, and 4-foot wide white marble block was dedicated to Roosevelt. This memorial was placed near the southeast corner of Ninth Street NW and Pennsylvania Avenue NW. The simple stone reads, “In Memory of Franklin Delano Roosevelt,” just like the president wanted.
The latest “X-Men” movie shows Jean Grey get taken over by a mysterious cosmic force, pitting her against the X-Men for most of the movie.
However, it’s revealed early on that Jean isn’t the only threat the X-Men need to worry about.
This is your last chance to head back before spoilers.
Early in the movie, a group of shapeshifting aliens crash on Earth to take over the planet after their home is destroyed. One of them, who we later learn is named Vuk, takes over the body of a nameless woman played by Jessica Chastain.
Jessica Chastain and Sophie Turner star in “Dark Phoenix.”
(20th Century Fox)
From there, we learn Vuk is the leader of an alien race called the D’Bari. Their planet was destroyed by a cosmic force — the Phoenix — that had demolished everything in its path until it was absorbed by Jean. Once landing on Earth, the group makes a quick decision that they’re taking over Earth, ridding it of every human, and rebuilding it from scratch for themselves.
They just need to acquire the cosmic force from Jean. (Apparently, that’s a thing they can do even though it destroyed their planet and many of their people.)
Both Vuk and the D’Bari’s names are said once in all of “Dark Phoenix” and it’s easy to miss either name-drop in a quick moment. Strangely, the film doesn’t spend much time on them other than to say they’re aliens, they’re bad, and they’re coming to kill us all.
If you’re familiar with the comics, you’ll know that the characters are a part of the “Dark Phoenix” story line at one point. However, they’re not a group who has appeared that much in the Marvel comics. Even if you did catch their name during the movie, you may find yourself doing a quick search for more info on them after the movie because they’re a bit different from the D’Bari you may remember in the comics.
Unlike the aliens we see in “Dark Phoenix,” the D’Bari look like vegetables in the comics.
Who are the D’Bari? They’re not bad guys in the comics.
The group first debuted in the comics in a 1964 issue of “Avengers,” and is labeled as antagonists. But their most significant appearance was in 1980’s “The Uncanny X-Men” No. 135 and they definitely weren’t obsessed with taking over the Earth.
Just like the “Dark Phoenix” movie explains, they’re an alien race who are best known for having their planet destroyed. However, they can’t shapeshift and the circumstances of them losing their planet is much different in the comics. Jean Grey is responsible for killing most of the D’Bari and destroying their planet.
The D’Bari lived on a planet in the D’Bari star system, which was very similar to our own Earth. At this point, Jean Grey already had the power of the Phoenix and had just gone on a rampage against her fellow X-Men.
Power hungry, Jean Grey soars far into space out of our galaxy and into the D’Bari star system where she fuels up by depleting a star of its power. That star, very similar to our sun, gave life to the D’Bari’s home planet and quickly destroyed it. “The Uncanny X-Men” describes the D’Bari as an “ancient, peace-loving civilization.” Jean Grey wiped out five billion of them.
On Earth, Vuk went by the alias Starhammer.
And who’s Vuk?
Vux doesn’t appear in “The Uncanny X-Men” No. 135. In the comics, Vux is actually a male and he wasn’t on his home planet when it was destroyed. As a result, Vuk heads to Earth to, understandably, seek vengeance. He also cannot shape-shift.
Wait. These characters don’t look or sound anything like the ones in “Dark Phoenix.”
Yeah, we know. Other than a similar background story, the D’Bari in the comics and movie only appear to share the same name.
You know who they do sound and look a lot like? The shapeshifting D’Bari in “Dark Phoenix” remind us a lot of the shape-shifting Skrulls in “Captain Marvel.” In the Disney/Marvel movie, which was released in March, the alien race comes to Earth and transforms themselves into any one they come into contact with. Unlike the D’Bari of “Dark Phoenix,” they don’t wish to take over the planet. But their powers and design are somewhat similar.
Here’s how the Skrulls look in “Captain Marvel”:
Here are two of the Skrulls in “Captain Marvel.”
Fox hasn’t released any images of the D’Bari, yet. Chastain, who plays the D’Bari leader, told Yahoo UK at the end of May that her character changed a lot during the making of the movie, suggesting that she may not have been a D’Bari alien to begin with.
“My character changed a lot, which is an interesting thing because I’m not playing someone from the comics,” Chastain said of Vuk. “So it was always everyday trying to figure out ‘Who am I? Who is the mystery that is this character?’ And then understanding with the reshoots ‘Oh, it’s changing again.’ It was a constant evolution…. So yeah, my character changed.”
This article originally appeared on Insider. Follow @thisisinsider on Twitter.
Maj. Gen. Patrick C. Higby, director of DevOps and Lethality, Office of the Assistant Secretary of the Air Force Acquisition, Technology and Logistics, discusses his mission and responsibilities and the roles of DevOps, cyber resiliency and diversity in Air Force readiness during an interview with Airman magazine at the Pentagon. Higby devises and implements strategies to responsively combat cybersecurity threats while rapidly delivering cyber/digital/IT capabilities to the point of need.
During an interview with Airman magazine, Higby discussed his mission and responsibilities and the roles of DevOps, cyber resiliency and diversity in increasing Air Force readiness and lethality.
Airman magazine: Can you summarize the objectives of your office and how your responsibilities in DevOps and lethality pair together to impact the National Defense Strategy?
Maj. Gen. Higby: In my first meeting with Dr. Will Roper, assistant secretary of the Air Force for acquisition, technology and logistics, he also had a question about my duty title, which was something totally different, but really didn’t resonate with what was trending and what was gaining importance. So, we were struggling with what’s the right way to capture my role.
My role is to nudge the culture in a different direction, not just the culture in the Air Force, but the culture in the Pentagon in general, with all of the politics, stove piping and the other challenges we face sometime when we try to do something agile in DevOps. So, we came up with DevOps as being part of my title. And when I say DevOps, I include DevSecOps as Nick Chaillan, our chief software officer, always reminds me. The “Sec” adds the security aspect.
DevOps of 15 years ago wasn’t necessarily very security minded. Today when we say DevOps or SecDevOps, there is a big security aspect to it as you develop code and then deploy the code.
The lethality piece is there to influence the message, especially to our industry partners, we’re not just doing this for some admin system, this is war fighting. This is giving American men and women and our coalition partners the edge against the enemy to make sure we hit the right targets, we don’t inflict unneeded casualties and also protect our lives in combat.
Lethality is a balance it’s not just inflicting on the bad guys, it’s also preserving your own force.
Airman magazine: How do you define DevOps and what it means in the actual development of programs and weapons systems and what does that mean to the warfighter?
Maj. Gen. Higby: DevOps came out of the software and coder world in what some would argue the eighties and nineties, so it’s been around awhile.
The concept was that the developers that are writing code or software packages, they were historically not well connected with the operators, either the operators of the network or the operators that were going to consume that code.
What DevOps endeavored to do was to bring the coder and operator together. So, you have a very well-integrated team where you’re continuously checking with each other on what’s needed and what do we have to do and you are continuously delivering product.
The idea is that you have a continuous pipeline of valuable product, in this case software code, but you could apply this to anything that’s continuously being updated based on the needs of the user of that product.
In many cases what we’re delivering to them (the warfighter) is a pristine rotary dial telephone system connected to a landline and in their private lives as Airmen, Soldiers, Sailors or Marines they’re using iPhones. It’s like, I joined the military to have this high-tech experience to do good things and schwag bad guys and I’m burdened with this old technology.
And so, what do we owe our young men and women that have vowed to put their lives on the line to defend the constitution of the United States. We owe them the best technology that America has to offer. We have many industry partners that are alongside and stand strong in that message to say, we want our American fighting men and women to have the best technology available. And that’s not a rotary dial phone, it’s an iPhone that is continuously getting updated, getting new apps, getting refreshed, getting new security hardening, put on it continuously.
Airman magazine: What has been the traditional rift between the engineers who develop software iterations and the people who use these products in the field?
Maj. Gen. Higby: The rift has been it’s not delivered quickly enough at the speed of need. And so what DevOps or Agile, what that replaced was called the waterfall process where you have lots of intelligent engineers that are very capable and they come up with something that then gets delivered to the field.
The process takes a long time because you’re deploying a full solution vice, a prototype or a minimally viable product. It’s the full up solution that you’ve invested 10 years of work and billions of dollars in, you’d get it deployed and that’s the first time that the warfighter gets to use it and they’re like, wow, this needs a lot of work. Then it would go back to the engineers and then they’d come up with a “B” version that would take another 10 years and so on and so forth. In today’s environment at the velocity of change, the acceleration of change, that’s just not a viable architecture to have.
That’s why Agile development and then later on DevOps and DevSecOps, caught on, not just an industry, but in the Department of Defense and in the joint fight.
Dr. Will Roper, Assistant Secretary of the Air Force for Acquisition, Technology and Logistics, discusses ÒThe Future Air Force, Faster, Smarter: The Next GearÓ during the Air Force Association Air, Space and Cyber Conference in National Harbor, Md., Sept. 16, 2019. The ASC Conference is a professional development forum that offers the opportunity for Department of Defense personnel to participate in forums, speeches, seminars and workshops.
Airman magazine: Is this why Dr. Roper talks continuously about the fact that speed is the most important aspect of development of weapon systems?
Maj. Gen. Higby: That’s exactly right. The challenge with speed is that implies more risk and as you know, the Pentagon, is very risk averse. No one wants to be the one that leads failure, so there’s a reluctance there and that’s part of the culture change of nudging people to be more comfortable and accepting risk. It’s getting that minimally viable product out there, vice always talking about the perfect solution, that we’ll get in a couple of years. No, give me something now that works and then I can give you immediate feedback on it and we can continue to iterate.
I’ll even reach back to historical examples in the P-51 Mustang and the German Fw 190 fighters of World War II. If you look at the history of how the P-51 came about, I would argue that’s a DevOps case study.
That came about with a minimally viable product built in the United States by a start-up company that was put out into the field for the British. It wasn’t quite right and then all these other ideas came along; can we put a Rolls Royce Merlin engine in there? Can we do this? Can we give it this kind of Gunsight? Next thing you know, you have one of the best fighters on the planet that helped us win WWII.
Now, did it still have shortcomings even when it was mature? Sure. It wasn’t well-suited maybe for the Pacific domain where you had to travel long distances. It didn’t have all those navigational aids that some of the more expensive, larger fighters did, but in terms of what we needed it for at the time, which was bomber escort to defeat Nazi Germany, it was the perfect system. And it could go beak to beak with enemy fighters and come out on top.
That was industry and coalition partners taking risks, making stuff happen. Then suddenly it dawned on the United States as our bomber crews are getting slaughtered that if we had some of those P-51s it would be a game changer for our air war against Germany.
A P-51 Mustang passes over the Shaw flightline after being displayed as a static aircraft during the 20th Fighter Wing change of command ceremony, Shaw Air Force Base, S.C., March 19, 2012.
Airman magazine: So, what you’re saying is that what you’re attempting to do now in nudging this culture change, that it’s not a new culture?
Maj. Gen. Higby: It is not new, this has been done many times before. Today we call it DevOps. Five years ago, we were calling it Agile. Industry has been calling it DevOps for quite a while, but a lot of these concepts aren’t new. It’s just the getting out of our box that we sometimes get ourselves trapped in – we have this and we can’t change now because it’s too risky.
Airman magazine: What are the benefits of developing systems this way for the people in the field and how you would explain that to somebody on Capitol Hill who is holding the purse strings, making the decisions on the money? How do you explain to them that allocating a certain amount of money and taking risk at the front end is actually a better way to safeguard the taxpayer money than doing it the old way?
Maj. Gen. Higby: The best way to convince them, I believe, is to build trust through some successes. In a real DevOps risk accepting environment you are going to have failures, but you want those failures to inform the next success. After you do it for a while you can point to some successes like the modern-day P-51 kind of stories and we have several of those, not just in the Air Force, but in or other services.
One of those stories that we like to celebrate is the original DevOps software package the tanker (air refueling) planning tool grew out of. We were doing things in a very industrialized way in our combined air operations centers with grease pencils and white boards trying to schedule aerial refueling by hand. Then with some lines of code, working with the people that were actually using this planning tool and you create a product that saves a lot of man hours and comes up with a better solution in terms of planning where to put your tankers to conduct a certain portion of the air tasking order and taking the fight to the bad guy.
Combined Air Operations Center (CAOC) at Al Udeid Air Base, Qatar, provides command and control of air power throughout Iraq, Syria, Afghanistan, and other nations in the U.S. Air Forces Central Command region. In 2016, the CAOC was using dry erase boards to plan AFCENTÕs aerial refueling operations.
This degree of automation and using an algorithm to figure things out is way faster than having a bunch of very smart people doing it the old-fashioned way. That’s just one example. There’re many others like that, but, those are the ones we need to continuously be pointing at to show Capitol Hill, hey, this works.
We also have to let them (Capitol Hill) understand that when we started this, we weren’t quite sure what the end solution was going to look like and that’s the other big hurdle. I don’t necessarily know where I’m going to end up when I start with something.
So, projects continuously changing as they go forward. So, what we think might be the destination today, five years from now, we might be over here somewhere better than we thought we were going to be. I don’t want to trap the DevOps teams into, you have to end up here, because somewhere else might be better.
Airman magazine: You mentioned the tanker planning tool and how much money that ended up saving and how it was one of the success stories we could go back to Congress and say, “Look, we took a risk on the front end, but here are the payoffs.” So, could you please explain a little bit about 804 and OTA has acquisition authorities and how that kind of goes hand in hand with the DevOps thing. How do you explain to someone who’s been on Capitol Hill for a long time, what the advantages are of making those mistakes at the beginning and spending money as you iterate instead of one big large chunk?
Maj. Gen. Higby: Right. OTA, other transactional authority, that’s what OTA stands for. There are two flavors. There’s the prototyping flavor and the experimentation flavor. Let me rewind, you can do either, you can take a product that’s already in the commercial sector and say we’re going to buy this and we’re going to experiment with it and see if it works.
Staff Sgt Brian Nesbitt, assigned to the 169th Maintenance Squadron at McEntire Joint National Guard Base checks his M-16 assault rifle during the classroom portion of an the M-16 qualification course. Nesbitt is completing the training as part of his pre-deployment requirements.
A good historical example is the M-16 rifle, a Vietnam era, the first plastic rifle, put into combat. That was done under an OTA. So, these (OTAs) aren’t necessarily that new. The 804 (Section 804) Middle Tier Acquisition (MTA) authorities, so that is trying to get after these middle-tier programs, so not the super big programs, but sort of the middle-tier programs.
We don’t need all this excess of documentation that’s been inflicted over years. Because again, historically, when you look back at programs that have failed, those failures usually end up in some kind of legislation that tries to point at, “this is what went wrong in that program.” Now we’re going to write a law to prevent that from happening and that volume of laws has continued to grow and grow and grow to the point where now when you try to do something fast and you’re confronted with all those laws, it makes it really hard to go fast. And that’s what the 804s were supposed to be incentivizing.
In the Air Force, we dove full in and we had, I don’t remember the count, but it was dozens of programs that went down the 804 path and saved a hundred years of labor and acquisition timeline and cut that out. That gets delivery of capability of the warfighter faster. That’s what we’re trying to do and the 804 does that.
Airman magazine: You mentioned the fact that it not only applies to programs being developed from the ground up, but programs that are taken off the shelf that already exist and are augmented, you said the M-16 rifle, but does the newly acquired MH-139A Grey Wolf helicopter fit into that? Can you talk about that a little?
Maj. Gen. Higby: I would argue it could. The question on helicopters is, do I need to develop an all-new military-specific helicopter or can I use something that’s already in the civilian market that already has shown reliability, make the few minor modifications to it that I need for its military applicability, and then put it out there, begin to use it and then begin to iterate? There are many opportunities to ask this question from firearms, all the way up to helicopters and maybe even (flight) trainers and aircraft.
Part of this also is when we look at our defense industrial base, are there opportunities to bring along smaller companies that have some very genius ideas that we could use in the Department of Defense to help our mission that are also then viable in the commercial market.
The MH-139A Grey Wolf lands at Duke Field, Fla., Dec. 19, 2019, before its unveiling and naming ceremony. The aircraft is set to replace the Air Force’s fleet of UH-1N Huey aircraft and has capability improvements related to speed, range, endurance and payload.
And that’s another tack Dr. Roper is taking. Can we, the United States Air Force, become like a venture capital company, where we look out, we see this small company that has something and we’re like, “Hey, we could use that in the Air Force?” But, I don’t want to create another defense contractor where your only customer is the Air Force. I want you to also be viable in the commercial marketplace with that product. Now we might use a version of that product that’s adapted for military use, but in general, whatever you’ve got is going to be commercially viable as well.
There are tons of opportunities in the United States, with our intellectual capital, which I think is a strategic competitive advantage vis-a-vis some of the adversaries that we talk about in the national defense strategy.
Airman magazine: Before we move on, is there anything just on the general concept of DevOps that you want to talk about that you think we should have asked?
Maj. Gen. Higby: The one challenge with DevOps is there’s a temptation again in this building (the Pentagon) where we’re always looking for efficiencies. There’s a temptation to see DevOps as a money saver. I have to speak up about that because DevOps is not about saving money. DevOps is about being more effective for our warfighter, being more lethal for our warfighter.
You have to understand that when you roll out this minimally viable product, it could be an app for your phone or it could be a software module for the combined air operations center or anything like that, that continuous delivery and continuous integration continues and you’re always have a DevOps team that’s taking care of that product. So, when you think in the old term of sustainment and you’re making improvements, that comes at a cost.
You’re paying those people to be the caretakers of this product and to continuously be engaging with the users of the product, daily. And then employing new software updates could be daily, it could be multiple times a day if you’re doing extreme programming, but daily, weekly, monthly, and then maybe as, as the product ages you’re only doing a release once a year and you might not need as much human capital bandwidth to be paying attention to it. But it’s not a widget that you deliver and then you’re done.
DevOps is continuous, so the sustainment tail, as we call it in the industrial age, that sustainment tail is still there. It’s just that sustainment tail is now different in the sense that you’re not just sustaining the current capability. You’re continuously improving the capability up to the point where the operator or the user of the product says, “Hey, we think we need something different now.” And then you got to spool up another DevOps team to say, what do you need? Where do we go? What’s this new thing you’re trying to do? What’s this new capability you’re looking for?
Pararescue jumpers and combat rescue officers with the 103rd Rescue Squadron, 106th Rescue Wing conduct mass casualty training with the Battlefield Air Targeting Man-Aided Knowledge System (BATMAN) at FS Gabreski ANG, Aug. 25, 2015. The BATMAN system is an Air Force research laboratory advanced technology demonstration program that develops enhanced capabilities for battlefield airmen. The program applies an airmen-centric design approach to all its research and development efforts to maximize the airmen’s mission effectiveness and efficiency.
Airman magazine: Can we explore a tangential perspective on that? A lot of warfighters that we spend a lot of money training in various disciplines have spent a lot of years saying nobody listens. Now people are listening on a weekly, sometimes daily basis about what they need to do their job. Is this a positive influence on retention?
Maj. Gen. Higby: I think it absolutely is because you’re giving the warfighter direct input into the tools that they’re using, sometimes in life or death situations. And, it’s being done with all of that bureaucracy abstracted away because your DevOps team, whether it’s in a software factory like Kessel Run or whether it’s a dedicated team to some specific mission, that DevOps team is a close-knit group and they are making stuff happen and adjusting capability the way the warfighter wants it with the warfighter right there.
That’s the amazing thing. Now again, you can study, you can look back in history and any of the successful programs that we’ve (Air Force) done, it’s usually predicated on a small team that’s protected from the bureaucracy that’s given a mission to do and they’re usually successful.
Airman magazine: So, let’s shift gears a little bit and get you to put your cyber hat on. Your job takes what appears to be the two foundations, the first bricks that are necessary in building an Air Force of the future and that’s acquisition reform and incorporating cyber resiliency from the very beginning. Is that correct?
Maj. Gen. Higby: So, cyber resiliency in simple terms is making sure you can get your mission done no matter what happens in cyberspace. In other words, no matter what happens to your computers or your phones or your RF links, you can get your mission done. That’s really what cyber resiliency is about.
Now, when you look at the original cybersecurity standards, they all had aspects of that in there. In civilian terms, we’d call it continuity of operations or continuity of business operations. And so those of us that went through our security plus training and CISSP (Certified Information Systems Security Professional) training, all those aspects of cyber resiliency were already there. But, the idea is to quit thinking just about cyber resiliency in terms of, I’m on a computer, I need cyber resiliency. It’s, I’m doing a mission and that mission is very reliant on what’s happening in the cyberspace domain, so you better make sure that you have some of those aspects of cyber resiliency built in.
In a modern, data-driven Air Force, cyber-resiliency is crucial to mission security and success.
And again, some, some of this thought is still being developed. A NIST (National Institute of Standards and Technology) is on the verge of publishing Special Publication 800-160 Vol. 2, which is 14 different techniques to achieve cyber resiliency. And it’s everything from, do we have divergent or diverse paths to communicate with, all the way to are we doing a good job deceiving the adversary so that they don’t have the easy targets to poke at because we’re constantly putting up false targets and decoys and honeypots that they might be tempted to go after within the cyberspace domain.
But then there’s PACE planning, primary, alternate, contingency emergency, that is an aspect of cyber resiliency. So, I have a primary way to get my mission done, that primary way I’m going to take advantage of all those great electronic systems and computer systems and AI machine learning that’s available. But, if any one of those or all of those go away, I better still have an alternate way of doing the mission and then a contingency way and then an emergency way.
So, I may start off with a very elegant high-tech kind of strike and the emergency way may be, we’re back in the agricultural age and we might have to take Spears and go fight the bad guy. So, the idea behind resiliency is you’re going to fight to get your mission done, no matter what happens.
Airman magazine: Also, could you talk about the Cyber Resiliency Office for Weapons Systems or CROWS office and how this all works together?
Maj. Gen. Higby: The CROWS stood up in 2016, I believe, and it was in conjunction with a cyber squadron initiative, which called out this entity called a mission defense team.
Initially created to look at legacy weapon systems, the Air Force CROWS office will be taking aim at ensuring cybersecurity concerns are taken into account from the start of new programs.
So, the thought was we would have mission defense teams at the tactical edge associated with a specific mission capability, be it F-16s (Fighting Falcons) or Air Operations Centers, B-52 (Stratofortress) bombers, tankers or presidential airlift support. All of those have mission defense teams associated with them. Again, they’re at that tactical edge that can detect something is going on here, that invisible hand or that obscured hand from the adversary. They’re the cop on the beat that sort of knows what their neighborhood is supposed to look like. They’re the first ones that can see that window over there isn’t supposed to be open, let’s go investigate.
So, they go in with the flashlight, they investigate and “holy cow” there’s somebody in there, where do you go with that? And so, the CROW stood up as sort of that interface, especially when you talk about legacy weapon systems.
Take the F-16, which are very cyber dependent as we’ve learned in the last 10-15 years. How does that team, that cop that’s on the beat that says, there’s a window open in that F-16 software that shouldn’t be open, how do you get the right experts, engineers and PhDs involved that may have built that system or designed that system and facilitate a very quick turn response to that? The response could be a whole number of things. It could be, we need to ground that asset for now. We can’t fly the next sortie because the risk is too great. It may be, I think we can still fly with that vulnerability in place because we have other work arounds.
Again, back to that resiliency discussion. It may be, we can deploy some code very quickly and shut that window and get the adversary out of the system. But you need the expert that built that system originally to be in that discussion.
Two F-16 Fighting Falcons assigned to the Alabama Air National Guard’s 187th Fighter Wing approach a tanker during an aerial refueling mission over Nevada during exercise Green Flag-West 13-02.
We really want the CROWS to be that interface to the real expert of a given weapon system, whether it’s an aircraft, a missile, a helicopter or whatever, to understand, if you’re going to tweak this, it may have these other consequences to it. And then make that risk decision. Grounding the asset is not always an option, we have to launch because we have other actors that are dependent on us striking a target.
Airman magazine: Cyber was involved in everything we do. How does the Air Force get that level of education raised? That sea level of understanding about how cyber influences everything that we do across the entire force.
Maj. Gen. Higby: We do have a cyber (Air Force specialty code), a tribe of cyber professionals that are trained to do that. But as you said, cyber affects everything.
So, now the question is how do I open up that aperture to find more cyber talent that we may have on the force that we’re not aware of? And so, we came up with the concept of a cyber aptitude test. So just like you test for different aptitudes like spoken languages, you can test for cyber aptitude and you might find cyber aptitude in unusual places.
It may be a fuels troop in an LRS (Logistics Readiness Squadron) at a base somewhere that on the side, tinkers with Raspberry Pis and develops apps for phones. That’s probably the Airman that you want working to look at (creating) the digitized fuel pump that’s pumping fuel to the jets when they’re in the hot pad. He or she is probably the good beat cop to have on the mission defense team to say, “Hey, somebody is messing with that fuel pump” and I might be able to circumvent it right here on the spot and allow the mission to continue without having to escalate up and get those higher-level SWAT teams to come in.
Proposed content viewing page on the Cyber Education Hub, which is being developed at the Center for Cyberspace Research in the Air Force Institute of Technology, Wright-Patterson Air Force Base, Ohio. The online site is a platform for multimedia cyber education content geared to cyber experts and Airmen seeking knowledge of how cyber applies to their career fields. The site builds user profiles based on user viewing history, job description and preferences, as well as command directives.
Then there is modularized training and we began rolling that out in 2014, allowing some self-paced training. So, a certain module might be really easy for me, but might be really hard for you. Let me go through it at my speed and then the next module, it might be the other way around, but don’t limit the learning. If somebody already has the skills, I don’t have to have them relearn it at the school house. We can do it remotely. We can do it through things like YouTube videos.
All of that is now becoming available to our Airman. So, any Airman out there, on the chief software officer’s webpage (software.af.mil), there’s a whole bunch of training modules about DevOps, for example.
So, if you’re that LRS Airman fuels troop and you say, “Hey, I hear all this DevOps stuff and ‘Containers’ and ‘Kubernetes,’ what does all that mean? All of that is available to them.
Airman magazine: How important is it making sure that that cyber resiliency not only extends to the finished products, the war fighting systems that we use, but the supply chain from all the contractors and all the various companies that supply parts from various locations?
Maj. Gen. Higby: That’s a huge challenge. I was actually involved with our general counsel office because they were seeing the same concerns across the supply chain.
So, we’re building a new airplane or a new pod for an airplane. That system relies on a lot of integrated circuit boards, processors, chips, chipsets and timing clocks that all come from diverse places. And how do we assure ourselves that when they come together that they inter-operate properly and that there isn’t some kind of malware or malicious code or backdoor baked into them that the adversary could then use in the future to defeat that weapon in a way that would surprise us.
A 507th Air Refueling Wing aircraft maintenance team installs a Large Aircraft Infrared Countermeasures pod onto the underside of a KC-135 Stratotanker Oct. 25, 2017 at Tinker Air Force Base, Okla.
That is hard. Now again in the commercial sector this has been a concern for a long time too and there are companies, some pretty big-name computer companies, that have pretty good supply chain resiliency and supply chain monitoring making sure that you can track where a given product was made and if it was made in the right place by the people with the right clearances.
So, there are techniques out there. The challenge for the Air Force, since we don’t tend to make our own pods and airplanes, is we usually rely on an industry partner and what’s the right balance for us have that industry partner get the help they need, when they need it, but also to be open to communicate to us when they have concerns.
We have an Air Force asset, but it works for the entire Department of Defense, the defense Cyber Crime Center, under the Air Force Office of Special Investigations that specializes in just that kind of stuff. And I believe their role will increase in the future as we move forward. They need more staff and help and all kinds of things too. They’re the right experts that can look at a given component and say, this has something in it or this is behaving in a way that it shouldn’t, so they can detect some of that as well and then find ways to circumvent it and then upstream consequences for whoever the person was or the entity was that in injected that into the supply chain.
Our supply chain is a big concern not only for DoD, but for our industry partners as well.
Hypersonic Research Engineers, Ryan Helbach and 1st Lt David McLellan, talk in Hypersonic Combustion Research Cell 22, used in research into SCRAM jet technology, at the Air Force Research Laboratory at Wright Patterson Air Force Base in Dayton, Ohio, Jul 21, 2016. Helbach is the program lead for AFRL’s Intellect to Intellect Exchange (i2i Exchange) which pairs AFRL scientists and engineers with innovative private tech companies and created the AFRL Entrepreneurial Program allowing scientists and engineers to take sabbaticals to pursue outside for-profit goals.
Airman magazine: What kind of things are being undertaken to try and attract new cyber talent and to retain our talent?
Maj. Gen. Higby: There’s a huge number of initiatives. One that I mentioned, again, the cyber aptitude test of finding talent and places where you may not think it exists.
So, there may be a young man or woman who grew up in the mountains of Appalachia that didn’t grow up with iPhones and computers. But, maybe they have a natural gift, they’re a gifted musician perhaps. And guess what gifted musicians sometimes make really good coders. Unless we can expose them to a cyber aptitude test, we won’t know that they have that ability. Then we could say, you scored really high in this thing, would you like to join this team that’s doing big important things for our country?
I think even today, despite all the bad rap that millennials get, there is a desire to be part of something that in our generation would call bigger than yourself, so doing something for the greater good.
There are still young Americans who are willing to step forward and do that. The key is attracting them and once we attract them, we know we’re not going to retain them by paying them more.
I can’t compete with the big-name companies in Silicon Valley in terms of financial compensation, but what I can compete with is the coolness factor of the mission. Hey, you’re doing something here that’s either saving American lives or making Americans that are in combat somewhere more effective in protecting our constitution. There are American millennials and the generation after them willing to do that.
The challenges, what’s the environment that they’re going to come into? Are they going to come into that environment where we hand them the rotary dial phone tethered to a cable or we are going to bring them into the force that says, here’s the iPhone or whatever that we’re going to issue you a basic training? Your orders are on there, all your personnel files are on there. Your training, a program that you need to go through is on there. The links to all those YouTube videos, it’s all on there. Where you need to go to get your uniform issued, that code or that app is on there. That’s the experience that they should be having. Not here’s your big rotary dial phone with the cable attached and then you need all these pieces of paper to go over there to get your uniform.
So, it’s on us to make that environment conducive to the generation that grew up as digital natives where we don’t bring them into an analog world, because that’ll be a turnoff very quickly.
It comes down to understanding our Airmen and the two biggest and in all of the retention surveys I’ve seen the results of, the two big factors that stick out is, one, does the Airman feel tethered to an important mission? That’s a huge retention factor.
And then the second is the Airman’s relationship with their supervisor? The frontline supervisor, not wing commander, that’s not MAJCOM commander, that’s not the chief of staff or the Chief Master Sergeant of the Air Force. That is your frontline supervisor, the person that you’re interacting with every day. If that is a good relationship and that frontline supervisor is keeping you inspired about the importance of the mission you’re doing and how that plays into doing something bigger than yourself, you’re going to stay on the team.
Airman magazine: I would imagine the key to retention too is after you’ve trained them up to do these cool missions, is not having Airmen stuck doing housekeeping things. Can we talk about how (artifical intelligence) fits into this conversation?
U.S. Air Force Airmen 1st Class Raymond Rowe and Jaran Daly, 460th Space Communications Squadron, Buckley Air Force Base, Colorado, and Staff Sgt. Derrick Shipley, 932nd Airlift Wing, Scott Air Force Base, Illinois, students, attend the 24th Air Force Enterprise Cyber Security Tools Training Course at Lott Hall at Keesler Air Force Base, Mississippi, Sept. 12, 2018. This is the first time the 690th Cyber Operations Group has held the course at Keesler.
Maj. Gen. Higby: Our enlisted career field for coders, 3D0X4, we have a number of case studies where this good coder gets to go to Kessel Run and work on the tanker planning tool for example and absolutely love it.
They’re doing paired programming with the industry expert attached to their hip learning together, growing together, creating code that’s being used. They’re talking to the war fighter that’s actually using it on a daily basis. It’s a very rewarding experience and then after their six-month TDY ends, they go back to their base-level communication squadron and they’re a SharePoint administrator, which is not necessarily what they signed up for.
Now, does SharePoint need to be administered at that base? Absolutely it does. But, maybe now we have enough talent in that Airman where they could use something like an algorithm or some kind of machine learning tool to automate the SharePoint administration aspect and then free themselves up to do the DevOps full time, vice having to do a lot of the laborious housekeeping that could be done through code or through an industry partner.
If you look at the AFNet today and I think most of us that are working on the AFNet would agree, it is a complicated, convoluted mess. It’s overly complex and in terms of the user experience, if you ask most Airmen, how would you rate the AFNet? They’re not going to give it good grades.
What we’re trying to do now is get some of those industry providers that provide service for the commercial sector, for our civilian lives, to bring that experience into the Air Force and have them run the network at a base or have them run the network in a given region.
So now you get the same user experience that you like in your private life, you now get that at work as well instead of staring in the blue wheel of death, waiting for something to load.
Cyber-warfare specialists serving with the 175th Cyberspace Operations Group of the Maryland Air National Guard engage in weekend training at Warfield Air National Guard Base, Middle River, Md., Jun. 3, 2017.
Airman magazine: Let’s talk about our civilian Airman, the Air National Guard units. How important is that? When it comes to DevOps and contracting, acquisitions and cyber to have people out there getting real-world experience in a different vein and bringing that cross pollination back into the force.
Maj. Gen. Higby: That’s always been a huge success story for the Air Force between our total force as we say, “Guard, reserve and REGAF (regular Air Force).” In the guard and reserve, there is so much untapped talent, it’s everything from coders all the way through to pilots. If we can find the right ways to tap into that talent at the time of need, I think it would make us a much more capable Air Force.
Some functional areas have figured that out. It’s hard because again, a lot of these total force Airmen have civilian jobs and I can share anecdotes of say a cyber security officer for a high-end Fortune 500 company in civilian life, but they’re a defender for security forces in their guard role. I ask, “Can I make you a cyber Airman? And the answer is, well, I don’t want to do all that cyber stuff. I want to be in a foxhole with a gun.
We have to figure out what are the right incentives for someone like that to say, okay, I’ll leave you on the security forces side, but can we leverage some of your cyber talent to make that SF unit more capable? Because you can do some DevOps things to manipulate the base defense cameras or a system that detects non-ferrous materials coming into the base. You can manipulate those systems in ways to maybe have a quicker response or more capable response and you’ll still get to carry your gun and lay in the foxhole on the weekend if that’s really what you want to do.
Airman magazine: You have stated that your career field pyramid is inverted. What does that mean and how is that being addressed?
Maj. Gen. Higby: When I was the cyber career field manager two or three years ago, this was one of the challenges on the officer’s side. It ended up that in our inventory we had more field grade officer positions than company grade officer positions.
Normally in the military hierarchy, you would have more CGOs then you pick the best and promote them up and so you have a pyramid. The biggest hit was probably the PBD720 force shaping cuts of the 2008-2009 timeframe, that harvested a lot of the CGO positions. And so the cuts weren’t necessarily laid in a way that made sense in terms of that pyramid. That’s where you end up and in some cases it’s a good opportunity, where a captain fills a major’s position or a major fills a lieutenant colonel’s position and they can work at an echelon higher than they normally would be able to. Some do really well at that and it’s a great opportunity, but that’s something that needs to get fixed.
I know Maj. Gen. Kevin Kennedy, who replaced me, that’s one of the challenges that he’s looking at is how do we right size that and are there places where perhaps we can trade FTO for CGO billets and fix that manpower map.
Our manpower system in the Air Force is an industrial age system and it is something that our A1 team (manpower, personnel and services) is struggling with, as well as figuring out how do we get into the DevOps and Agile age? I know Lt. Gen. Brian Kelly is working hard on that and trying to come up with different ways where we don’t get trapped in the old thinking of it has to be a pyramid. There may be cases where if you’re working as a team, it doesn’t have to be a pyramid and we can leave our rank at the door, so to speak.
Airman magazine: Does getting away from being a one mistake Air Force enter into that?
Maj. Gen. Higby: It certainly does and especially when you talk about the risk appetite that’s required to do DevOps or Agile, you have to be able to celebrate those failures.
Now again, I’m not talking about breaking laws and committing crimes. I’m talking about taking a risk on something and it ends up not working out. Failing forward, that’s the term that the chief (Chief of Staff Gen. David Goldfein) likes to use. It’s what do you learn from that failure to enable your next success.
Over history, there’s plenty of examples of people that have failed and failed and failed, but they keep trying and then eventually they hit that big success that makes all those failures pale in comparison. We’re talking about venture capital and venture capital is predicated on a lot of failures. You invest in a hundred different things as a venture capitalist waiting for that one big one to be the breakthrough. Ninety-nine of the rest aren’t going to make you any money.
Air Force Chief of Staff Gen. David L. Goldfein addresses members of the Project Kessel Run team during a visit in Boston Dec. 6. Kessel Run personnel, led by the program executive officer for Digital at Hanscom AFB, Mass., create and rapidly deliver software and applications for U.S. warfighters.
Airman magazine: So how about you, if you don’t mind us asking, what did you learn from your failures? Has there been a failure in your career that has affected the way you lead or affected a project or something that you were working on?
Maj. Gen. Higby: Yeah, my career is replete with many failures. I’ll share one from when I first came in the Air Force and all of my failures in the Air Force, as I look back now, they have sort of a common theme and that is that I didn’t rely on the team in the way that I should have relied on the team.
My first duty station was at Fort Meade, Maryland, in the Musketeer Program. We didn’t use terms like cyber or DevOps at the time, but that’s essentially what we were doing in the musketeer program. So, I was given this assignment as, as part of a team. So think back to 1990, The Soviet Union has come apart, but they still had a very capable military and they were doing something like out of a Tom Clancy’s Hunt for Red October novel. They had something they were doing to non-acoustically detect submarines and that was very worrisome for us. I was assigned to this project to figure out what they were doing.
We figured out they had some airborne assets that were emanating a certain kind of signal and so I was assigned to figure out in three months how to correlate where the aircraft was so we could figure out what that power pattern polarization actually looked like coming from the aircraft. In other words, I had to figure out how to track the aircraft.
So, we’re deploying in like three months and I’ve already wasted two months and I’m at wit’s end. Nothing is working. And the whole team is relying on me to come up with this answer. Finally, a colleague of mine that wasn’t on the deployment team per se, but was a musketeer said, “have you considered a V beam?”
So, I do a little research and team up with him and we get two commercial yacht radars, put them back to back, tilt them at 37 degrees and spin them on top of a little container that I put in this gun emplacement to get azimuth bearing and altitude. And that all comes in digitally and then you write code to correlate to what the other system is collecting. It went from I’m an epic failure because I was trying to do it by myself to be the hero to there’s actually somebody over on my team and if only I would have engaged them earlier.
Every failure I’ve had in my career is where I try to solve a problem alone and sort of suffer in silence and then realize in hindsight there’s actually somebody right here that can help me. Whether it’s personal life problems or work projects I’m not able to get a breakthrough on, it’s always I’m trying to do it by myself and I’m not leveraging those other great Airmen that are around me that have different viewpoints and different backgrounds. That diversity of thought can help you solve a problem.
Oregon Air National Guard Tech. Sgt. Carl Green and Airman 1st Class Michelle Johnson, 142nd Fighter Wing Diversity and Inclusion Counsel’s co-chairs, review notes during a group activity as part of the monthly Unit Training Assembly weekend of events, Jan. 11, 2015, at Portland Air National Guard Base, Ore. The Diversity and Inclusion Counsel helps foster communication by recognizing that a diverse set of experiences, perspectives, and backgrounds are crucial to mission success.
Airman magazine: When you put on those stars, is this something that is now a lesson learned that you’re feeding down the chain?
Maj. Gen. Higby: I talk a lot about diversity and making sure you have a diverse team that comes together. In some cases that diversity can be visually ascertained, like you all look different. In other cases that diversity can be ascertained once you get to know each other and you realize, wow, you really think about this very differently than I do. Instead of being afraid of that, we ought to embrace it, because there could come a time where I’m confronted with a situation that I can’t get around, but you’ll look at it in a different way and throw the solution on the table that helps us get the mission done quickly and again, that’s all part of DevOps.
Back to the original question, what is DevOps? DevOps is that team of diverse individuals that are continuously iterating and continuously improving that capability that you need to get the mission done.
If you haven’t played
Red Dead Redemption II, we highly recommend it. The game has some great storytelling and features some amazing characters. The most notable of the cast is the protagonist and player-character, Arthur Morgan. Easily one of the best characters in video game history, Arthur Morgan’s set of skills puts him in line with special operators around the world.
Special operators must be equipped to carry out the most dangerous missions the country has to offer. This is why they’re required to undergo rigorous training. Arthur Morgan, on the other hand, developed his skills while trying to survive in the days of the American frontier, a.k.a. The Wild West.
While there’re plenty of things to say about Arthur Morgan, here are some of the top reasons he’s operator AF:
Oh, and before we begin, this is your official spoiler warning.
Yes, he can even use a bow.
He can use just about any weapon
From your standard lever-action rifle to a tomahawk, Arthur can pick up any weapon and use it with deadly proficiency. He’s also a very skilled boxer and knife-fighter. His previous life as an outlaw put him through numerous fights against all sorts of enemies, and he learned from those experiences.
Being outnumbered is actually fun in this game.
He fights against overwhelming odds
Not unlike our very own Green Berets, who are trained to take on entire battalions with a single team, Morgan is no stranger to being outnumbered and still managing to shoot his way out of the situation, relatively unscathed.
In fact, on several occasions throughout the game, you fight around 20 people by yourself. That may not seem like a lot, but when your fastest firing weapon is a lever-action, it’s quite a challenge.
You’re alone most of the game anyway.
He goes on covert missions
Numerous times throughout the game, you’re sent on missions to steal or destroy things without being detected. Hell, there’s even a mission where you and another character, the famous John Marston, secretly blow up a railroad bridge. Another mission takes you into an Army camp to steal some items.
Of course, you can choose to make some noise, but when you do it quietly, you really get the feeling that Arthur is a true operator of his time.
Look at that thing!
He can grow a sick beard
While it may not be a requirement, most operators are definitely capable of growing nice, thick beards. If you choose to let it grow, Arthur’s beard can challenge even the most operator beards.
It’s honestly heartbreaking, though.
He gets tuberculosis… and keeps on fighting
The man gets diagnosed with TB and is even told by a doctor to get plenty of rest, but what does Arthur do? He goes about living his life as though nothing has changed. He struggles, sure, but he doesn’t let the sickness become a liability and fights all the way to the very end.
The famous HMMWV’s days are numbered. The Army has made its fifth order for the new Joint Light Tactical Vehicle, officially coming in four versions: the M1278 Heavy Guns Carrier, the M1279 Utility, the M1280 General Purpose, and the M1281 Close Combat Weapons Carrier.
According to a release by OshKosh Defense, this order consists of 748 vehicles and over 2,350 installed kits. The vehicle is currently in Low-Rate Initial Production, and the first units are expected to be equipped with the vehicle by the middle of Fiscal Year 2019,with a planned Initial Operating Capability by the end of 2020.
The HMMWV has served for over 30 years, but like the Jeep it replaced in the 1980s, it was proving to be incapable of meeting the demands of a modern battlefield. For the Jeep, the problem was keeping up with armored fighting vehicles like the M1 Abrams tank and the M2/M3 Bradley Fighting Vehicle.
During the War on Terror, the HMMWV proved it could keep up with vehicles, but it was also very vulnerable to a favored tactics of insurgents in Iraq and Afghanistan: the improvised explosive device. Up-armored HMMWVs were developed, but they still proved vulnerable and eventually the military bought Mine-Resistant Ambush-Protected vehicles, including the M-ATV from OshKosh, for use on many missions in Iraq and Afghanistan.
OshKosh notes that the JLTV is 33 percent smaller and 33 percent lighter than the M-ATV. The company stated that the program remains on time and “on budget” in the release. A decision on full-rate production is reportedly pending.
It will still take a long time for the JLTV to replace the HMMWV: Over 281,000 Humvees have been built since it entered service in 1985. This order represents less than one half of one percent of the total Humvee built.
There exists a population within America’s bravest. A culture of warriors who heard and answered the call throughout history- American warfighters.
The military is an expansive network, full of various roles and professions. While any service is honorable, there’s no arguing that some join for the battle- to run as fast as possible toward the danger.
We call upon these warriors in times of conflict, to utilize their fighting spirit, ready to charge into any battle without hesitation. During times of peace, this subculture faces rejection when the focus shifts to training for a mission in the unknown future instead of the dependable cycle of deployments during surges. To the warrior, who gains self-worth in their ability to live through combat, the blank space where a deployment slot belongs destroys the mind and soul. War rages on within them, awaiting the time when they can again serve to their true potential.
“I don’t have an answer for why I keep going back, why ‘getting into it’ is what I feel I need to do. There’s nothing else to do with the intensity or specific skillset I’ve acquired, so I guess it’s more like- why not” explains Staff Sergeant Bradford Fong, Army Infantryman and aptly known warfighter to those who served with him.
With several combat deployments, he is among a rare breed of active-duty leaders today – those who embarked on combat deployments to remote combat outposts.
“Yes, I’m intense, but I have a good damn reason for it. Training soldiers now is frustrating, to be honest. I was ‘raised’ through a lineage of leaders who when things varied slightly from the books, you knew it was due to their fresh combat experience.” The aggravation was clear in his tone when he explained how this once invaluable knowledge has become borderline unwanted and potentially misunderstood by leadership and peers without the same background.
“The Army has this tremendously valuable crop of soldiers- as we age, we clearly aren’t the fastest, but we damn sure have a lot to offer mentally, developing other combat leaders and the kind of knowledge you won’t find in any FM guide” he states. “I wish there was a space where that’s all I could do because anything less feels a bit meaningless.”
Training those in his command specifically for combat as an Infantryman is a conversation that brought an audible smile to his face. “I’m not here to train them into textbook soldiers,” he says. The training of his men clearly means a great deal to Fong, who has no problem with discussing the blunt reality of the job.
On his second deployment to Afghanistan, Fong was one of the only members of his platoon that had seen combat before. While the other Soldiers awaited their own baptism by fire and showered him with questions about combat and how to react, Fong knew what was coming. The men around him naively prayed for a chance to prove themselves. Toward the end of their tour, they got their wish.
“I’d been there already (Afghanistan), seeing and experiencing what this new platoon had waited ten months for. After it happened, there were a lot of them who didn’t come back mentally,” said Fong while recalling his 2010-2011 deployment.
Operational tempo changes during times of drawdown or withdrawal pose a significant risk to the warrior culture. Schedules are intense but intently purposeful with a clear goal in mind- to remain a highly capable and rapidly deployable unit. The aftermath of coping with what is witnessed in war remains a struggle, one which Fong admits he’s put away, but not packed neatly enough to never surface.
“A lack of empathy is required to remain in this profession. It’s not nice to say, but it is true.” Fong explains how shutting off parts of himself for his job has become slightly problematic with the new dynamic of adding a family in the last few years.
Stories like Fong’s remind us all of the reality of what’s being asked of soldiers. We sound the horn for these men and women to rush in when we need it most. We will always need true warriors, unafraid and unapologetic of their calling. And now, during a new era, we must find an honorable space for them to thrive, for their purpose to continue to feel fulfilled within the ranks- creating the next line of warriors within.
Three pilots from the 328th Air Refueling Squadron at the Niagara Falls Air Reserve Station, N.Y., flew over Western New York to honor frontline workers during the Covid-19 crisis, May 12, 2020. (U.S. Air Force/A1C Kelsey Martinez)
Nearly 200 pilots have chosen to stay in the U.S. Air Force as major airlines operate in a limited capacity during the COVID-19 outbreak, sharply reducing the number of commercial flights around the world.
While the service is still gathering data, “171 pilots have been approved to stay past their original retirement or separation dates” since March, Air Force spokeswoman Maj. Malinda Singleton said in an email Thursday. She did not provide a breakdown of the types of pilots — fighter, bomber, airlift, etc. — who have extended their duty.
The service is also preparing for the possibility that furloughed airline pilots will submit requests to return to active duty in the Air Force come Oct. 1, the spokeswoman said. Under the Coronavirus Aid, Relief, and Economic Security, or CARES, Act, passed in late March, airline jobs have been safe as companies are prohibited from cutting their workforces until that date. However, experts foresee a dramatic reduction in airline jobs when the restriction is lifted.
“At this time, it is too early to tell what those impacts may be as the CARES Act prohibited layoffs and furloughs in the airlines until Oct. 1,” Singleton said. “We are keeping a close watch on the situation; recognizing the challenges the airline industry is facing, we are providing options for rated officers to remain on active duty who otherwise had plans to depart.”
Airline hiring efforts had been the biggest factor driving problems in pilot retention and production in the services, officials said in recent years. Commercial airlines became the military’s main competitor during a nationwide pilot shortage.
“We tend to see those [service members who] may be getting out, or those [who] have recently gotten out, want to return to service inside of our Air Force,” Gen. Brad Webb told reporters during a phone call from the Pentagon. “I expect that we will see some of that to a degree, which will help mitigate [the pilot shortage].”
When you think about cruise missiles, you may think of the AGM-86, a missile used by the United States Air Force on B-52 Stratofortress bombers, or the AS-15, which is launched from Russian Tu-95 Bear and Tu-160 Blackjack bombers. These missiles were popular in the 70s, but there was an earlier, similar missile in the United States’ arsenal, and it was nothing but a Hound Dog.
Believe it or not, the AGM-28 “Hound Dog” was actually named after Elvis Presley’s hit song, according to the Boeing website. The missile was intended to allow the B-52 to strike at the Soviet Union from a distance when it entered service in 1959. Its development was prescient. Just a year later, a Lockheed U-2 was shot down by an SA-2 Guideline, demonstrating that Soviet surface-to-air missiles were a serious threat. The pilot of the stricken U-2, Francis Gary Powers, was captured by the Soviets. It was exceedingly clear that the U.S. needed a way to deliver destruction from distance.
Designation-Systems.net notes that the Hound Dog could hit targets over 700 miles away with a 1.1 megaton W28 thermonuclear warhead. A B-52 could carry two AGM-28s, which could go over twice the speed of sound. The missile could be programmed to fly as high as 56,000 feet or as low as 200 feet. The Hound Dog could even make a “dogleg” attack (turning to hit a target from an unexpected direction) on a target.
Funnily enough, the Hound Dog was powered the Pratt and Whitney J52, a jet engine that was used on two sub-sonic attack jets. This J52, though, was “souped up” to run at maximum power in order to reach the missile’s top speed. Its lifespan was all of six hours, but since it was only intended to fly for less than a half hour, that was a worthwhile sacrifice.
Plans to fit the Hound Dog with a terrain comparison guidance system, like those on the AGM-86 Air-Launched Cruise Missile or the BGM-109 Tomahawk cruise missile, didn’t come to fruition. The Hound Dog retired in 1978, replaced by more modern offerings.
Learn more about this “one-hit wonder” missile by watching the video below.
Every time a new comic book movie is set to come out, nerds flock to the internet and try to decode each and every detail in the trailers to figure what’s going to happen. Doing that kind of sleuthing relies heavily on having a deep understanding of comic book lore.
Last night, the new trailer for Captain Marvel dropped and, in short, it looks amazing. Since they’re changing much of her story from the comic books into a single, condensed, easy-to-follow plot, it’s left some civilian comic book fans scratching their heads.
Truth is, you need a good understanding of military culture to truly grasp the comprehensive awesomeness of this trailer.
Kinda spoiler-y: but these guys are called the Star Force and they’re evil. Take what you will about the plot details from that.
In the comic books, Captain Marvel, otherwise known as Carol Danvers, was an Air Force Intelligence officer turned fighter pilot who went by the callsign, “Cheeseburger.” She later joins NASA and is promoted to colonel before being caught in an explosion with an alien known as Captain Mar-Vell.
The explosion intertwines his alien superpowers with her and she takes on the moniker of “Ms. Marvel” before eventually taking on the title of “Captain Marvel” herself. She occasionally teams up with other superheros, like Spider-Man, the X-Men (which is actually how Rogue gets her flight and super-strength), the Fantastic Four, and, later, becomes a leading member of the Avengers.
The film, on the other hand, takes all 41 years of storytelling and condenses it down to her just being an F-15C pilot that gets caught in the explosion. The match-cut editing of the trailer suggests that she’s going to have to slowly piece together knowledge of her previous life on Earth before eventually becoming the hero the Marvel Cinematic Universe needs in Avengers 4.
That’s right. The Coasties may be getting a big screen superhero adaptation before the sailors do.
From the little bits shown in the trailer, we can see she was stationed at Nellis Air Force Base, Nevada, and has Test Pilot School patches on her uniform. Earlier this year, Brie Larson, who plays Danvers in the film, took a trip to Nellisa AFB to get inspiration for her character from the real-life Brig. Gen. Jeannie Leavitt, who is the 57th Wing commander, the first female fighter pilot, and the inspiration for this new take on Captain Marvel. It’s no coincidence that Brig. Gen. Leavitt flew an F-15C, just as Carol Danvers will in the film.
Another awesome Easter Egg is her wingman, Lt. Maria “Photo” Rambeau. In the comics, Rambeau isn’t too noteworthy of a character. In the trailer, we see her taking on the moniker that her daughter, Monica, has as a callsign. Monica Rambeau later becomes an Avenger (more commonly known as Spectrum) and serves in the Coast Guard before becoming a superhero. Since this film is set in 1995, that leaves more than enough time for Monica to grow up and become a superhero by the time Avengers 4 takes place.
If you watch carefully, you’ll notice Carol’s cat is named Goose, a subtle nod to Top Gun. In the comics, the cat is actually named Chewie and is actually a demonic alien that can go through pocket dimensions that tries to kill Rocket Racoon at every occasion. In the film, the kitty just seems to be a regular cat with a name fitting of everyone trying to become a pilot in the late 80s and early 90s.
Here are the most shocking twists and turns that have happened at his trial so far.
In opening arguments for the case, Assistant US Attorney Adam Fels described the amount of cocaine Guzman was accused of trafficking over the border.
He said that in just four of his shipments, he sent “more than a line of cocaine for every single person in the United States,” according to the BBC.
That amounts to more than 328 million lines of cocaine, Fels said.
Former Colombian drug lord Juan Carlos Ramirez Abadia.
(U.S. Attorney’s Office for the Southern District of New York)
2. A former Colombian kingpin who altered his face to hide his identity explained international drug trafficking to the court.
Former Colombian kingpin Juan Carlos Ramirez Abadia testified how his Norte del Valle cartel used planes and ships to bring cocaine to Mexico, where the Sinaloa cartel would smuggle it to the US under the direction of Guzman.
Abadia testified that he kept a ledger that showed how much hit men were paid and that he bribed Colombian authorities with millions of dollars.
The former legislator in Mexico detailed a 2014 incident in which she and Guzman fled Mexican forces through a secret tunnel under a pop-up bathtub.
López said she was awoken one morning to Mexican marines trying to break down the door of the house in which she and Guzman were staying.
Guzman, who was naked at the time, brought her into the bathroom, and López said, “He said, ‘Love, love, come in here.’ There was like a lid on the bathtub that came up. I was scared. I was like, ‘Do I have to go in there?’ It was very dark.”
The bathtub lifted up with a hydraulic piston, and Guzman, López, and others ran through the tunnel in complete darkness, she said.
López said the tunnels led to a sewer system for Culiacán, a city in the state of Sinaloa.
6. Guzman’s cartel had a million bribe fund, according to Zambada’s testimony.
In Zambada’s testimony, he said traffickers had a million bribe fund for former Mexican Secretary of Public Security Garcia Luna to ensure their business ran smoothly, the BBC reported.
Zambada said former Mexico City Mayor Gabriel Regino was also bribed.
“[The media] made him too famous,” Coronel said of her 61-year-old husband, who she married on her 18th birthday in 2007. “It’s not fair.”
“They don’t want to bring him down from the pedestal to make him more like he is, a normal, ordinary person,” she added.
8. A weapons smuggler said a cartel hit man had a “murder room.”
Edgar Galvan testified in January 2019 that a trusted hit man for Guzman kept a “murder room” in his house on the US border, which featured a drain on the floor to make it easier to clean.
Galvan, who said his role in the Sinaloa cartel was to smuggle weapons into the US, testified in January 2019 that Antonio “Jaguar” Marrufo was the man who had the “murder room,” according to the New York Post.
The room, Galvan said, featured soundproof walls and a drain.
“In that house, no one comes out,” Galvan told jurors.
Both men are now in jail on firearms and gun charges.
9. El Chapo put spyware on his wife’s and mistress’ phones — and the expert who installed it was an FBI informant.
Prosecutors in Guzman’s trial shared information from text messages the drug lord sent to his wife, Coronel, and a mistress named Agustina Cabanillas with the jury.
The American flag, also lovingly known as “the Stars and Stripes” and “Old Glory,” is one of the most famous patriotic symbols in the world. Over the years, it’s been modified to reflect our country’s growth and waves triumphantly across our great nation. We associate our nation’s emblem with the freedom and democracy the US champions.
The flag has been raised on various battlefields throughout the world and many Americans hoist it outside of their homes as a badge of loyalty. But nothing lasts forever and, eventually, flags need to be removed from operational service. When an American flag can no longer be used, the symbol must be removed from service in a dignified way.
So, how do you properly dispose of our nation’s flag?
(U.S. Air Force photo by Roland Balik)
According to the Veterans of Foreign Wars organization, first, the flag should be folded up in the customary manner. This means holding the flag waist-high and folding the lower half of the stripe section lengthwise over the field of stars. Then, folded again, keeping the blue stars facing up.
Next, triangularly fold the striped corner of the already-folded edge to meet the open side of the flag. Continue making triangular folds until you’ve covered the entire length of the flag. Once the flag is prepared, it’s to be placed in a fire. Any individuals in attendance must stand at the position of attention, salute the flag, and state the Pledge of Allegiance, which is to be followed by a period of silence.
(U.S. Navy photo by Mass Communication Specialist Seaman Brandon Cyr)
Once the flag is consumed by the flames, its ashes are to be buried.
Note: Please check with local fire codes before choosing your fire and bury sites.