Everyone who enters the US military these days will go through basic training. Although each branch of the military (including the Coast Guard) has a markedly different experience in their initial training days, there are things a young would-be troop can know and do to prepare themselves mentally and physically for whatever service they’re about to enter, regardless of gender.
Prepare to fear and then respect the campaign hat, pukes.
Tech. Sgt. Edroy Robinson, 331st Training Squadron military training instructor, observes as new Air Force basic training arrivals prepare to get a haircut May 20, 2015, at Joint Base San Antonio-Lackland, Texas.
(U.S. Air Force photo by Johnny Saldivar)
Show up with a neat appearance.
Your fellow trainees/recruits will appreciate this. You will appreciate this eventually. You probably know before going that part of basic military training means you will be stripped of your hair and your civilian clothes. You will be given the same haircut as everyone else and wear the same clothes as everyone else. But before that happens, there’s a lot of waiting.
When you get off the bus, you will be tired and maybe dirty from traveling all day. You will feel gross. None of that will matter, though. Your introduction to military service begins with a hurry up and wait that could take most of a day and into the next. You may not see a rack or shower for some time. If you prepared for this, you and those around you will be grateful.
New recruits with Lima Company, 3rd Recruit Training Battalion, make their initial phone calls home at Marine Corps Recruit Depot San Diego, May 21, 2018.
(MCRD San Diego)
This goes double for Marine Corps recruits. The goal is to not draw attention to yourself, to try to blend in. The whole time you were tired from getting to basic training, the drill instructors/drill sergeants/training instructors/recruit division commanders were watching you. The first thing they notice about you could stick with you for the entire time you’re in boot camp.
Consider a plain-colored tee shirt or other comfortable gear to wear to basic training.
Don’t take it personally.
The men and women in charge of shaping your civilian lump into a part of the world’s best combined-arms fighting force have been doing it for some time. They know exactly what it means to be a part of your entry in the U.S. Military. As a matter of fact, their basic training to teach your basic training was much, much more difficult than your basic training.
Training new recruits is one of the hardest jobs to get and keep in the U.S. military, and those who wear the Smokey Bear hat went through a lot to be there. No one cares more about making you a capable fighter than the person under that hat. If they’re giving you a hard time, there’s a reason for it.
A basic combat training soldier acting as a casualty is carried by members of his squad toward their command post after a simulated attack on their patrol July 20, 2016, during his BCT company’s final field training exercise at Fort Jackson, S.C.
(U.S. Army photo by Sgt. Javier Amador)
Move like you mean it.
They’re awake before you are and they go to bed after you do. They put all their time and effort into molding you into the shapes of soldiers, sailors, airmen, and Marines. The least you can do is act like it means something to you. If you aren’t “moving with a sense of urgency” by the end of the first week, you’re showing total disrespect to everyone around you who is.
Be in some kind of shape.
Compared to most of the other things you’ll do with your life – especially your military life – basic training is rather easy. But it will be a whole lot more difficult for you if you were so out of shape in your civilian life that you may not hack it as a U.S. troop. But your window for getting in shape doesn’t have to be limited to the eight to twelve weeks you’ll spend in basic military training. If you can show up halfway there, you’ll be doing yourself a real favor.
An Air Force Basic Military Training dining facility.
(U.S. Air Force)
Learn how to address others.
Every branch has different rules for this in basic training, but it’s one of those little things that can show your instructors some respect while opening doors for you – literally. You will have to learn how to refer to your instructors, how to refer to yourself, and how to speak to those in your chain of command. You will have to do this for almost everything from answering questions to eating to going to the bathroom.
Life is so much easier when you know how to respond in these situations.
It gets better.
(U.S. Marine Corps)
Do not ever think of giving up.
When you arrive, there will likely be a quick flash where you wonder just what the hell you’ve gotten yourself into. A quick situational awareness check will tell you that there are hundreds of others around you, doing the same thing, probably having the same idea. Everyone else will push past the defeatism and embrace the situation – and you will not be happy until you do the same.
For most people who go through the military, finishing basic training is one of the most satisfying achievements of their lives. For the people that quit, it becomes their biggest regret. The choice is simple.
Anyone about to deploy to a war zone needs to prepare for a number of things. Combat is fraught with danger and a scenario can go to sh*t at a moment’s notice. You genuinely don’t know what lurks around any corner while out on patrol.
Unfortunately, combat is just one of the many problems that service members face when deployed. Thankfully, the following aren’t quite as dangerous as a firefight.
Receiving mail can be the life or death of a deployed troop. Not every package comes in perfect condition and, sometimes, what you get from back home can be upsetting.
No one wants to get a Dear John letter.
2. Language barriers
Typically, the countries we go to war with and work alongside don’t speak the best English. This creates conflict because American service members like to say curse words — and some of the foul language we use figuratively on a daily basis, they take literally. Take the term “motherf*cker,” for instance. When our Afghan counterparts hear those words, they think we’re referring to actually nailing their mothers.
As you can imagine, that message isn’t well received.
3. Local food
When someone invites you to eat with them, it’s only polite that you do so. If you’re in a foreign country and you someone extends this gracious offer, you’d better accept.
However, good luck digesting all the spices and foreign methods of food prep.
4. Cultural misunderstandings
Americans have a unique way of living and so does the rest of the world. Some of the cultures we work with don’t want us looking at, or even talking to their women, no matter how benign the intent — and we have to respect that.
Despite the best intentions, there have been some cases in which various nations’ troops don’t comply with social rules. That’s when unnecessary conflict pops up.
Allied troops get all kinds of vaccines to prevent local illnesses that may lurk. However, we don’t vaccinate for every type of viral infections and insect bite. No one wants to get sick while they’re back home, let alone while they’re deployed to a war zone.
Listen, condoms will save your life. You may not believe it, but the condom is a multipurpose force multiplier that does more than protect one’s little trooper from NBC threats during unarmed combat. The idea of having condoms isn’t even all that new, so this may be old news to many readers. Even the Army’s official survival handbook lists condoms as a necessary item for survival kits.
The reasons are many, and I’m going to list them without a single dick joke. Sorry.
Water is the number one reason you should carry condoms in your survival kit as a U.S. troop. Water is the number two reason you should carry condoms in your survival kit as a civilian. Condoms, of course, are designed to keep fluids in – and they are really, really good at it. When properly handled, a condom can carry two liters of water. Just tie it off with a stick and wrap it in a sock, and you’ve got yourself a durable water container.
You should probably use non-lubricated condoms for this purpose.
I don’t mean you should be using condoms just for the Tinder dating app (although you should definitely be using condoms if you’re on the Tinder dating app). A condom can carry a lot of flammable material and – as I mentioned – the condom is totally waterproof so it will keep your cotton, newspaper, Doritos, whatever you use as tinder, dry.
Also, be advised that a condom will go up in flames faster than you’re going to be comfortable watching. You can use them as tinder themselves and will even start a fire.
Turns out condoms are good at protecting a rifle and a gun, whether you’re fighting or having fun. This is actually a fairly common use among survivalists who spend a lot of time outdoors. You may see (again, non-lubricated) condoms over the barrel of a weapon to keep mud, dirt, and water out. They even make little condoms for this purpose.
If you haven’t noticed by now, the condom’s greatest strengths are its elasticity and waterproofing. You can use the condom as a crude tourniquet in case of injury, but you can also use it as a rubber glove to protect both yourself from blood-borne disease and protect your patient from whatever muck is on your grubby little hands.
Today, Sutton Bonington campus, part of the University of Nottingham, houses the schools of bioscience and veterinary medicine. But a century ago, during World War I, it was home to a prisoner of war (PoW) camp for German military personnel captured by the British on the Western front. And it was the site of a great escape, when Germans managed to flee the camp on Sept. 25, 1917.
At the outbreak of war in 1914 the government took over buildings and sites around the country to convert into PoW camps. Sutton Bonington was a group of buildings completed in 1915 for the Midland Dairy Institute, an agricultural college, but it was taken over by the War Office before the institute’s staff and students could move in. Barbed wire fencing and some additional huts were added to the site and around 600 German military officers moved in.
German officers who were made prisoners of war, by contrast with ordinary soldiers and sailors, were not allowed to work. Many became extremely bored, and sought to relieve the tedium by playing sports such as football and tennis, putting on concerts and plays, and planning how to escape. The preferred escape option was to tunnel under the barbed wire, and to disappear into the countryside beyond.
Two attempts to tunnel out at Sutton Bonington failed, but the third succeeded, and at 1.30am on Sept. 25, 1917, 22 men slipped, slithered and pulled their way along a tunnel, which was less than a metre high. They emerged into a field of turnips, and were hidden from the guards in the sentry posts by a ridge running through a nearby field. It helped their cause that the moon had set before they started, that the search lights were out because of concerns about Zeppelin raids, and that it was not raining.
The main administration block at Sutton Bonington campus. It was used as a prisoner of war camp for German officers between 1916-19.
In terms of simple numbers, no other breakout was as successful. Usually only two or three men were involved with a tunnel project. The 22 from Sutton Bonington made it the largest breakout in Britain of World War I.
Best laid plans
The men planned to split into groups of four, preferably with an English speaker in each one, and to head for different ports along the east coast. They had maps and a compass with them, as well as food supplies which had arrived in the camp from Germany the previous day. The absconders hoped to stow away on board a vessel passing through the English channel, and return to Germany, re-join their regiment and re-engage with the war.
The breakout was discovered at 4.30am when a policeman patrolling the village of Plumtree came upon Herman Genest walking alone but wearing a German officer’s uniform. He arrested him, took him to the nearest police station, and from there saw him returned to the camp at Sutton Bonington. Genest had been free for approximately three hours.
His arrest led to a roll call at Sutton Bonington which confirmed that 22 men were missing. All police, special constables, and other groups concerned with law and order in the area were ordered from their beds to find the Germans.
Within hours they were reeled in. My own research into the episode has uncovered that three of the German men, claiming to be seeking work in one of Nottingham’s munitions factories, were arrested at Trent Bridge. Two more, including the leader Otto Thelan, were arrested at Tollerton at 11am, and two others later in the day. Also arrested that day was Karl von Müller, a German naval hero from the early days of the war, who was found by children when he was blackberrying at Tollerton.
The rest were picked up over the ensuing days with the last four German officers captured at Brimington Woods, near Chesterfield. A police sergeant found them on September, 30, “and immediately upon being challenged they admitted their identity”, according to a report a few days later in the Derby Daily Telegraph.
Getting out was unlikely
The experiences of these men were typical of other German prisoners who tried to escape during World War I. They were expected to wear their uniforms in camp, but this made them conspicuous if they managed to escape. They had to walk because catching trains was too problematic, and they normally travelled at night and hid in barns and hay stacks during the day. They carried food, but could struggle to find enough liquid, and if they reached the coast there was no guarantee of a passage across the Channel.
Escape was a romantic ideal rather than a rational expectation. Gunter Pluschow, who escaped from another PoW camp at Donington Hall, in Leicestershire, was the only German to make it home in World War I, largely because he managed to adopt a disguise and stow away on board a cargo ship at Harwich.
The Sutton Bonington camp was used for PoWs until February 1919 when those remaining were moved to Oswestry in Shropshire. The site was then cleared and cleaned, including the removal of the huts and barbed wire, and returned to the Midland Dairy Institute, which formally opened in October 1919. In 1946 the institute joined the University of Nottingham as the faculty of agriculture.
This week’s Borne the Battle podcast features Dr. Albert Weed, whose career has taken him from enlisted Green Beret Army medic to an Army medical officer to VA surgeon. Weed discussed his name, and how his family’s military background and medical experiences led him to, among other things, peacekeeping in Egypt, swimming in Saddam Hussein’s pool, and receiving four different DD-214s.
Weed traces his journey’s beginnings from high school and later to Special Forces training, where he volunteered to work as a medic. The future doctor realized during training that he wanted to stay in the medical field. He was inspired to become an Army medical doctor while doing his clinical. He had just finished a late shift helping labor and deliveries and was planning to take a nap when he was called to the operating room to help. After the operation, Weed went out for a run instead of taking his nap. In that moment, he realized he wanted to pursue a medical career.
Peacekeeping with the MFO in the Sinai 1987 – 1 of 7
Normally, asking which of two beloved characters with rabid fanbases is a way to rile people up, to start up a spirited debate. Kirk vs. Picard is the classic example of this kind of question: there’s no right answer, which is why it’s fun to talk about.
So when a Twitter user asked who gives the better speeches, Captain America or Optimus Prime, we didn’t expect anything approaching a consensus to emerge. And yet, one did.
It’s Optimus Prime, by a mile. And honestly, after we rewatched the speeches people posted in the replies, it’s hard not to agree. It might not be fair—he’s a massive robot after all—but he has more gravitas than Cap. There’s also the fact that the Transformers stories present plenty of opportunities to talk about the future of the human race and that, in the Avengers films at least, Cap is one of dozens of characters competing for screen time.
As a refresher, here is one of Optimus Prime’s best speeches from the Transformers films.
And here’s one of Cap’s, from Winter Soldier.
Captain America’s Epic Speech Scene – Captain America: The Winter Soldier (2014) HD
The Pentagon has named a U.S. soldier who died on Nov. 24, 2018, in Afghanistan’s southern province of Helmand and confirmed that the soldier had been critically wounded during a firefight against “enemy forces” in a neighboring province.
In a statement issued on Nov. 25, 2018, the Pentagon said 25-year-old Army Ranger Sergeant Leandro Jasso sustained his fatal wounds during combat in the Khash Rod district of Nimruz Province.
He died after being evacuated to the Garmsir district of Helmand Province, where U.S. forces operate an expanded forward operations base known as Camp Dwyer and a smaller military installation known as Camp Garmsir.
Jasso was the ninth U.S. soldier to die in Afghanistan in 2018.
Some 14,000 U.S. soldiers are currently serving in Afghanistan, where the United States and NATO formally concluded their combat mission in 2014.
The remaining Western forces mainly train and advise the Afghan security forces, which have been struggling against attacks from a resurgent Taliban and other militant extremist groups.
Afghan President Ashraf Ghani.
Afghan President Ashraf Ghani said earlier in November 2018 that 58 Americans had been killed in Afghanistan since the start of 2015 when Afghan troops took over primary responsibility for Afghanistan’s security.
During the same period since the withdrawal of most NATO combat troops from Afghanistan, Ghani said nearly 29,000 Afghan police and soldiers have been killed — a figure far higher than anything previously acknowledged by the government in Kabul.
Joining the Armed Forces is nothing to poke fun at. It’s one of the most honorable undertakings on the planet. That said, we all need to laugh at ourselves now and again. If you’re in the Army, these memes are all too relatable, so what are you waiting for? Come on down and laugh a little! If you’re a Marine, don’t get too cocky. No branch is safe from Internet memes.
They weren’t wrong.
Sometimes you’re the Armed Forces. Other times, you’re just the arm.
2. Oh. So that’s how tanks are made.
They don’t teach you everything in high school bio, kids.
3. Possibly the least peaceful type of angel…
But it’s still very nice. Could someone please tell him the holidays are over, though?
4. Do it once, and you’ll never do it again.
Better yet, kick the habit before you enlist, or your drill sergeant might kick it for you. Technically, it only takes a second to remove your hands from your pockets. In combat, however, every second counts. For that reason, hands in pockets are against regulation. It also ruins the clean lines of the uniform.
5. You can do it, right?
Like, it’s not even that hard.
6. Too much?
Commander: We need to distract the enemy. Private: Hold my beer.
7. Puddle, lake. Same thing.
Forget the map. Someone get him some glasses.
8. Um, excuse me? I think you have a stowaway.
A really, really cute stowaway. On second thought, keep him. Ya know, for backup.
9. Permission granted.
Isn’t he majestic? The Navy needs to step up their game with a Titanic remake.
10. I mean, finals ARE stressful.
Not quite as stressful as, oh, I don’t know, dodging bullets. Stress isn’t really a contest, but if it were, soldiers would win.
11. They skipped a few details.
When you said you wanted to go above and beyond the call of duty, someone must have heard “doody” instead.
12. Someone unlocked a new army prank level.
Here, take these trash bags and collect samples of every vehicle on base. We need to test their carbon monoxide output for maximum efficiency.
13. Whoever told him to trust his intuition, please tell him to stop.
The photographer perfectly captured the moment that Kevin realized he had utterly effed up.
14. Poor Marines…
It’s just not the same, is it?
15. This is the part no one warned you about.
They told you about the most dangerous parts of enlisting, but neglected to mention that duffle bags might be your most stubborn opponent.
16. Not sure what’s happening here, but it looks fun.
What happens when you combine an ice rink, a plastic wagon, and two guys in the army? This, I guess.
17. You mean it? I didn’t realize we were getting so serious.
Might as well propose, honestly.
18. It’s worth checking, at least.
Check again just to make sure. Maybe it changed to 0500 when you weren’t looking.
19. It had to work somewhere.
Ask Grandma if she can mail her couch to the Middle East. Modern problems require modern solutions.
20. Don’t do it.
Be careful. This level of enthusiasm is dangerous.
Confirmed by the U.S. Senate in December 2019, the Honorable Dana Deasy is the Department of Defense chief information officer. With more than 38 years of experience leading and delivering large-scale information technology strategies and projects, Deasey serves as the primary advisor to the Secretary of Defense for matters of information management, information technology and information assurance, as well as non-intelligence space systems, critical satellite communications, navigation and timing programs, spectrum and telecommunications.
The Honorable Dana Deasy, Department of Defense chief information officer, and Lieutenant General Bradford J. “B.J.” Shwedo is the Director for Command, Control, Communications, and Computers (C4) /Cyber, and Chief Information Officer, Joint Staff, J6, the Pentagon, Washington, D.C., discuss the effects of the COVID-19 pandemic leading to the DoD’s massive shift to teleworking, as well as, the Commercial Virtual Remote Environment, modernizing the cyber infrastructure, deterrence to cyber-attacks and the implementation of the Telework Readiness Task Force. Video // Andrew Breese and Travis Burcham
Lieutenant General Bradford J. “B.J.” Shwedo is the Director for Command, Control, Communications, and Computers (C4) /Cyber, and Chief Information Officer, Joint Staff, J6, the Pentagon, Washington, D.C. He develops C4 capabilities; conducts analysis and assessments; provides Joint and Combined Force C4 guidance, and evaluates C4 requirements, plans, programs and strategies for the Chairman of the Joint Chiefs of Staff.
During this interview with Airman magazine, Deasy and Shwedo discussed the effects of the COVID-19 pandemic leading to the DoD’s massive shift to teleworking. They also spoke on the Commercial Virtual Remote Environment, modernizing the cyber infrastructure, deterrence to cyber-attacks and the implementation of the Telework Readiness Task Force.
Airman magazine: The COVID – 19 pandemic has driven the DoD to pivot to maximum telework capacity on short notice. What effect has this had on our ability to support the National Defense Strategy?
Lt. Gen. Shwedo: I think quite frankly, it’s made us more resilient. The first thing that came to my mind when we first got this tasker, is never let a good crisis go to waste. We always knew we needed to do telework, but in a battle for finite resources, we were never able to fund those. And rapidly, this gave us an opportunity to correct a lot of our shortcomings, so that’s why I feel we’re more resilient. We now have a better comms (communications) situation than we had six months ago.
Dana Deasy: I think if you go back to when we first kicked off the teleworking task force, we had some basic principles we wanted to live by. Principle number one was, ensure we could quickly get as many of our employees, service men and women working from home in a safe way. Two, was ensuring that the technical staff could do their jobs in a safe way. Third, we asked ourselves, is what we are going to build or put in place not only going to get us through the pandemic, but how does this also set us up for a better tomorrow when it comes to supporting NDS (National Defense Strategy)? I think that has actually been a very important principle, because every time we thought through a problem we were trying to solve, we looked at the immediacy. Then we always would stop and say, “Okay, but down the road is this sustainable? Are we building this in a way that will help the war fighter over the long run?”
Airman magazine: The Secretary of Defense has defined our current times as “a new normal” that we will have to adapt to for an extended period of time in order to maintain a high degree of readiness. What are we learning about our infrastructure and our ability to communicate, lead during this time?
Dana Deasy: Here again, how we’ve conducted ourselves throughout this has been looking towards the future. People have said, “Will we go back to the way we used to work?” I don’t believe we ever go completely back. I think there is a new norm where we will have certain types of our workforce that will continue to work from home. I don’t think that we should think for a minute that we are out of this crisis and we’re ready to go back to a normal situation.
So, we continue to run our tele-tasking workforce, we continue to meet as if we’re still in the middle of trying to solve this problem. Let’s face it, we are going to have a sustained, new set of assets that we have been building out of COVID here, that are going to be here forever going forward. It’s not like we shut this down, we pack it up and we return it. We are going to keep what we’ve put in place. And so, I think this puts us in a much better position, if that day should come in the future, for whatever the reason might be, where the DOD has to go back to a maximum teleworking situation. We not only have the know-how, but we’ve created the technical assets to make that happen quickly.
Lt. Gen. Shwedo: : I was doing a forum with cadets, midshipmen and industry, and the Superintendent of the Air Force Academy kicked off the whole forum saying, “Now that we’re talking about the new normal and now that we know we can do this, I know every cadet and midshipman will hate what I’m going to say, but we have had the last snow day at the United States Air Force Academy.”
It drives home the point that now we know we can do these things. We’re setting up the infrastructure and it gives you more options and makes you more combat survivable in a myriad of scenarios. There’s no reason to ever want to go back. Quite frankly the landscape, not just within the Department of Defense, but across the world, has changed because of this experience.
Airman magazine: Telework has always been viewed as a benefit to employees, but has quickly become a need for readiness and safety. Can you talk to the nature of telework and how this time may shift the mindset and modernize the capability of the DoD?
Lt. Gen. Shwedo: I would say that the thing that directed us and the rule sets that we had associated with telework, no longer exist. So, the limitations of going into your e-mail, for instance, it’s been blown away. On top of that, we were always talking about giving people meaningful work and there was a cut-off where classified was concerned. Well, we’ve figured that out and we’re spending lots of money to enable that capability.
We’re finding that our folks are doing a great job from home or from the office. When you look at the larger strategies, like joint all domain command and control, and the things that we’re affording for our strategies in the National Defense Strategy, all of these things we’re discussing are further enablers to ensure that happens.
I believe we’re not going to turn back. The rules set has been blown away and we’re finding, as with every technology, better ways of doing business every day.
Dana Deasy: Could you imagine either of us standing up in front of the Air Force or even the whole DoD back in January of this year and saying, “Hey, we’ve got a whole new model how you can equip, train, create readiness, do operational reviews. People will be able to do that from home. People will be able to do that in a highly collaborative way and you will learn that you can do things highly effectively. I think we would really struggle trying to get people convinced.
You know, COVID forced us to revisit what we thought were the traditional ways of doing your various training, readiness, et cetera. I think now that people have actually seen that people can still do the training, they can still have conversations about readiness, they can still do their ops reviews is quite telling.
I think services such as the Air Force are going to challenge themselves and say, “Okay, we’ve been working this way, what can we continue to do versus falling back to all of the old ways of working going forward?”
Airman magazine: Speaking of the old ways, what was the mindset regarding telework when you were young officers coming up?
Lt. Gen. Shwedo: I think it was probably clouded by the limitation of technology, quite frankly. You can roll in and maybe get your e-mail but OWA (Outlook Web Access; email) wouldn’t let you get in and then would kick you out, it was incredibly frustrating. You had a lack of capability to do any classified work, rapidly. It (telework) had a bad connotation because there was not a lot of what would be portrayed as productive work.
I think all of the things that we set in motion very quickly, and proved that we can do, have blown away all of those false mindsets and all of the naysayers, quite frankly, were proven wrong.
Dana Deasy: I’d say all of the services probably had a preconceived view that the only way you can truly get readiness done, that you can get operational planning done, is you’ve got to have people face to face sitting in a room.
To General Shwedo’s point, about new tools that are available today, 10 years ago, five years ago, to be able to put 500 people in a video conference where they all would have full motion, not choppiness, fully could hear each other. They could put charts into that presentation. They could mark up things as if they were going to a whiteboard sitting in a command center, is quite telling. I would say that it’s become very clear that the technology is at the right level in capabilities today. But it’s not only the technology, it’s the way that people are getting creative and using that technology. I think is what’s made all of the difference in the world.
Lt. Gen. Shwedo: I’ll just finish up. When you look at all of the things that we’re being asked to do in the National Defense Strategy, joint all domain command-and-control in air, land, sea, space, cyber in a globally-integrated form, everything Mr. Deasy just described, is going to be your foundational base.
We are getting stronger on all of these things. Going back to never let a crisis go to waste, for a lot of these things, per Mr. Deasy’s scenario, if we walked in and tried to make a funding line for that, it probably would fall below the cutoff lines. So, this has been fortuitous, and not just enabling the telework, but also forwarding our defense strategies.
Dana Deasy: In the NDS we talk about allies and partnerships. We’ve clearly been able to demonstrate through teleworking that you can have very, very effective meetings. As a matter of fact, you might almost argue that when you’re talking to your allies and partners, that’s typically someone getting on a plane and going to a different time zone, you’ll lose a day going over, you lose a day coming back at minimum. This is a case where people were able to quickly say, “I need to speak to so-and-so,” whether it’s the U.K., Australia or whatever, and make that happen.
I think even in our relationships with our allies and partners, people are going to be stepping back and going, “Why do we really need to do all of this always face to face?”
Airman magazine: The DoD has a culture of innovating as a necessity to adversity, are there any analogies you can relate this crisis to from our history?
Lt. Gen. Shwedo: I struggle with that question. I think there was lots of standard planning processes that we attacked this problem with. So, the first thing you do is study your adversary and you have to protect your forces. So, to negate the adversary’s strength, if you want to superimpose COVID on this, the strength was getting us all together, so we’re going to take that away from them and force telework.
Also, you need to remember that the enemy gets a vote, and in this scenario, there were multiple enemies and we anticipated that when we opened up this attack access, when we brought all of these different people into these different forums, we had to make our folks ready for that realm.
What did we do? We did lots of education. Mr. Deasy’s shop and the greater task force put lots of products to increase the knowledge base, because they were going to be fighting in this cyber environment. The next piece is we needed to increase their tools and needed to ensure that we were securely operating. And then the last part is we knew they were coming, so increased vigilance. So, across the board we were attacking it as a battle plan and we were doing the organized train-and-equip things that is standard operation when we have an adverse situation.
Dana Deasy: I guess if I had to pick an analogy, and I have no idea how well this analogy works, but I think aspects of it work. I remember back when President Kennedy said, “We’re going to go to the moon.” We didn’t really know how we were going to get there or how we were going to pull that off, but a lot of new things were invented that were used not only for space missions, but were used for consumers. They were used for defense. And I think by us being forced to rethink our paradigm around how we get things done throughout the DOD, we created things, tools, techniques and technologies that we will find other ways to continue to use throughout the DOD.
Airman magazine: To accommodate the massive shift to telework, the DoD has activated more than 900,000 remote user accounts under the Commercial Virtual Remote Environment (CVR) launched in late March. Can you explain this system and the enhanced collaboration capabilities?
Dana Deasy: You know, it’s interesting, when we knew we were going to have to start putting people at home, everybody was fixated, early on, around e-mail. Everybody thought that was the way that people were going to solve how we were going to communicate.
But what is it about humans? Humans like the visual, they like to hear people’s voices, there’s a stimulus that occurs. We quickly realized it wasn’t about e-mail, it wasn’t about pushing a document from point A to point B, it was about trying to create and mimic if you and I were sitting right in our same office together, or if we were all in a conference room together.
We pivoted to this idea of what people really want is to look and talk to somebody on video. They want to push a button, have a phone call. They want to have chats, they want to move documents back and forth. So, CVR was the culmination of the variety of things that you think about that you do every day, when you’re in the office, that all came together through the concept of delivering a CVR.
Lt. Gen. Shwedo: I would say that they brought together a team very quickly. What was impressive was, we’ve watched kind of lethargic pace of whenever we wanted to bring on a new tool or anything else and the fact that this task force had NSA (National Security Agency), CYBERCOM (Cyber Command), DISA (Defense Information Systems Agency) and all of the services knew we needed tools very quickly.
You rapidly found things that they were already working on being brought forward. What was most important was for all of them to look at it quickly and get approval on a secure solution to implement them fast. Had we not had this crisis, I will tell you, the timelines associated with a lot of these initiatives would probably water your eyes.
Dana Deasy: You know, I’ll end by saying, when we set up CVR, we had no idea what the uptake would be. I remember early days, somebody asked me, “What would be an ambitious goal?” I said, “Boy, if we get up to 100,000 people using this tool, that would be great.”
But, never underestimate the need for humans to want to try to find ways to communicate in styles that work for them. And it clearly became apparent that we were going to blow by that 100,000 and to your point, you know, almost 900,000 accounts later and still growing.
Airman magazine: How has the coronavirus task force and relief legislation for DoD to support IT procurement and increase agency network bandwidth directly impacted the Air Force?
Lt. Gen. Shwedo: If you’re just talking about the Air Force, they got about $47 million. They went from VPN (Virtual Private Network) users of about 9,000 users to 430,000. So, it was very, very quick.
Remember, when I was talking about getting tools on board, they rapidly found secure (classified network access), because that was the main thing we were concerned about; getting secret-level capabilities as fast as we could. So, the ABMS, the Air Battle Management System program, device one, others, they had some things that we rapidly took, experimented and started using those pieces.
Also, for the folks that were able to use that just at the unclassified level, the Bring Your Own Device program, which had been in the process for a long time but rapidly got attention, you’ll find that DISA, Vice Admiral Nancy Norton and her team, did a lot of quick work to acquire products and push them out to the combatant commands and the other places to enable this capability.
Dana Deasy: I’d say the Air Force, not necessarily for teleworking, had been laying a lot of groundwork. If you think about the Joint All Domain, for some time they had been spending a lot of time and effort and money on technology to figure out how to get warfighters to collaborate in a different way, either within the Air Force or across services. I think that mindset and the fact that they were already down that road, when you overlaid COVID on top of that and the need for teleworking, I think they had positioned themselves well to be able to accelerate quickly.
Airman magazine: As we continue to adapt with increased telework, how do we ensure the adoption of cybersecurity strategies are ingrained into our solutions and not an add-on?
Dana Deasy: From the moment we held the first task force and we talked about keeping people safe, embedded in that was the need to keep people safe from in the cyber realm as well.
One of things I was worried about early on, was when people are sitting inside the Pentagon, or wherever they’re sitting around the world, they feel there is this extra layer of protection and when they go home and when they think they have that same layer of protection.
We spent a lot of time in the early days of educating the workforce. “Remember, when you are at home, here’s what’s different versus if you’re sitting inside the Pentagon.”
And I think that early education and coaching really paid dividends in helping to build a more safe, secure environment for us.
Lt. Gen. Shwedo: I would say that the education’s not going to go away. As a matter of fact, I see us continuing because this is a thinking enemy when it comes to this realm.
Also, when we start talking about transitioning from being very narrowly focused on a violent extremist threat to what we’re being directed in a National Defense Strategy, you’ll find that investment, attention and capabilities are herding us in a direction where we’re not going to go back to the way we were doing things.
We, quote, “accepted risks” in this violent extremist fight because the foes we were fighting did not have capability to counter our command-and-control systems, to jam our capabilities. All of these things that we’ve now teased out during this COVID environment are going to be very applicable for the future and the National Defense Strategy.
Airman magazine: The Cybersecurity and Infrastructure Security Agency (CISA) released an interim Trusted Internet Connections (TIC) 3.0 guidance focused on the rapid wide spread transition of telework, can you briefly outline this guidance?
Lt. Gen. Shwedo: This is an initiative from the Department of Homeland Security. I think it’s very helpful. The reasons why I say that is, watching hackers for years and years, like water, they go to the least defended place. So, you’ll see them fish around and they’ll hit hard points, and then go down to the lowest level.
What they produced was kind of a government-wide capability. So, the Pentagon can build their castle walls very high, but if our interaction with the rest of the government’s very low, they’ll go to that place and now they’re in the castle.
So that’s the larger conversation. When we start talking about defense for cyber and the defense for the future of telework, we have to have more of a whole of government (outlook). We have to have more of these collaborative documents and instruction as we go forward.
We have regular meetings with DHS and others to start securing the cyber landscape.
Airman magazine: Are we seeing increased cyber-attacks during the pandemic and does teleworking pose a greater threat to our security?
Dana Deasy: You know, every day I come to the Pentagon is a great threat day. We continue to use technology and we make it more and more pervasive. Every day you continue to do that, you are increasing the surface base of risk. Obviously, now that you’re taking a million people and you’re putting them at home, you’re increasing that risk.
One of the things that I think NSA and U.S. Cyber Command and JFHQ-DODIN (Joint Force Headquarters – Department of Defense information network) did extremely well, was in the very early days of our task force, we started getting them to give us the intel briefs. They were reporting what the adversaries were doing and there wasn’t a single meeting we had where we didn’t stop and say “OK, if we introduce X and we make that part of what we’re going to now provide for teleworking, what do we understand about an adversary’s intent or an adversary’s knowledge as far as how they can exploit that?”
From very early on, everything we architected, we always pivoted to ensure that we were understanding what was the exposure side, how would we monitor for it and how would we correct for it?
Lt. Gen. Shwedo: I will say with – there is something to the yin and yang. With great challenges comes great opportunity. So, what we found was, yes, we were expanding our attack access, but we also knew they were coming.
When you know they’re coming – and that’s not always the case in lower level conflicts – we got to study them, we got to move and it is a constant cycle. It is a spy versus spy. They are a learning enemy and what we’ve got to do is incorporate that.
And then back to the opportunity point, once you defend, now you have greater opportunities to go in the other direction. So as opposed to taking your football and going home, you look at it in the other direction as a great opportunity to start exploiting the cyber landscape.
Airman magazine: How do we build a more modern architecture and what does it look like? What will it look like in 10 years?
Dana Deasy: I think what we’ve done with CVR is an absolute example of a modern architecture. If you say today, “what does modern computing look like?” whether it’s in the defense world, whether it’s in other agencies, the consumer world, it starts with an instantaneous ability to reach out, touch somebody, communicate with them, get information from Point A to Point B.
Then there is the whole idea of how machines will help us think more rapidly, help us take more decisions more rapidly in the future? That will be things like artificial intelligence. If we’re going to have those machines help us think more rapidly, take better decisions, then our quality of data is going to have to change dramatically in terms of how we bring it together. The Joint All Domain discussion is a real perfect example, in that, you’ve got to create that instantaneous ability for war fighters to communicate. They’ve got to have the right data and they’re going to want the assistance of machine learning or artificial intelligence.
All of these elements, we were working already. I think this element of how you get people connected at large scale was just accelerated in COVID, but we were already on that journey towards that modern architecture.
Lt. Gen. Shwedo: When we talk about with Joint All Domain C2 (Command and Control) you’ll find we are looking 10 years out when we’re thinking, but the bottom line is we want to be able to securely talk anywhere on the planet at any level of classification. We want all of the data that Mr. Deasy’s talking about and, quite frankly, we’ve got to have a tablet or something that’s going to give us the ability to manage it.
I anticipate it’ll be managed by a series of apps that you’ll either turn on or turn off to rapidly overcome whatever event you’re in, the bottom-line is we have an on-ramp and it was actually aided by the COVID crisis.
Airman magazine: As the increasing number of cyber actors makes our systems vulnerable, how do we defend the cyber infrastructure? How do you build retaliation credibility in cyber?
Dana Deasy: Well I’ll speak to the defense side of this. You’re going to have to experiment and try new things, especially where you’re dramatically changing and pivoting your workforce – in this case, you know, pre-COVID we were maybe 90, 95,000 people any given day around the DoD world were teleworking and you’re now sitting over a million.
That right there is going to force you to step back and have a really hard, tough conversation about what defense looks like in that world? And I think there is defense around how you monitor. How do you collect the intel to know about our adversary’s intent? How do you educate the end user on their responsibilities of what they need to do differently when working from home?
Throughout this, we always asked ourselves adversary intent; do we have the tools to be able to monitor what’s going on with the adversary and are we feeling confident that our workforce and the men and women that serve this great country know exactly what’s expected of them?
Lt. Gen. Shwedo: I would say the holistic nature of taking on offense and defense and then operating the net is making sure that we’re exploiting our advantages and negating any of their strengths while you go forward.
On the defensive standpoint, you’ll rapidly find that we need to reduce their attack platforms – so cyber hygiene, education, reduce their infrastructure, reduce their tools, their capabilities and you do that from publicly exposing those tools or where you’ve seen us publicly expose their hackers on the defensive side.
On the attack side – on the offensive side – you’ll see opportunities, on-ramps from defense to defense and going back and forth. I love football, but it’s not football, it really is hockey. I like the hockey analogy because it goes a lot faster and it hurts bad if you don’t do it right. The bottom-line is going back and forth along those lines, there’s great opportunities and the whole time you’re trying to ensure that you have access and the capability to communicate where your bad guys do not.
Airman magazine: How critical is cyber to the future of the U.S. deterrent capability? How do we communicate our capabilities in order to deter adversaries?
Dana Deasy: Well first, you’ve got to buy into the premise that future warfare is going to be about who has superior technology. Then you then go to the next premise – then it’s all going to be about who can take out, disable, disrupt, spoof that technology. That becomes completely paramount.
I firmly believe that we’re looking to a future where everything that we are building, has to start with the mindset of technology’s going to be our superiority and how do we protect that, defend that and how do we use that technology, not only the connect side, but the cyber side to put us in advantageous position at all times?
Lt. Gen. Shwedo: We’ve been very clear our strategy is to do Joint All Domain C2 – air, land, sea, space, cyber. Unfortunately, I think some people have been confused. They would probably pick the worst analogy, which is nuclear weapons and superimpose it on cyber and there’s nothing that could be worse, because they’re two completely different worlds.
The capabilities to be able to produce a nuclear weapon or a cyber effect are on opposite ends of the spectrum. The reason why I bring that up is they carry that analogy further and they believe that we will only play this game of responding in kind, like mutually assured destruction with nuclear weapons. That is a false premise and could lead people down a very, very wrong road.
In 2011, we made very clear if you have cyber effects that are on the same level as any other weapon, we may come back at you not with cyber, but with some other kinetic strategy. A lot of people who were banking on this in-kind game plan rapidly destroyed all of their war plans, because they thought they could hit us and they could absorb our cyber blow; both are bad premises.
I think when you have the synergistic nature of air, land, sea, space and cyber and not separate them out, then it’s just another tool in your toolbox. You’re not going to put a round peg in a square hole, you are going to use the precise weapon in the precise scenario, for the precise solution.
Airman magazine: Is there anything else you would like to add about or discussions today that we have not asked?
Dana Deasy: I think that the Department of Defense, or maybe just the government in general, sometimes can get a bad rap about its inflexibility; that it doesn’t have agility. It doesn’t know how to think out of the box and doesn’t know how to innovate and it doesn’t have speed.
I mean, you do not take Department of Defense and move it to a million plus people working from home with like capabilities that there were in the office, and collaborating as if they were still sitting in the office, unless you can do that quickly with agility and with real innovation. I think this just demonstrated that we have incredibly talented people and, when set free, to have to do something in a completely tight, compressed time frame, great, great results will come.
Lt. Gen. Shwedo: I’ll just end it with one of the key strengths for the United States. We have friends.
You know, our adversaries have clients. When we watched during COVID they threatened them. Taking large swathes of their property because they weren’t paying their bills or even the manipulation of their free press.
The compare and contrast model; we start defending forward in cyber is we start sharing information, we learn in both directions, that is our strength, our partnerships, with all of our friends around the world. When you think about a realm of warfare where it is a manipulation of code or tactics, techniques and procedures that can rapidly get into our attack access in the United States, one of the quickest counters is ensuring that you have friends with whom you share intel. Then you push the defense further from your borders and it rapidly provides you an information advantage for yourself and all of your partners.
Airman magazine: I always like to end with asking how proud are you of the men and women that you are working with and is there anything that you would like to say directly to them?
Dana Deasy: From the moment we kicked off the task force, it looked like an insurmountable task. You know, somebody said “Well you can’t get a million plus people working from home?” There were so many challenges. No one ever walked into any of the meetings and had an attitude of “I’m not sure we could do that.” The Department of Defense is at its best when its back’s up against the wall and it truly has to deliver on something that appears to be insurmountable. And I think this was a great example of everybody coming together across services, civilians, contractors, our industry partners and doing truly extraordinary things.
Lt. Gen. Shwedo: I would just say I’m truly humbled. Mr. Deasy hit it right on the head. I love telling a story, especially to our younger airmen, when I’m traveling around, they always have an app for me and it’s always wonderful. One Airman showed me (an app) and I was wowing over this piece and he goes “Sir, do you want to know what I call it?” I go “sure, what do you call it?” And he goes, “Stonewall.” And I’m like “cool, how did you come up with Stonewall?” And he goes, “because that’s the reception it’s going to get from my boss when I show it to him.”
I buried my head in the sand and I was like, “god dang it” cause generally the very high (ranking) and the very low (ranking) get it, it’s these curmudgeons in between. To Mr. Deasy’s point, what I have found is this has been a learning opportunity where curmudgeons are getting smaller and smaller. We’ve forced them into an uncomfortable space and they’re excelling.
Every day, I am nothing but impressed and very proud to be on this team, because these guys are very adaptable and that is probably why I feel very good about a future fight. I know we’ll outthink them, we’ll outproduce them and we’ll make whatever changes we have to make sure that we have victory at the end.
On July 1, 1914, infamous buzzkill and then-Navy Secretary Josephus Daniels implemented General Order No. 99:
“The use or introduction for drinking purposes of alcoholic liquors on board any naval vessel, or within any navy yard or station, is strictly prohibited, and commanding officers will be held directly responsible for the enforcement of this order.”
Daniels was a supporter of the Temperance Movement, a turn-of-the-century social movement which supported a nationwide alcohol ban and actively worked to pass legislation against the beverage. Some of those laws are still in effect.
The U.S. Navy used to honor the grand tradition of giving their sailors a daily portion of grog, which started out as a half-pint of rum and then later, good ol’ American whiskey. If a sailor didn’t drink, they earned an extra per diem for it, the 2016 equivalent of around $1.44. The ration was reduced to a gill (quarter-pint) in 1842 and then eliminated during the Civil War (but the Confederate Navy kept the tradition in an effort to recruit sailors from other countries).
American sailors were allowed to keep their own stores of liquor and beer on board until 1899 when their sale was restricted. The new rules barred “enlisted men, either on board ship, or within the limits of navy yards, naval stations, or Marine barracks, except in the medical department.” When Daniels issued General Order No. 99, the only alcohol aboard U.S. ships was reserved for the officers of the wardroom and the Captain’s Mess.
A creative reader can probably imagine what happened when the sailors learned about the ban. Daniels was not a popular guy but commanders rushed to sell what they had left – and they had a lot left. The Navy decided each ship should hold one last blowout to say fair winds and following seas to their beloved drink.
U.S. ships the world over moved to comply with the order. Many ships held banquets with food, others had theme parties, and some held funeral processions for their departing friend. A few ships just poured whatever they had left into a giant bowl. Pictures of these parties are hard to find– not only because cameras were rare in 1914. Presumably, the sailors didn’t want to make every American party for the next 60 years seem lame by comparison.
The Navy banned alcohol entirely for a total of six years. Selling booze on shore and in clubs was reinstated after Congress passed the 21st Amendment, repealing Prohibition. President Jimmy Carter’s Secretary of the Navy Edward Hidalgo (himself a WWII-era Navy veteran) changed the rules to allow the sailors two beers a day to sailors at sea for 45 days or more.
Dr. Seuss is a story-writing legend in America. It’s hard to find anyone who hasn’t read “How the Grinch Stole Christmas,” “The Cat in the Hat,” “The Lorax” or “Horton Hears A Who!”
Army Master Sgt. Nekia Haywood reads to children at Hopkins Elementary School in Chesterfield, Va., March 2, 2018, in celebration of Dr. Seuss’ birthday.
(Photo by Fran Mitchell, Army)
But well before those iconic books were written, Dr. Seuss joined the World War II effort on the home front using his real name, Theodor Seuss Geisel.
At first, he drew posters for the Treasury Department and the War Production Board. But by 1943, Geisel wanted to do more, so he joined the U.S. Army. He was put in command of the animation department of the 1st Motion Picture Unit, which was created out of the Army Signal Corps. There, he wrote pamphlets and films and contributed to the famous Private Snafu cartoon series.
Army Maj. Theodor Geisel.
Private Snafu — which stood for situation normal, all fouled up — was a series of adult instructional cartoons meant to relate to the noncareer soldier. They were humorous and sometimes even raunchy. According to the National Archives’ Special Media Archives Services Division, Geisel and his team believed that the risque subject matter would help keep soldiers’ attention, and because the Snafu series was for Army personnel only, producers could avoid traditional censorship.
Geisel’s cartoons were often featured on Army-Navy Screen Magazine, a biweekly production of several short segments.
Theodor “Dr. Seuss” Geisel at work on a drawing of the Grinch, the hero of his children’s book, “How the Grinch Stole Christmas.”
(Library of Congress photo)
One of Geisel’s most significant military works, however, wasn’t animated. It was called “Your Job in Germany” and was an orientation film for soldiers who would occupy Germany after the war was over. Geisel, who was German-American himself, was assigned to write it a year before the Germans surrendered.
According to Geisel’s biography, “Dr. Seuss and Mr. Geisel,” Geisel said he was sent to Europe during the war to screen the film in front of top generals for approval. He happened to be in Belgium in December 1944, when the Battle of the Bulge — Hitler’s last big counteroffensive in Belgium’s Ardennes forest — erupted. According to his biography, Geisel was trapped 10 miles behind enemy lines, and it took three days before he and his military police escort were rescued by British forces.
According to National Archives staff, it’s possible that the snafu cartoons influenced Geisel’s career as Dr. Seuss. Throughout Snafu, Geisel started using limited vocabulary and rhyme — something noticeable in his later works like “The Cat in the Hat,” which used only 236 words but is one of the best-selling books of all time.
Air Force Gen. John Hyten, the commander of U.S. Strategic Command, shares a “The Cat in the Hat” reading hat before he reads to children at the child development center at Offutt Air Force Base, Neb., April 26, 2018.
(Photo by Navy Petty Officer 1st Class Julie R. Matyascik)
Geisel left the Army in January 1946, having attained the rank of lieutenant colonel. He stayed in the filmmaking industry for a few years, even working on documentaries and shorts that earned Academy Awards, but he eventually switched to using his pen name, Dr. Seuss, to start writing children’s books.
US Navy pilots reported seeing UFOs (unidentified flying objects) traveling at hypersonic speed and performing impossible mid-air maneuvers off the east coast of the United States, The New York Times reported May 26, 2019.
Several pilots told the outlet that they saw the UFOs several times between 2014 and 2015, and reported the sightings to superiors.
UFO is a technical classification for anything in the air which is unexplained. The pilots did not claim the objects were extraterrestrial in origin. Many UFOs turn out to have logical explanations.
According to the Times:
“Navy pilots reported to their superiors that the objects had no visible engine or infrared exhaust plumes, but that they could reach 30,000 feet and hypersonic speeds.”
The technical definition for “hypersonic speed” is any speed more than around 3,800 miles per hour, five times the speed of sound.
Pentagon confirms existence of m UFO program, releases incident videos
The pilots claimed the objects were able to accelerate then make sudden stops and instantaneous turns — maneuvers beyond the capacity of current aerospace technology.
“These things would be out there all day,” Lt. Ryan Graves, an F/A-18 Super Hornet Navy pilot, who reported his sightings to the Pentagon and Congress, told the Times.
“Keeping an aircraft in the air requires a significant amount of energy. With the speeds we observed, 12 hours in the air is 11 hours longer than we’d expect.”
No-one at the Defense Department interviewed by the Times is saying the objects are extraterrestrial in origin.
But the Pentagon is reportedly intrigued by the sightings of the objects, and recently updated its classified guidance for reporting sightings of UFOs.
Graves and four other pilots told the Times that they had seen the UFOs repeatedly between 2014 and 2015 while engaging in training maneuvers off the coasts of Virginia and Florida from the USS Theodore Roosevelt.
“There were a number of different reports,” A Navy spokesman told the Times, remarking that in some cases “we don’t know who’s doing this, we don’t have enough data to track this. So the intent of the message to the fleet is to provide updated guidance on reporting procedures for suspected intrusions into our airspace.”
This article originally appeared on Insider. Follow @thisisinsider on Twitter.
In contrast, the total number of fatal casualties from Iraq and Afghanistan since 2001 is 6,995.
Suicide is a threat to our nation’s service members — and in U.S. Army Paratrooper and creator Jordan Martinez’s words, “Now, more than ever, we must tell stories about their experiences and remind others how important it is to never give up on the battle at home.”
His passion for this topic is what inspired the USC School of Cinematic Arts graduate student to create The Gatekeeper, a psychological thriller that accurately, artistically, and authentically highlights the real struggles veterans face with PTSD and suicide.
This ain’t no ordinary student film:
‘The Gatekeeper’ cast and crew filming on location at the Los Angeles National Cemetery.
The Gatekeeper will be the first film in USC history to use motion capture technology for pre-visualization. Martinez has invested state of the art technology and equipment, incredible production locations, and professional cast and crew for this film, including Navy veteran and Stranger Things actress Jennifer Marshall and Christopher Loverro, an Army veteran and the founder of non-profit Warriors for Peace Theater.
Martinez is a combat veteran who saw first-hand the psychological effects war has on returning service members — and decided to do something about it.
Or you can contribute to their Indiegogo campaign, which will directly pay for authentic looking military grade equipment, wardrobe, weaponry, and locations, as well as daily expenses for the crew. Student films rarely yield a return on the financial investment of the students who create them, so supporting a campaign like this will go directly to helping a veteran tell a critical military story — the first of many, unless I’ve read Martinez’s tenacity, vision, and drive wrong.