The Marine Corps has to recruit a bunch of teens and young twenty-somethings in order to keep recruits flowing in. And they sponsored four YouTubers to come and spend three days in basic training. The main star of the resulting video is Michelle Khare, a BuzzFeed.News journalist whose YouTube is pretty much all videos about her trying on other people’s lives like the ultimate tourist.
So when the Marine Corps asked her to try out their training, it was a pretty perfect fit.
But it’s easy to see the difference between basic training for YouTubers and people really entering the service. This author went through Army basic, but he still feels pretty certain that real Marines gets yelled at harder than this. And he definitely doesn’t remember the flock of camera people and producers who accompanied a “platoon” of about a dozen people.
But the YouTube recruits do go through some of the physical and mental challenges that break real recruits. And they made it through, partially thanks to the help of drill instructors who spurred them on even as they got too afraid. The A-Tower, familiar to most soldiers from the “confidence course,” nearly takes our friend Michelle out before the DI helps her master the fear.
The personalities go through some other fun staples of basic training, like breaking the seals on their gas masks in the chamber and firing M16s. Of course, the YouTubers get new or nearly new rifles with ACOGs, but no one said life is fair. And we don’t really need them to fire in combat successfully with iron sights anyway.
Oh, and that was the first day. And one dude literally dropped out after just that.
Like, dude, you’re doing the tourist version. It’s only three days long. Real Marine basic training is 13 weeks.
The rest of the personalities pushed on through physical training to muscle failure, drill instruction, rappel training, more obstacles, and a ruck march.
Conrad Heyer crossed the Delaware with George Washington. He was also the earliest-born person, one of only a handful of Revolutionary War veterans, to be photographed. But there is one important historical inaccuracy in the legend of Conrad Heyer that may not add up.
Heyer was born an American in the Massachusetts Bay Colony (now the State of Maine) around 1749. He sat for this photo in 1852, at age 103. In that time, he saw the young republic finish the British off during the American Revolution and fight them, again, to a draw in the War of 1812. He saw President Jefferson purchase Louisiana and watched President Polk and the U.S. Army defeat Santa Anna in the Mexican-American War of 1847.
In his 107 years of life, he saw 15 Presidents of the United States, 31 colonies and territories become U.S. states, and barely missed the start of the Civil War.
Although this is not the earliest photo of an American, Heyer was the earliest-born American to be photographed (and this is actually a daguerrotype — an early kind of photography).
In the telling of Conrad Heyer’s Revolutionary War tale, however, people have been adding one detail for decades that just might not be true: that Conrad Heyer crossed the Delaware with General Washington in 1776.
Washington’s daring plan to attack Hessian mercenaries in Trenton on Christmas, 1776, was audacious and dangerous. Any troop who fell into the icy river would likely die — and two of the three flat boats set to make the crossing didn’t even make it. Somehow, Heyer was counted among those in Washington’s boat, according to the Maine Historical Society.
The Journal of the American Revolution did some digging into Heyer’s story. They went back to the sworn testimony Heyer gave years after the Revolution when applying for a veteran’s pension.
In 1818, Congress allotted funds to give pensions to veterans of the Continental Army who were struggling financially. Applicants had to prove their service either by enlistment documents or sworn testimony of those they served with. Don N. Hagist went back to the National Archives for the Journal of the American Revolution and found Heyer’s original sworn testimony, along with the support of his officers.
Heyer did serve in the Continental Army, but his testimony states he served for a year, starting in the middle of December, 1775. But Heyer says he was discharged in December 1777. This could allow for Heyer to have served at the Battle of Trenton. The records of Heyer’s unit, the 25th Continental Regiment, indicate that the unit served in Canada and was disbanded in New Jersey in 1776.
It looks like the year 1777 was a mistake made by the person who wrote Heyer’s pension deposition, as mentions of Heyer and his unit disappear into history a year earlier.
If he was discharged in Fishkill, New York, as records show, then there is little chance he could have been at the Delaware River crossing in time to join Washington by Christmas, even if he did re-enlist.
But by the time he died, his obituary claimed he’d served three years in the Revolution. Heyer, in reaffirming his pension claim in 1855, swore that he served those three years and was also at the Battle of Saratoga, being present to see General John Burgoyne surrender to Horatio Gates and was later part of Washington’s “bodyguard.”
This is where Heyer could be correct — there is no complete list of members of General Washington’s guard corps. The guard was hand-picked from members of Washington’s field army.
But never once did Heyer ever swear that he was with Washington at the Delaware Crossing.
The Army’s new “Vision” for future war calls for a fast-moving emphasis on long-range precision fire to include missiles, hypersonic weapons and extended-range artillery — to counter Russian threats on the European continent, service officials explain.
While discussing the Army Vision, an integral component of the service’s recently competed Modernization Strategy, Secretary of the Army Mark Esper cited long-range precision fire as a “number one modernization priority” for the Army.
Senior Army officials cite concerns that Russian weapons and troop build-ups present a particular threat to the US and NATO in Europe, given Russia’s aggressive force posture and arsenal of accurate short, medium and long-range ballistic missiles.
“The US-NATO military hospital in Landstuhl, Germany, for example, is in the range fan of Russian assets. That is how far things can shoot. You do not have sanctuary status in that area,” a senior Army official told Warrior Maven in an interview.
Russian SS-21 Scarab
The senior Army weapons developer said the service intends to engineer an integrated series of assets to address the priorities outlined by Esper; these include the now-in-development Long Range Precision Fires missile, Army hypersonic weapons programs and newly configured long-range artillery able to double the 30-km range of existing 155m rounds. The Army is now exploring a longer-range artillery weapon called “Extended Range Cannon,” using a longer cannon, ramjet propulsion technology and newer metals to pinpoint targets much farther away.
Army leaders have of course been tracking Russian threats in Europe for quite some time. The Russian use of combined arms, drones, precision fires, and electronic warfare in Ukraine has naturally received much attention at the Pentagon.
Also, the Russian violations of the INF Treaty, using medium-range ballistic missiles, continues to inform the US European force posture. Russia’s INF Treaty violation, in fact, was specifically cited in recent months by Defense Secretary James Mattis as part of the rationale informing the current Pentagon push for new low-yield nuclear weapons.
The Arms Control Association’s (ACA) “Worldwide Inventory of Ballistic Missiles” cites several currently operational short, medium and long-range Russian missiles which could factor into the threat equation outlined by US leaders. The Russian arsenal includes shorter range weapons such as the mobile OTR-21 missile launch system, designated by NATO as the SS-21 Scarab C, which is able to hit ranges out to 185km, according to ACA.
Russian medium-range theater ballistic missiles, such as the RS-26 Rubezh, have demonstrated an ability to hit targets at ranges up to 5,800km. Finally, many Russian long-range ICBMs, are cited to be able to destroy targets as far away as 11,000km – these weapons, the ACA specifies, include the RT-2PM2 Topol-M missile, called SS-27 by NATO.
It is not merely the range of these missiles which could, potentially, pose a threat to forward-positioned or stationary US and NATO assets in Europe — it is the advent of newer long-range sensors, guidance and targeting technology enabling a much higher level of precision and an ability to track moving targets. GPS technology, inertial navigation systems, long-range high-resolution sensors, and networked digital radar systems able to operate on a wide range of frequencies continue to quickly change the ability of forces to maneuver, operate and attack.
While discussing the Army Vision, Esper specified the importance of “out-ranging” an enemy during a recent event at the Brookings Institution.
“We think that for a number of reasons we need to make sure we have overmatch and indirect fires, not just for a ground campaign, but also, we need to have the ability to support our sister services,” Esper told Brooking’s Michael O’Hanlon, according to a transcript of the event.
The Army’s emerging Long-Range Precision Fires(LRPF), slated to be operational by 2027, draws upon next generation guidance technology and weapons construction to build a weapon able to destroy targets as far as 500km away.
LRPF is part of an effort to engineer a sleek, high-speed, first-of-its-kind long-range ground launched attack missile able to pinpoint and destroy enemy bunkers, helicopter staging areas, troop concentrations, air defenses and other fixed-location targets from as much as three times the range of existing weapons, service officials said.
Long-range surface-to-surface fires, many contend, could likely be of great significance against an adversary such as Russia – a country known to possess among most advanced air defenses in the world. Such a scenario might make it difficult for the US to quickly establish the kind of air supremacy needed to launch sufficient air attacks. As a result, it is conceivable that LRPF could provide strategically vital stand-off attack options for commanders moving to advance on enemy terrain.
Esper specifically referred to this kind of scenario when discussing “cross-domain” fires at the Brookings event; the Army Vision places a heavy premium on integrated high-end threats, potential attacks which will require a joint or inter-service combat ability, he said. In this respect, long range precision fires could potentially use reach and precision to destroy enemy air defenses, allowing Air Force assets a better attack window.
“This is why long-range precision fires is number one for the Army. So, if I need to, for example, suppress enemy air defenses using long-range artillery, I have the means to do that, reaching deep into the enemy’s rear. What that does, if I can suppress enemy air defenses, either the guns, missiles, radars…ect.. it helps clear the way for the Air Force to do what they do — and do well,” Esper said.
Army Secretary Mark Esper
(U.S. Army photo by David Vergun)
In addition, there may also be some instances where a long-range cruise missile — such as a submarine or ship-fired Tomahawk — may not be available; in this instance, LRPF could fill a potential tactical gap in attack plans.
Raytheon and Lockheed recently won a potential 6 million deal to develop the LRPF weapon through a technological maturation and risk reduction phase, Army and industry officials said.
Service weapons developers tell Warrior a “shoot-off” of several LRPF prototypes is currently planned for 2020 as a key step toward achieving operational status.
Esper also highlighted the potential “cross-domain” significance of how Army-Navy combat integration could be better enabled by long-range fires.
“If we’re at a coast line and we can help using long-range weapons … I’m talking about multi-hundred-mile range rockets, artillery, et cetera, to help suppress enemies and open up the door, if you will, so that the Navy can gain access to a certain theater,” Esper explained.
While Long-Range Precision Fires is specified as the number one priority, the Army Vision spells out a total of six key focus areas: Long-Range Precision Fires; Next-Generation Combat Vehicle; Future Vertical Life; Army Network; Air and Missile Defense; Soldier Lethality.
This article originally appeared on Warrior Maven. Follow @warriormaven1 on Twitter.
The next James Bond movie and Daniel Craig’s last in the role looks like it’s easily going to the best of his movies as 007. And based on the second trailer for No Time To Die, it’s possible this could be the best Bond movie ever. The second trailer for No Time To Die finds Bond teaming-up with a new “double-0” agent, and seemingly allying himself with an old baddie. Most of all though, this looks exactly the kind of escapist action we want from James Bond right now, complete with a jolt or the franchise: moving beyond being just about James.
Following the events of Spectre (2015), this movie seems to be about James Bond coming out of retirement after having lived happily and quietly with Madeline Swan (Léa Seydoux) for a little while. And as we know in the previous trailer (released much earlier in 2020), Swan will have some kind of secret past that puts her at odds with Bond. Is she a secret spy? Someone being controlled by another baddie, like Vesper was in Casino Royale? Is there actually any new plot ideas here? Well, maybe not, but that doesn’t mean the movie doesn’t look awesome. Here’s the new trailer, courtesy of the official 007 Twitter.
There are still a few mysteries here, and if we’re being fair, one element that seems to be taking the 007 franchise in a very new direction. We’ve known for a while that Lashana Lynch would be playing a new agent working for MI-6, but some rumors suggest she’s actually the new 007 because after he retired, Bond’s number was given to someone else. In the new trailer, Bond says “I’ve met your new double-o,” referring to Lynch’s new character. It’s also clear that at some point in the movie these two will be teamed-up, which strongly suggests that Lynch will become a new 007 in her own spin-off movies. The Bond franchise floated this idea once before when Halle Berry played the CIA agent Jinx in the 2002 movie Die Another Day, but a Jinx standalone movie never actually happened.James Bond will always be a man, according to series producer Barbara Broccoli, but that doesn’t mean a new 007 can’t be a Black woman.
It’s also not clear if Rami Malek’s new character is secretly Dr. No in disguise, though Madaline Swan calls him by a different name, assuming she’s talking about the same person. As for the rest of the cast, everyone from the Craig Bond-era is back, including Jefferey Wright as Felix Leiter, Ralph Fiennes as “M”, Naomie Harris as Moneypenny, and Ben Winshaw as “Q.” This movie is also a reunion of sorts between Ana de Armas and Daniel Craig, who both starred in Knives Out. In fact, just like in Knives Out, it looks like these two are also teaming up! Finally, Christoph Waltz is back as Blofeld, and he implies that he and Bond are now fighting “a common enemy.”
With classic car chases, slick Bond action, it’s possible that No Time To Die could become the Bond movie to rule them all, and a perfect way to close out Daniel Craig’s run as 007.
The new trailer says that No Time To Die will be in cinemas in November. Previously, the release date was pushed back from its first release date in April. Right now, it seems like MGM is pretty serious about this release date. So…we’ll see!
It’s the summer of 1968 in Vietnam, a sergeant with Company K, 3rd Battalion, 7th Marines was forced into a position he never could have imagined. He had to lead his entire company through a deadly enemy ambush after the company commander, platoon commander and senior enlisted leadership were wounded in the fight.
These were the circumstances of Retired Marine 1st Sgt. John J. Lord, over half a century ago, during the Vietnam War.
Lord was awarded the Navy Cross, the nation’s second highest award for combat bravery, during a ceremony at the Marine Corps Birthday Ball celebration in Vancouver, Washington on November 17. The Navy Cross award was an upgrade from a Bronze Star that Lord received in 1975, seven years after he put himself in the crosshairs of the North Vietnamese Army when rescuing his fellow Marines who were wounded.
Lord took over command of the entire company and located one of the only working radios and then started directing air support against the enemy.
Vietnam veteran receives Navy Cross at Marine Corps Ball
The day immediately following the battle, now Retired Lt. Col. Michael Sweeney began pushing for Lord to be awarded the Navy Cross for his heroism and valor during the fight. Even after the Bronze Star was awarded, Sweeney continued to push for the Navy Cross. Finally, forty-three years later, Sweeney’s efforts bore fruit.
According to his citation, Lord’s actions helped turned the tide of the battle. However, he always stayed true to his men and their efforts during the fight.
“Everything on that citation is true except one thing they left off,” Lord said. “They left off the Marines who served with me that day.”
Four of his fellow unit members were in attendance the night of the ceremony, and stood at Lord’s behest to receive a standing ovation from all who were in attendance just like they did for Lord just moments prior. Lord proclaimed how honored he was to serve with these Marines and how important they are to the mission.
“I can only stand here and say how proud I am to have served with you Marines — and corpsman, I won’t forget you too,” Lord said. “I am honored to call you brothers in arms.”
In order to win, militaries try to beef up their own numbers, acquire better technology, or in some cases: totally bullsh-t the other side into thinking they are going to do something they aren’t really doing.
It’s called a feint. In a nutshell, a military feint is a tactic employed in order to deceive the other side. A military might feint that it’s going to attack Town A so the enemy shifts all its forces there, only to later attack Town B.
Here are four times the U.S. military pulled it off to great effect:
1. Both sides made fake guns out of painted logs in the Civil War.
Since photography wasn’t as widespread and there weren’t any reconnaissance planes, feints were arguably easier to pull off during the Civil War. That was definitely the case for the both sides, which sometimes used fake guns to trick each other into thinking they were going to attack somewhere else, or the place they were defending was heavily-fortified.
Known as “Quaker Guns,” soldiers would take wooden logs, paint them black, and then prop them up on a fence or in a mount, making them look like artillery pieces from a distance. From the official US Army magazine:
When Confederate forces advanced on Munson’s Hill after the first Battle of Manassas, they held the hill for three months, but when Federal troops gained the hill in October of 1861, they discovered they had been tricked. There was nothing on the hill except Quaker guns.
Quaker Guns were used before and after the Civil War. But the tactic saw extensive use by the Confederates, to make up for their lack of actually artillery.
2. The Allies misled the Germans so well in World War II, Nazi leaders thought the real D-Day invasion was a feint.
In what is perhaps the best feint ever, Allied forces during World War II confused the Nazis so well that they didn’t even know what was happening when the real D-Day landings began.
The deceit goes back to a plan developed prior to the June 6, 1944 landings called Operation Fortitude. Split into two parts — North and South — Fortitude had the goal of convincing the Nazis that the Allies wanted to invade occupied Norway, and Pas de Calais in France. They really wanted to invade Normandy, but the Germans had no clue.
The Allies literally created a fake army consisting of inflatable tanks and trucks, and broadcast hours-long transmissions about troop movements that the Germans would intercept.
When the landings finally came at Normandy, German commanders thought it was a smaller force, and the much larger attack was happening later.
“North of Seine quiet so far. No landings from sea. Pas de Calais sector: nothing to report,” a German message on June 6 reads. Then about a day after invasion, forces were warned: “Further enemy landings are to be expected in the entire coastal area. Enemy landings for a thrust toward Belgium to be expected.”
The Allies were pretty awesome at this deception game. Just one year prior, they fooled the Germans using a uniformed corpse with “top secret” documents into preparing for an invasion in the wrong place, when the Allies instead invaded Sicily.
3. The US Army built a fake base to fool Saddam Hussein, and it worked.
The ground war of the Persian Gulf War was over pretty quickly, thanks to Gen. Schwarzkopf’s extensive planning and leadership. Schwarzkopf wanted to use a “left hook” or “Hail Mary” play of his forces, effectively cutting off Iraqi forces in Kuwait by going behind their lines.
But in order to achieve it, Schwarzkopf needed to trick the Iraqi Army. Instead of Iraq thinking they would get hit with a “left hook,” Army planners wanted them to think the U.S. would invade near Kuwait’s “boot heel.” FOB Weasel was how they did it.
FOB Weasel was what Rick Atkinson, author of Crusade: The Untold Story of the Persian Gulf War called “a Potemkin base… giving the impression of 130,000 troops across a hundred square kilometers.” Army truck drivers wearing the red berets of paratroopers would shuttle vehicles between FOB Weasel and logistic bases.
The U.S. army’s XVIII Airborne Corps established FOB Weasel near the phony invasion area. They set up a network of small, fake camps with a few dozen soldiers using radios operated by computers to create radio traffic, fake messages between fake headquarters, as well as smoke generators and loudspeakers blasting fake Humvee, tank, and truck noises to simulate movement. Inflatable tanks with PVC turrets and helicopters with fiberglass rotors were lined up on the ground as well. Inflatable fuel bladders, Camo netting, and heat strips to fool infrared cameras completed the illusion. The Americans even taped “Egyptian” radio traffic messages about the supposed American presence to be intercepted by the Iraqis.
As Stilwell notes, even well after the Iraqi Army was expelled from Kuwait on Feb. 21 1991, Iraqi intelligence still thought American forces were near the “boot heel.”
4. The insurgents knew US troops were coming before the Second Battle of Fallujah, but they had no idea of when or where.
Before the Second Battle of Fallujah in 2004, insurgents were well aware that an attack was on the horizon. The city had become completely lawless, swept up by a large number of insurgents, who were spending their time building up defenses in the city.
On the outskirts, Fallujah was completely cut off by U.S. troops surrounding it. Insurgents inside the city knew they would eventually be attacked, but a series of feint attacks made it hard to pinpoint from where or when. And beyond deceit, the feints allowed troops to test out enemy capabilities before the main effort.
Marine battalions manning vehicle checkpoints (VCPs) or participating in feints were extremely successful in targeting fixed enemy defenses and degrading insurgent command and control capabilities. A series of feints conducted by 1st Marine Division (1st MarDiv) deceived the insurgents as to the time and location of our main attack. They knew we were coming, but they didn’t know when or from where. The feints also allowed us to develop actionable intelligence on their positions for targeting in Phase II. The Commanding Officer, 3d Battalion, 1st Marines, whose Marines manned the southern VCPs around Fallujah, described this period as a real-world fire support coordination exercise that provided a valuable opportunity for his fire support coordinator and company fire support teams to work tactics, techniques, and procedures and to practice coordinating surface and air-delivered fires.
In an interesting example from a grunt on the ground, a feint attack from Lima Co. 3rd Battalion, 1st Marines tested enemy defenses and helped planners realize the spot they feint attacked wasn’t the best for the real thing.
“Had we decided to attack from the south, the battle would have been hellacious from day one,” one Marine recalls in the book “We Were One.” “The thing we discovered after the battle was they oriented a lot of their defenses to the south.”
Electrician’s Mate Fireman Samuel Guidroz was more than 4,500 miles away from home when he was awakened by a sharp pain in his abdomen on the morning of Nov. 27, 2018.
The 20-year-old Sailor, assigned to the San Antonio-class amphibious transport dock ship USS Somerset (LPD 25), tried to treat the day like any other day spent underway in the Pacific Ocean. But the discomfort in his stomach soon drove him to the ship’s medical bay.
“I had a nauseating feeling in my lower abdomen,” said Guidroz, from his bed in the ship’s recovery ward. “They ran some x-rays and a few additional tests.”
“Fireman Guidroz came to us, and we were able to determine he had acute appendicitis,” said Cmdr. Jeffery Chao, the surgeon for Littoral Combat Group One (LCG-1).
Two landing craft air cushions (LCAC) assigned to Assault Craft Unit (ACU) 5 fly behind the San Antonio-class amphibious transport dock ship USS Somerset (LPD 25), Nov. 23, 2018
(U.S. Navy Photo by Mass Communication Specialist 2nd Class Kyle Carlstrom)
Chao said it was fortunate that the fleet surgical team happened to be there on the Somerset to augment the ship’s capabilities. The fleet surgical team is attached to Amphibious Squadron (PHIBRON) 3, which is currently embarked on USS Somerset as part of LCG-1. If they had not been there, surgery aboard USS Somerset would not have been an option.
But not everything was working in Guidroz’s favor.
“The sea state at the time was a bit rough, so it made me nervous,” Guidroz said. “The doctors eased my mind though, assuring me it was the right thing to do.”
The LCG-1 fleet surgical team and the Sailors aboard USS Somerset acted immediately. The officer of the deck turned the ship to the steadiest course available. The maneuver significantly lessened the ship’s motion in the water, allowing the medical personnel to do their work with precision. Then they prepared for surgery.
When Guidroz awoke, he felt groggy but relieved.
“Everything went great. Just like it would have if I had been back at a regular hospital,” Guidroz said.
Chao says he expects Guidroz to make a full recovery in the next few days.
“This was a great learning experience to know the medical capabilities out here are far greater than my initial expectations,” Guidroz said. “It feels good knowing and having that assurance that something like this can be taken care of out here at sea. I can’t thank the medical team enough for what they did.”
Since the surgery, Guidroz has been in contact with his family at their home in Baton Rouge, Louisiana.
“They were happy this was able to be done here on the ship, and even a bit surprised,” Guidroz said. “Being away from them was different at first, but I’ve made some new friends out here. And it’s important, I think, having people close to you when you’re away from home.”
USS Somerset is a San Antonio-class amphibious transport docking ship, based out of San Diego. LCG-1 is deployed to the U.S. 4th Fleet area of operations in support of the Enduring Promise Initiative to reaffirm U.S. Southern Command’s longstanding commitment to the nations of the Western Hemisphere.
Since 1969 the C-5 Galaxy has dwarfed all other airframes in the Air Force inventory. The C-5 Galaxy has provided the U.S. Air Force with heavy intercontinental-range strategic airlift capability capable of carrying oversized loads and all air-certifiable cargo, including the M-1 Abrams Tank.
Development and design
During the Vietnam War, the USAF saw the necessity of moving large amounts of troops and equipment overseas quickly. Lockheed was able to meet the ambitious design requirements of a maximum takeoff weight twice that of the USAF current airlifter, the C-141 Starlifter.
“We started to build the C-5 and wanted to build the biggest thing we could… Quite frankly, the C-5 program was a great contribution to commercial aviation. We’ll never get credit for it, but we incentivized that industry by developing [the TF39] engine,” said Gen. Duane H. Cassidy, former Military Airlift Command commander in chief.
The C-5 is a high-wing cargo aircraft with a 65-foot tall T-tail vertical stabilizer. Above the plane-length cargo deck is an upper deck for flight operations and seating for 75 passengers. With a rear cargo door and a nose that swings up loadmasters can drive through the entire aircraft when loading and offloading cargo. The landing gear system is capable of lowering, allowing the aircraft to kneel, making it easier to load tall cargo.
The C-5A Galaxy undergoing flight testing in the late 1960s.
(U.S. Air Force photo)
The rear main landing gear can be made to caster enabling a smaller turning radius, and rotates 90 degrees after takeoff before being retracted.
The C-5 Galaxy is capable of airlifting almost every type of military equipment including the Army’s armored vehicle launched bridge or six Apache helicopters.
In the early 2000s, the Air Force began a modernization program on the C-5 upgrading the avionics with flat panel displays, improving the navigation and safety equipment and installing a new auto-pilot system. In 2006, the C-5 was refitted with GE CF6 Engines, pylons and auxiliary power units. The aircraft skin, frame, landing gear, cockpit and pressurization systems were also upgraded. Each CF6 engine produces 22 percent more thrust, reducing the C-5’s take off length, increasing its climb rate, cargo load and range. The new upgraded C-5s are designated as the C-5M Super Galaxy.
A 433rd Airlift Wing C-5 Galaxy begins to turn over the runway before landing Nov. 14 2014, at Eglin Air Force Base, Fla.. The reserve aircrew of the “heavy” aircraft brought Army 7th Special Forces Group personnel and equipment to the base for delivery.
(U.S. Air Force photo by Samuel King Jr.)
In the past four decades, the C-5 has supported military operations in all major conflicts, including Vietnam, Iraq, Yugoslavia and Afghanistan. It has also supported our allies, such as Israel, during the Yom Kippur War and operations in the Gulf War, and the War on Terror. The Galaxy has also been used to distribute humanitarian aid and supported the U.S. Space shuttle program.
On Oct. 24, 1974, the Space and Missile Systems Organization successfully conducted an Air Mobile Feasibility Test where a C-5 air dropped a Minuteman ICBM 20,000 feet over the Pacific Ocean. The missile descended to 8,000 feet before its rocket engine fired. The test proved the possibility of launching an intercontinental ballistic missile from the air.
The C-5 was used during the development of the stealth fighter, the Lockheed F-117 Nighthawk, as Galaxies carried partly disassembled aircraft, leaving no exterior signs as to their cargo and keeping the program secret.
An air-to-air right side view of a 22nd Military Airlift Squadron C-5A Galaxy aircraft returning to Travis Air Force Base, Calif., after being painted in the European camouflage pattern at the San Antonio Air Logistics Center, Kelly Air Force Base, Texas.
(U.S. Air Force photo by Tech Sgt. Bill Thompson)
Did you know?
The cargo hold of the C-5 is one foot longer than the entire length of the first powered flight by the Wright Brothers at Kitty Hawk.
On Sept. 13, 2009, a C-5M set 41 new records and flight data was submitted to the National Aeronautic Association for formal recognition. The C-5M had carried a payload of 176,610 lbs. to over 41,100 feet in 23 minutes, 59 seconds. Additionally, the world record for greatest payload to 6,562 feet (2,000m) was broken.
A load team from the 352nd Maintenance Squadron, along with the crew of a C-5 Galaxy from Travis Air Force Base, Calif., loads a 21st Special Operations Squadron MH-53M Pave Low IV helicopter to be transported to the ‘Boneyard,’ or the Aerospace Maintenance and Regeneration Group in Tucson, Ariz., Oct. 5, 2007.
(U.S. Air Force photo by Tech Sgt. Tracy L. Demarco)
Primary Function: Outsize cargo transport
Prime Contractor: Lockheed Martin-Georgia Co.
Power Plant: Four F-138-GE100 General Electric engines
Thrust: 51,250 pounds per engine
Wingspan: 222 feet 9 inches (67.89 meters)
Length: 247 feet 10 inches (75.3 meters)
Height: 65 feet 1 inch (19.84 meters)
The C-5 Galaxy has been the largest aircraft in the Air Force inventory since 1969.
(Graphic by Travis Burcham)
Height: 13 feet 6 inches (4.11 meters)
Width: 19 feet (5.79 meters)
Length: 143 feet, 9 inches (43.8 meters)
Pallet Positions: 36
Maximum Cargo: 281,001 pounds (127,460 Kilograms)
Maximum Takeoff Weight: 840,000 pounds (381,024 kilograms)
Speed: 518 mph
Unrefueled Range of C-5M: Approximately 5,524 statute miles (4,800 nautical miles) with 120,000 pounds of cargo; approximately 7,000 nautical miles with no cargo on board.
Crew: Pilot, co-pilot, two flight engineers and three loadmasters
Capt. Grant Bearden (left) and Lt. Col. Timothy Welter, both pilots with the 709th Airlift Squadron, go over their pre-flight checklist in the C-5M Super Galaxy March 28, 2016, at Naval Air Station Pensacola, Fla. Reservists from Dover Air Force Base, Del., in the 512th Airlift Wing, conducted an off-station training event to satisfy most deployment requirements in one large exercise.
(U.S. Air Force photo by apt. Bernie Kale)
This article originally appeared on Airman Magazine. Follow @AirmanMagazine on Twitter.
In keeping with technological advancements and modernization, a Corpus Christi Army Depot (CCAD) Induction ceremony was held Jan. 9, 2019, to mark the beginning of the newest upgrades to the UH-60 Black Hawk Helicopter.
According to Jackie Allen, industrial engineer, CCAD, the modernization process of the Lima-model helicopters is twofold: To introduce an affordable and relevant technological upgrades, and to improve the aviation community’s requirements for such a helicopter.
The Corpus Christi Army Depot will begin the nine-step recapitalization process on the Black Hawk, with six more to follow this fiscal year, said Allen. The final end state scheduled for the Corpus Christi Army Depot is 760 converted Victor-model Black Hawks.
Specifics to the modification are focused on the cockpit and the electronic components within, said Don Dawson, director of aircraft production, CCAD.
Col. Gail Atkins, commander, CCAD, speaks to Lt. Col. Andrew Duus (right), product manager, Program Executive Office, Aviation, Redstone Arsenal, Alabama, and depot employees about the significance of CCAD having the opportunity to be selected to lead the UH-60V (Victor model) Black Hawk helicopter project during the CCAD UH-60V Induction Ceremony
(Photo by Quentin Johnson)
“[Lima models] have an old analog dial instrumentation,” said Dawson. “What this [upgrade] does is gives [the Victor model] a full glass cockpit,” which is similar to the Mike model.
A glass cockpit is a digital suite that streamlines an enhanced management system allowing for better Pilot-Vehicle Interface — or PVI — added Allen.
Many advantages to a better PVI, include using a moving map, enhanced messaging between the pilots and commands, and the best navigation system available, which is part of an open system architecture, said Lt. Col. Andrew Duus, product manager, Program Executive Office, Aviation, Redstone Arsenal, Alabama.
“The open system architecture will significantly minimize the time getting new technology uploaded into the aircraft,” said Duus.
The upgrade goes further than implementing an infrastructure to improving pilot interaction and training efforts. Dawson said, the upgrade will “help the pilots with all the information flow coming to them … it synergizes the information and gives it to them in bite-size pieces.”
CCAD leaders, employees and visitors pose for a photo in front of a UH-60L (Lima model) Black Hawk helicopter immediately following the CCAD UH-60V Induction Ceremony.
(Photo by Quentin Johnson)
Additionally, the upgrade will help to train pilots, as most are learning on Mike models that are already equipped with the digital cockpit. “[The upgrade] will speed up the cost of training for new pilots, because they now can learn, essentially, one cockpit instead of two,” added Dawson.
The CCAD is prepared for this project, which is considered a “significant responsibility” given the depot’s position to produce such a “phenomenal helicopter for our [Army],” said Col. Gail Atkins, commander, Corpus Christi Army Depot.
Duus said he and PEO leadership are thankful for the Depot’s commitment to this project and are confident in the work they perform.
“The legacy and trust that has been established by [CCAD] is what has got us here … I look forward to working with all of you and harness the value you provide,” said Duus.
The U.S. Army has utilized the Black Hawk since the 1970s. They are offered in multiple airframe configurations, including the Alpha, Lima, Mike and Victor models, all used to provide air assault, general support, aeromedical evacuation, command and control, and special operations support to combat, stability and support operations.
“This is a great adventure we are embarking on today,” so says the official Space Force trailer that dropped on May 5 for Netflix’s new series featuring Steve Carrell and an all-star cast. How else is everyone’s favorite sixth branch of the military, Space Force, referred to in the trailer? “It’s a complete shitshow.”
Launching May 29, the made-for-Netflix series pairs an already awesome cast with sarcasm, hilarity and the best topic ever: the Space Force.
The show centers around four star general Mark R. Naird (Carell), whose ambitions included running the Air Force, not so much the newly created Space Force. With wife (Lisa Kudrow) by his side and a star-studded comedic-gold line up (John Malkovich, Ben Schwartz, Jimmy O. Yang, Noah Emmerich, Fred Willard, Tawny Newsome, Diana Silvers, Alex Sparrow and Don Lake to name a few), the acting promises to be as equally entertaining as the writing – as Space Force marks the first time long-time friends Carrell and creator Greg Daniels have worked together since they parted ways on, you guessed it, The Office.
Carell said that the show came around in a rather “atypical way.'””Netflix had this premise that they thought might make a funny show — the idea made everybody laugh in a meeting, an idea of a show about the origins of a fictitious Space Force. I heard about the idea through my agent, and Netflix pitched the show to me, and then I pitched the show to Greg, and we all had the same reaction to it. There was no show, there was no idea aside from the title. Netflix asked, ‘Do you want to do a show called Space Force?’ And I pretty much immediately said, ‘Well yeah, sure. That sounds great.’ And then I called Greg, and I said, “Hey, you want to do a show called Space Force?” And he said, “Yeah, that sounds good. Let’s do it.” And it was really based on nothing, except this name that made everybody laugh. So we were off and running.”
Daniels added after this call, he and Carell created the character and figured out what they wanted to say about the notion of making space more military. “We realized that the story had beautiful visuals and a mythic quality, and it echoed some of America’s best moments. It had a lot of heroism and yet it also had a strong satirical element. Suddenly everybody has realized that there are riches to be had on the moon, and we’ve got to stake our claim. It feels like there’s now a scramble to colonize space. The contrast between that and the super hopeful early days of NASA, when it was just such an achievement for all of mankind to get a person on the moon, is a good subject for satire,” said Daniels.
Those who know the power of “who you know” are all in on the best-kept friendship secret- networking is everything. Connections are opportunities, and opportunities always come in handy. No one does friendship better than entrepreneurs, and no one knows the growing pains of fluctuating friendships better than the military community. Tough, tenacious, and driven, military entrepreneurs are friendship masters.
Adult friendships are difficult to forge, and even harder to sustain, because like everything in the real world, it takes work. Working on the relationships in your life with the same mindset as landing the next interview is exactly the tactics this community needs to forge together and keep connections strong.
Here are your top lessons to be learned and how to make friends like an entrepreneur.
Entrepreneurs see the untapped potential in all of us. They weave a network consisting of both an inner and outer circle. The inner circle, where core friendships and frequent interactions occur is reserved for just a few. The outer circle, where acquaintances and underdeveloped relationships live, is far more alive than most of our own contact lists.
In business, it is abundantly clear when a line of contact dries up. Keeping the relationship open, with reciprocal attention makes the difference in using someone and tapping in. No matter what circle you’re in, you’re more likely to feel better maintained by an entrepreneur than anyone else.
They get the ups and downs
Businesses all experience highs and lows, much like friendships. Entrepreneurial friends are more likely to understand the six-month gap since your last coffee together because they too have been busy hustling. No attachment issues here, only professionals who understand the dynamics of scheduling.
They know the value of their, and your contributions
Relationships are all about give and take, yet the currency exchanged is not always equal. Becoming aware of the amount you’re giving to a person, versus the takeaway for personal gain is key. Mentoring a friend or soldier through processes or progressions they are facing is like investing stock into a growing company. When and if it’s needed, asking for a favor becomes much more comfortable than if no prior investment was made.
Are the feelings mutual to trade babysitting for a lesson on web design? Understanding how time, effort, and wisdom are valued makes it a whole lot easier to avoid running the friendship into the ground with frustration. Entrepreneurs are successful because they know how, when, and what to ask to succeed.
They lean on each other
It’s already been established that it is about who you know. One major plus within the military is how expansive each of our networks is. Chances are, your friends know all the best places, people, and things to do in the area. Leaning in can not only land you in the right mom group but into the good graces of the Major who heard nothing but great news about you.
They’re always learning
If you’ve ever attended a conference, where good conversation is the make or break entrance ticket into a potential business relationship, you get the value of learning something new. Gaining professional insight, perspective, or a sweet party trick to entertain all play a vital role in successfully adapting to new environments. The same goes for friendship, the more tricks, and skills you have, the more interesting you become. Having multidimensional, talented friends makes your world a brighter, more upbeat place. Tap your entrepreneurial friends, putting new skills into your back pocket.
Take the time to review your circles and relationships. Evaluate who within the deck seems to deploy these or other skillful tactics in and out of the office. Invest in what you have and seek out new contacts with an entrepreneurial mindset. Growing your military call deck into a strong and mighty networking force to be reckoned with is the definition of resilience.
A group of Microsoft employees are demanding that the company’s leadership abandon a contract with the US Army that they say makes them into “war profiteers” — a contract that relates to Microsoft’s HoloLens augmented-reality technology.
On Feb. 22, 2019, a group of workers at the Redmond, Washington-based tech giant released an open letter in which they slammed a $749 million contract the company holds to develop an “Integrated Visual Augmentation System” (IVAS) to build “a single platform that Soldiers can use to Fight, Rehearse, and Train that provides increased lethality, mobility, and situational awareness necessary to achieve overmatch against our current and future adversaries.”
“We did not sign up to develop weapons, and we demand a say in how our work is used,” the letter reads. “As employees and shareholders we do not want to become war profiteers. To that end, we believe that Microsoft must stop in its activities to empower the U.S. Army’s ability to cause harm and violence.”
Fifty employees have signed the letter so far, and organizers say that number is expected to grow.
The organized action comes just days before Microsoft is widely expected to unveil a new HoloLens headset at the Mobile World Congress technology conference in Europe and is a sign of the rising tide of labor activism in the American technology industry.
(Flickr photo by Franklin Heijnen)
“We are going public with the demand to cancel the Hololens DoD contract because we want our voices to be heard on this life or death matter,” a Microsoft worker who asked to remain anonymous told Business Insider. “We haven’t heard back from Microsoft officially, or from any execs at this point — we’re hoping this open letter will help get us a response.”
In June 2018, Google canceled a US military contract after internal uproar. Amazon has also faced protests over military contracts, though CEO Jeff Bezos has said the company has no plans to end them — even implicitly rebuking Google for its actions as unpatriotic. “If big tech companies are going to turn their back on the US Department of Defense, this country is going to be in trouble,” Bezos said in October 2018.
The same anonymous Microsoft worker challenged this argument, saying: “Jeff Bezos and other tech execs reap massive profits from military contracts. Patriotism is just a front. If we look at who benefits, it is certainly not the individual engineers working at these companies.”
Amazon founder Jeff Bezos.
In a statement, Microsoft spokesperson Liz Reisen said: “We gave this issue careful consideration and outlined our perspective in an October 2018 blog. We always appreciate feedback from employees and provide many avenues for their voices to be heard. In fact, we heard from many employees throughout the fall. As we said then, we’re committed to providing our technology to the U.S. Department of Defense, which includes the U.S. Army under this contract. As we’ve also said, we’ll remain engaged as an active corporate citizen in addressing the important ethical and public policy issues relating to AI and the military.”
Here’s the full letter:
“Dear Satya Nadella and Brad Smith,
“We are a global coalition of Microsoft workers, and we refuse to create technology for warfare and oppression. We are alarmed that Microsoft is working to provide weapons technology to the U.S. Military, helping one country’s government ‘increase lethality’ using tools we built. We did not sign up to develop weapons, and we demand a say in how our work is used.
“In November, Microsoft was awarded the 9 million Integrated Visual Augmentation System (IVAS) contract with the United States Department of the Army. The contract’s stated objective is to ‘rapidly develop, test, and manufacture a single platform that Soldiers can use to Fight, Rehearse, and Train that provides increased lethality, mobility, and situational awareness necessary to achieve overmatch against our current and future adversaries.’ Microsoft intends to apply its HoloLens augmented reality technology to this purpose. While the company has previously licensed tech to the U.S. Military, it has never crossed the line into weapons development. With this contract, it does. The application of HoloLens within the IVAS system is designed to help people kill. It will be deployed on the battlefield, and works by turning warfare into a simulated ‘video game,’ further distancing soldiers from the grim stakes of war and the reality of bloodshed.
“Intent to harm is not an acceptable use of our technology.
“We demand that Microsoft:
“1) Cancel the IVAS contract;
“2) Cease developing any and all weapons technologies, and draft a public-facing acceptable use policy clarifying this commitment;
“3) Appoint an independent, external ethics review board with the power to enforce and publicly validate compliance with its acceptable use policy.
“Although a review process exists for ethics in AI, AETHER, it is opaque to Microsoft workers, and clearly not robust enough to prevent weapons development, as the IVAS contract demonstrates. Without such a policy, Microsoft fails to inform its engineers on the intent of the software they are building. Such a policy would also enable workers and the public to hold Microsoft accountable.
“Brad Smith’s suggestion that employees concerned about working on unethical projects ‘would be allowed to move to other work within the company’ ignores the problem that workers are not properly informed of the use of their work. There are many engineers who contributed to HoloLens before this contract even existed, believing it would be used to help architects and engineers build buildings and cars, to help teach people how to perform surgery or play the piano, to push the boundaries of gaming, and to connect with the Mars Rover (RIP). These engineers have now lost their ability to make decisions about what they work on, instead finding themselves implicated as war profiteers.
“Microsoft’s guidelines on accessibility and security go above and beyond because we care about our customers. We ask for the same approach to a policy on ethics and acceptable use of our technology. Making our products accessible to all audiences has required us to be proactive and unwavering about inclusion. If we don’t make the same commitment to be ethical, we won’t be. We must design against abuse and the potential to cause violence and harm.
“Microsoft’s mission is to empower every person and organization on the planet to do more. But implicit in that statement, we believe it is also Microsoft’s mission to empower every person and organization on the planet to do good. We also need to be mindful of who we’re empowering and what we’re empowering them to do. Extending this core mission to encompass warfare and disempower Microsoft employees, is disingenuous, as ‘every person’ also means empowering us. As employees and shareholders we do not want to become war profiteers. To that end, we believe that Microsoft must stop in its activities to empower the U.S. Army’s ability to cause harm and violence.
This article originally appeared on Business Insider. Follow @BusinessInsider on Twitter.
Green Berets rely on their problem-solving abilities to survive in combat. Much of SF selection seeks to assess this talent. The Special Forces qualification course itself develops and improves creativity. Many times, military problems must be solved with the application of force. Green Berets are not afraid to get their hands dirty, but they understand the power of working with and through others.
There is a story that has been told in the SOF community for years. I don’t believe it is factual, but there is a lot of truth in it. The story goes like this:
The new Secretary of Defense had been confirmed and was touring the Pentagon, taking briefings on the capabilities of his forces. He had a well-deserved reputation as a no-nonsense guy. After a briefing on Special Operations Forces, he was escorted to lunch by a Green Beret officer.
The Secretary’s confused look did not bode well as they walked through the E ring. “I understand how SOF is different from conventional forces, but the Rangers and Green Berets seem just alike to me. You have a Special Forces Tab and a Ranger Tab. What’s the difference?”
“The units are very different, sir. While both units are composed of very capable soldiers, selected for intelligence and fitness, Rangers attack the enemy directly, while Special Forces work by, with, and through indigenous forces to accomplish tasks far beyond their numbers.” The Green Beret secretly hoped he would not be pulled into the eternal Ranger versus SF discussion for the 10,000th time. He prided himself in his teaching abilities, but this guy was being obtuse.
“They dress just alike, they are both ARSOF units, and they both have direct-action capabilities. How are they so different?” It seemed the Secretary was going to force this. The next four years of Special Forces missions hinged on the new Secretary’s understanding. As they walked through an area of temporary construction, the Green Beret had a flash of inspiration.
“Sir, humor me here; let’s do a little demonstration. Rangers are highly aggressive. They pride themselves on their toughness and discipline. They follow orders without question. Do you see that huge soldier with a tan beret? He is a Ranger.”
As the Ranger approached, the Green Beret called out, “Hey, Ranger! Come here.”
The Ranger moved toward them, sprang to attention, and saluted. “Rangers lead the way, sir. How may I be of assistance?”
“Can you help us here for a moment? This is the new Secretary of Defense. He wants to know more about the Rangers. Will you help me educate him?”
Pointing to a new section of hallway, the Green Beret officer said, “Ranger, I need you to break through that wall.”
“Hooah, sir. Would you like a breach or complete destruction?”
“A man-sized breach would be fine.”
With that, the Ranger removed his beret and assumed a three-point stance six feet from the wall. With a grunt, he launched himself into the wall, punching his head and shoulders right through the drywall. Hitting a 2×4 on the way through, he was a little stunned, but he continued to work, smashing a hole wide enough for a fully kitted Ranger to pass through. Staggering to his feet with a trickle of blood running down his face, he appeared a little disoriented.
“Thank you, Ranger. Great job. You are a credit to the Regiment. You need to go to the aid station and get someone to look at that cut.”
The Secretary was incredulous. He had never seen such a display of pure discipline and strength. “That was astounding. What could Special Forces possibly do to match that?”
The Green Beret was also impressed, but not surprised. “The Rangers are highly disciplined sir, but Special Forces selection and training also produce strong, disciplined soldiers. We deploy older, more mature soldiers in very small numbers. They understand that they are a valuable strategic resource, and are selected for their advanced problem-solving abilities.”
The secretary seemed displeased. “Frankly, that sounds like bullshit. It seems that these Rangers are the finest soldiers in the Army. What could Special Forces do that the Rangers cannot?”
As he spoke, a Green Beret Staff Sergeant walked by. Not as young or lean as the Ranger, he had a commanding presence and a serious look filled with confidence. The Green Beret officer called him over.
“Hey Mike, can you help us here for a moment? This is the new Secretary of Defense. He wants to know more about the Special Forces; will you help me educate him?”
The staff sergeant shook the secretary’s hand and introduced himself. “How can I help you, sir?”
Pointing to an undamaged section of the hallway, the Green Beret officer said, “Mike, I need you to break through that wall.”
“No problem. Would you like a breach or complete destruction?”
“A man-sized breach would be fine.”
The staff sergeant removed his beret and stood for a moment in silent thought six feet from the wall. He scanned the area and smiled broadly as he found the perfect tool for the job. “Hey Ranger,” he said, “Come here.”
Know your abilities, learn your environment, and use your resources deliberately. Green Berets know that finding just the right tool can be the most important part of the job. The Ranger in the story can take down a wall. The Green Beret can take out walls until he runs out of Rangers, and then one more.
As a force multiplier in the real world, the Green Berets can enlist large units with local knowledge to fight beside them. A single 12-man A-Team can train and employ a 500-man infantry battalion. That is a significant return on investment for the taxpayer.
Value yourself, and use your rapport skills to build partnerships. Many hands make light work; don’t do everything yourself. Green Berets know that there is no limit to what one can do if other people are doing the work.