For military professionals, lower body strength is a must. For many humans, loss of lower body strength is the cause of the fall in old age that starts the domino effect of poor health ending in death…#Grim.
If you are human, a military professional, both, or soon to be both, having a strong squat will only make your life easier and longer. This is why we squat.
Leg strength is a prerequisite for the job. We hike everywhere.
The purpose of the low-bar back squat is to recruit the most amount of muscle possible in a lift. On average most people need general overall lower body training. The low bar position on the back gets the most muscles involved and is, therefore, a staple exercise in many complete training programs.
Take a deep inhale and brace your abs. The combined muscular flexion from your core and air pressure from your lungs filling will keep your spine stable and strong for the entirety of the movement.
Depth in the squat is when the top of your thigh just below your hips goes below the top of your knee.
In the squat, we are using the stretch reflex of the hamstrings to help “spring” us up from the bottom of the movement, known as the hole. That stretch reflex response is completely negated if you go to a depth where your hamstrings become passive in the movement. They should always be engaged and never lax.
A common mistake for people that take pride in their squat depth is that they get stuck in the hole because they are trying to re-engage their disengaged hamstrings. Under a heavy load, your hamstring cannot contract again without serious risk of pulling or tearing.
Waste no time in the hole. Hit your depth and explode back up.
You should never have enough time in the hole to smile for the camera… This makes me cringe.
Your knees should be tracking over your toes for this entire movement. Don’t let them cave in. Think “twist the ground apart with your feet and knees.” This will engage all of your glutes and prevent the dreaded valgus knee collapse that is all too common.
The bar should be centered over the middle of your foot, just like the deadlift, for this entire movement.
Think about your tailbone moving straight up as if it’s being pulled by a rope from the ceiling directly above it. This is where all of you power comes from.
DON’T think about moving your butt forward. Think vertical- forward motion will push you forward and off-balance. Move directly against gravity.
DON’T think about straightening your knees- this will push you off-balance as well.
DON’T think about your feet. If they are balanced in 3 points, you should pay them no more mind. Those three points are heel, big toe, and little toe- like a balanced triangle.
Finish the rep by squeezing your glutes and extending the hips into what feels like a posterior pelvic tilt
This will make you stand up straight and completely finish the reps.
Inhale and repeat.
When to train
Scheduling at least 72 hours between squat sessions, in the beginning, is important to ensure adequate recovery so that you can get the most weight on the bar and make the most gains. Over time, depending on your goals and recovery, you can safely squat three or even four times a week at sub-maximal intensities.
When Japan was looking to replace aging F-1 fighters (dedicated anti-ship aircraft), they were thinking about an indigenous design. The F-1, based on the T-2 trainer, had done well, but it was outdated.
According to aviation historian Joe Baugher, the Japanese eventually decided to go with a modified version of the F-16C/D, giving Lockheed Martin a piece of the action.
However, Japan didn’t go with a typical F-16. They decided to give it some upgrades, and as a result, their replacement for the F-1 would emerge larger than an F-16, particularly when it came to the wings – gaining two more hardpoints than the Viper.
This allowed it to carry up to four anti-ship missiles — enough to ruin a warship’s entire day.
It was also equipped from the get-go to carry radar-guided missiles like the AIM-7 Sparrow and Japan’s AAM-4. MilitaryFactory.com notes that the F-2 was delayed by issues with the wings, and eventually sticker shock hit the program when the initial versions had a price tag of $100 million each.
In the 1990s, that was enough to truncate production at 98 total airframes, instead of the planned 140.
AirForce-Technology.com reported that F-2s deployed to Andersen Air Force Base in Guam for joint exercises in 2007. In 2011, 18 of the planes suffered damage, but most were returned to service. In 2013, the F-2s saw “action” when Russian planes flew near Japanese airspace.
For its long development and its truncated production, the F-2 has proved to be very capable. It has a top speed of 1,553 miles per hour and it carries over 17,800 pounds of ordnance.
In October 2018, Airman Magazine sat down for a conversation with Maj. Gen. Robert J. Skinner, Twenty-fourth Air Force commander; Air Forces Cyber commander and Joint Force Headquarters-Cyber commander, Joint Base San Antonio-Lackland, Texas. He is responsible for providing Air Force component and combatant commanders with trained and ready cyber forces to plan, direct and execute global cyberspace operations.
Airman Magazine: In July, the Twenty-fourth AF moved from Air Force Space Command to Air Combat Command. At the same time you moved from AFSPC to ACC. What are the reasons for that restructuring?
Maj. Gen. Skinner: This allows Gen. Raymond, as the Air Force Space Command commander, to truly focus on space operations. The other thing is this brings cyber within Air Combat Command, which has intelligence, surveillance and reconnaissance; command and control and the air domain. Bringing all these forces together under one four-star MAJCOM (major command) commander, Gen. Holmes, allows him some more flexibility to be able to present forces across the spectrum of operations.
The networks for those operations need to be resilient and they need to be protected. When you bring together the ISR, cyber, information operations, electronic warfare and command and control, that’s a lot under one hat. But it allows us greater integration as we move forward. At the end of the day, this is about multi-domain operations and the more we can bring those together, the more successful we’ll be.
Airman Magazine: How are your responsibilities divided between your three commands? It seems that just the information technology portion alone would be a huge demand on your resources.
Maj. Gen. Skinner: Cyber operations have four or five different lines of effort. One is to actually build the networks, build the applications and build the systems.
Another is to operate and maintain the networks, but also secure and protect them from vulnerability to adversaries. We also defend networks for our maneuver forces and then we have full spectrum operations, which is on the offensive side.
We also have combat communications airmen and engineering installation airmen who extend the network out to a multitude of places, whether that’s tactical basing or at the forward battle edge.
With that said, information technology is still a key part of the cyberspace domain and we are moving forward in the Enterprise IT as a service. We are going to utilize things industry does very well as a commodity type of action activity.
We are going to leverage what industry does great, providing some services and network infrastructure, and re-mission our airmen to do core Air Force missions on the defensive and offensive side, while providing assurance for the many missions the Air Force presents to the combatant commanders on the joint side.
The bottom line is we’re in the cyber operations business — information technology, networks, both operating and defending — and we provide full spectrum operations in this thing we call the cyberspace domain.
Tech. Sgt. Wyatt Bloom uses a spectrum analyzer to check television broadcast network routers at the Defense Media Activity, Fort Meade, Md., July 18, 2012. Bloom is a cyber-transport technician assigned to DMA.
Airman Magazine: Would you explain your duties as commander of the Air Force component at Cyber Command? How is that different from the hat you wear as commander of Twenty-fourth AF and Air Force Cyber?
Maj. Gen. Skinner: This could actually be a dissertation. To break it down a little bit, the Twenty-fourth AF is where we organize, train and equip our airmen. The perfect example is we have an organization down at Hurlburt Field — they train almost every cyber professional. Now we do a lot more than that, but that’s one example of the Twenty-fourth AF piece.
In the Air Force cyber piece, I am charged by the Air Force to present forces to Gen. Paul Nakasone, the U.S. Cyber Command commander, for his missions and functions as the combatant commander.
We provide offensive forces and defensive forces, DODIN (Department of Defense Information Networks) ops cyber professionals and ISR professionals to Gen. Nakasone, so he can perform his mission.
Then the third area is the Joint Force Headquarters side. That’s where Gen. Nakasone has asked us to align to three different combatant commanders to provide additional joint support for their missions.
We have planning elements that are aligned to these three combatant commanders, as well as some cyber teams supporting the commanders’ efforts in defense of the mission. Our teams are able to deploy and employ forces against a particular adversary at the time and place of the combatant command commanders’ choosing.
Our job within Twenty-fourth AF, AF Cyber JFHQC and Cyber Command, is to be ready at a moment’s notice to protect our systems and defend the networks and defend the core missions of our military and our joint war fighters. Then deter, disrupt and degrade an enemy’s ability to perform those functions against us. Part of that goes into making sure that we have persistent engagement, a persistent presence, and a persistent innovation as we continue to move forward.
Airman Magazine: Across the Air Force, joint force, partner agencies and nations, do cyber operations equate to kinetic operations or is that a completely different animal?
Maj. Gen. Skinner: I would say it is not a completely different animal. To be successful in cyber operations and have cyberspace superiority at the time and place of our choosing, we need a team of teams that is internal to the Air Force.
Every single airman in our Air Force needs to be a cyber sentinel. We need every airman to be very conscious of cyber security, cyber hygiene and things that are going on within the cyberspace domain.
We have branched out and are part of several joint organizations that perform functions and missions within the cyber domain. The National Security Agency is a huge partner with us as we perform these missions, as well as the Central Intelligence Agency, Defense Information Systems Agency and Department of Homeland Security — a lot of different agencies across the board.
We are also great partners with commercial industry and academia because we’re all in the same field and in the same cyber domain.
Within Twenty-fourth AF, we have a United Kingdom representative and an Australian liaison officer, but most of our allies and partners are really up at the Cyber Command level. We leverage those partners through U.S. Cyber Command, NATO and other organizations.
Capt. Taiwan Veney, cyber warfare operations officer, watches members of the 175th Cyberspace Operations Group, from left, Capt. Adelia McClain, Staff Sgt. Wendell Myler, Senior Airman Paul Pearson and Staff Sgt. Thacious Freeman, analyze log files and provide a cyber threat update utilizing a Kibana visualization on the large data wall in the Hunter’s Den at Warfield Air National Guard Base.
(Photo by J.M. Eddins Jr.)
Airman Magazine: What is it that makes your cyber airmen “cyber warriors”?
Maj. Gen. Skinner: Our airmen are absolutely warriors. We have teams in the fight operating constantly: 7 days a week, 365 days a year, Christmas and New Year’s.
If you’ve heard Gen. Nakasone speak recently you’ve heard him say we’re no longer solely responding to network intrusions, we have cyber forces persistently engaged against state and non-state adversaries, actively identifying and countering threats in the cyber domain.
This achieves several benefits at once: first and foremost, it gives us control over the cyber terrain that serves as the foundation for superiority in cyberspace. It also keeps our operators ready and their skills honed and imposes cost on the adversary so they can no longer operate freely without repercussion. There’s already a massive demand signal for our cyber operators that will only increase, so we have to ensure we’re fielding proficient, ready and lethal operators at scale.
Because of this, we are investing not only the readiness of our mission, but also in the readiness of our people. This means examining everything within our scope of control, including the effect the operational tempo of our 24/7/365 mission has on our operators.
Just like you see within the (remotely piloted aircraft) field, cyber can mean long periods away from the sunlight and abnormal sleep hours, and that can absolutely have an effect on people. Any leader will tell you—if you take care of the people, they will take care of the mission.
Airman Magazine: What part does the total force play in cyber operations and defense?
Maj. Gen. Skinner: I will tell you, we could not do our job on a day-to-day basis without the total force. The majority of the forces within Twenty-fourth AF are guard and reserve components.
Our engineering installation mission is 85 to 90 percent within the guard. More than 50 percent of our combat communications capability, which extends and expands our capabilities to the tactical edge, is in the guard. We have guard organizations up in Washington. We have some in Rhode Island. We have some here in Texas. I will tell you they provide great day-to-day work.
What’s even more important is the expertise that they bring from their civilian jobs. We have vice presidents of some corporations who are part of our total force as well. Bringing that expertise, leadership, things that the public is good at and things that industry is focused on benefits the military and vice versa. They take lessons learned from the military and take it to their company. So it’s a great yin-yang relationship.
Whether it’s an offensive operation or a defensive operation or even DODIN ops, there has to be a tight tie between all of those as we move forward because the defense learns from the offense and the offense learns from the defense. DODIN ops learn from defense to figure it out where we need to be resilient, where some of our mission critical assets are and how to defend them.
All the computer networks, email, applications and systems in the cyberspace domain are what we call the Department of Defense Information Networks. There are pay applications that we have in the Air Force that are part of DODIN. If you get paid electronically within the Air Force that’s part of the DoD information network.
Airman Magazine: Is it an advantage that those reserve and National Guard personnel tend to have long histories with one unit?
Maj. Gen. Skinner: I would say sometimes it’s an advantage and sometimes it’s not. In some places having continuity is good. I would say having too much continuity isn’t necessarily good in cyber because you want some fresh blood, some fresh ideas.
Airman Magazine: Would a technical track for active-duty cyber operators benefit the force?
Maj. Gen. Skinner: Similar to other domains and weapon systems, we have to be proficient to be effective. Since cyber is a technical domain we do need technical expertise.
However as our people gain that expertise and increase in rank and responsibility, we need them to be leaders and lead teams to success while still maintaining credibility in their profession. We, ACC and Headquarters Air Force are working closely together to determine what the right “path to greatness” will look like, in order to build a force that generates maximum lethality.
Cyber warfare operators assigned to the 275th Cyber Operations Squadron of the 175th Cyberspace Operations Group of the Maryland Air National Guard configure a threat intelligence feed for daily watch in the Hunter’s Den at Warfield Air National Guard Base.
(Photo by J.M. Eddins Jr.)
Airman Magazine: As cyber tools and methods seem to change constantly, ow can the acquisitions process be altered to make sure the Air Force has the best technologies and practices in the cyber domain?
Maj. Gen. Skinner: The Air Force and DoD leadership are laser-like focused on our ability to acquire things in a more agile, fast and relevant way. We have leveraging other authorities, like 804 authorities, to bring on the future faster and to bring innovation faster.
As an Air Force we are becoming more of a software force than a hardware force. The ability to bring the new wave of agile software development operations, DevOps, is going to be key in maintaining our superiority and operating within the enemy’s OODA loop (time it takes to observe, orient, decide, and act).
We’re bringing in individuals who understand the old waterfall model is not the right model because by the time that you set the requirements and start developing to those requirements, the environment, threats and priorities have changed.
If you’re spending weeks, months and years identifying and defining hundreds or thousands of requirements, you definitely can’t meet those requirements in a timely manner. So leverage industry, leverage developers who are innovative, define the left and right limits or requirements.
So you get a three to five-page requirements document, which is much better than a 100 to 200-page document. Let them innovate and come back with a solution and in a much more timely manner—days and weeks versus months and years. Then you iterate and you continue to iterate on that minimum viable product.
Then also leverage some of those techniques to buy the right hardware in a timely fashion and focus on the approval top rate process, to reduce the amount of time to approve either software or hardware for connecting to the network. I know that Dr. Roper, Air Force Acquisition and the chief and secretary are very focused on bringing the future faster.
Airman Magazine: The Air Force is considering launching a cyber rapid capabilities office. How would that benefit the Twenty-fourth AF and the cyber community as a whole?
Maj. Gen. Skinner: The traditional slow-and-steady acquisition model is great for buying a fleet of fifth-generation aircraft, but it isn’t ideal for cyberspace where the landscape is changing constantly and where the state-of-the-art is available to anyone interested in buying. We need to get faster.
The DNA of the Air Force RCO brings agility and flexibility, which drives down timelines and increases capability. Right now we can’t say what form a cyber RCO would take, but will benefit us by getting the right capabilities and weapons at the right time to our operators. We need to respond to malicious cyber activity with greater speed and tempo employing a calculated, “spectrum of risk” framework which is properly delegated at echelon to enable responsible and responsive cyberspace operations in support of assigned missions.
The concept of Fusion Warfare gathers all intelligence, surveillance and reconnaissance data across all Air Force platforms into the “combat cloud” through and autonomous process where it’s analyzed and combined to create a real time big picture for commanders.
(Photo by Airman 1st Class Kevin Sommer Giron)
Airman Magazine: What effect will advances in big data research have on cyber operations?
Maj. Gen. Skinner: Data is the game changer in our business. If I own the data battle space, then I will definitely be within the OODA loop of the adversary. Being able to leverage quantum computing, artificial intelligence and analysis of big data platforms is really the future of our mission.
There is so much data out there in today’s environment there is no way that you can get through all of it (manually). So you may miss a key data point that would help you make a decision. In a future conflict, being able to have the right data at the right time analyzed at the right tempo is key to success.
We’re putting a lot of effort into better understanding the data, not just from cyber standpoint, but also in logistics, in intelligence and even in personnel. The more we can analyze the data, the better that we can perform education and training, perform timely logistics, perform ISR operations. Every single Air Force core mission is reliant on data to be more effective, more efficient and more successful.
Airman Magazine: Can you talk about Hack the Air Force and its value to the force?
Maj. Gen. Skinner: The first Hack the Air Force iteration was in late 2017, after the successful Hack the Pentagon initiative by Defense Digital Services. When the first hackathon sprint kicked off it took less than a minute for a hacker to find a valid vulnerability. By the end, over 200 holes in our boundary had been patched—and that was just the first iteration.
Hack the Air Force gets after two important focus areas: first, it builds capacity for the Air Force by leveraging expertise from a multitude of places, and second, it leverages innovative thinking to find vulnerabilities we otherwise might not uncover.
Take, for example, the person who won the first hackathon sprint, a 17-year-old high school student from Chicago. Maybe his path won’t lead him to the Air Force, but we were still able to use his talents to make ourselves more resilient. To me that’s a win.
Quynh Tran, right, a Raytheon Corporation software engineer, talks with Capt. Nick Lundin, Product Management lead, about a software coding project May 30, 2018 at Kessel Run, a program within the Defense Innovation Unit Experimental, a United States Department of Defense organization, in Boston.
(Photo by J.M. Eddins Jr.)
Airman Magazine: What lessons can be learned from commercial companies about practices that enable those fresh ideas to come forward?
Maj. Gen. Skinner: There are a lot of great lessons learned from Silicon Valley and I would offer Silicon Valley has also learned from the Department of Defense.
As I’ve said many times over my 33-year career to date, if I came into the military today, compared with a talent level of the individuals that we have now, I would not be as successful as I have been.
The talent today is amazing and our job as senior leaders is how do we unleash that talent? How do we have the right policies and the right directives leveraging the right acquisition authorities and unleash this talent on the hard problems that our force and our nation face today.
The key is getting the right people in the room to determine how best to provide solutions, whether it’s software development, hardware acquisition or cyberspace operations. It’s getting the right people in the room and getting through the bureaucracy, pushing the bureaucracy to the side and being able to unleash the talent.
Airman Magazine: How can, especially when it comes to the cyber domain, the Air Force compete with civilian industry to attract more STEM (science, technology, engineering and math) talent?
Maj. Gen. Skinner: There was always a competition between academia, research labs, commercial industry and the military. We as a military cannot compete from a dollar standpoint.
But where we can compete is with the great things you can do within the DoD, that you probably can’t do within the commercial world. We have great missions coming from the research we’re doing.
Some of the operations we’re doing on a day-to-day basis, you can’t do that on the commercial side. We have opportunities for individuals at a variety of levels to perform things they couldn’t do outside of the military. That’s our calling card.
Airman Magazine: Peer and near-peer competitors have been going to school on us since World War II; how do we offset that advantage?
Maj. Gen. Skinner: I would say every threat is an opportunity. While we have been focused over the last 10 to 15 years on the violent extremist, the latest National Defense Strategy, National Security Strategy and National Cyber Strategy outline strategic competition, peer competitors, and has turned the focus there.
You’ll hear a lot about readiness. Readiness is very important to our chief, very important to our secretary and very important to the secretary of defense. We need to make sure that we have a lethal force. In order to do that, you need to have a ready force.
In order to be ready, you need to have a disciplined force. Especially when there is strategic competition out there and adversaries who on a day-to-day basis are performing actions and operations that are probably right below the level of conflict.
But, I would not want to go and do a mission against a threat with anyone else but the airmen we have in our service today. Our airmen, with our joint partners in the other services, still have the most critical, credible and lethal force in the world.
Airmen with the 68th Network Warfare Squadron monitor Air Force communications to analyze disclosures of critical information and perform data loss prevention at Joint Base San Antonio-Lackland, Texas, Oct. 25, 2018.
(Photo by J.M. Eddins Jr.)
Airman Magazine: You talked about having a disciplined force in order to be lethal. What constitutes discipline in the cyber world?
Maj. Gen. Skinner: Discipline is key. I’m not talking about discipline from a uniform code of military justice aspect. This is discipline in processes, discipline in procedures and discipline in command and control. We spent a lot of time going back and trying to figure out what happened on something because there was an undisciplined tactic, technique, procedure or process. We’re trying to leverage discipline to make our force more effective and more capable and build capacity.
Then we come to a readiness standpoint. Readiness, as you know, is made up of personnel, equipment, procedures and training. We are continually leveraging our innovative airmen to improve the training they receive, how we purchase equipment, how we educate our airmen.
Part of all this is proficiency. Proficiency against a violent extremist organization is much different than proficiency against strategic competitors. Our focus continues to be how to maintain and improve the readiness and proficiency against strategic competitors.
We are also leveraging our airmen and technology to be more efficient and more effective.
Leveraging artificial intelligence can decrease the amount of time that our airmen spend doing manual work so they can focus on the higher end discussions of cognitive actions and activities.
For example, manually looking through thousands of pages of data takes a very long time. We have airmen who are leveraging technology, whether it’s using keywords or bringing a couple of technologies together, that can take those thousands of documents and run through them in minutes versus hours, days or weeks.
Then taking what the technology has given you and put the human eye on it — are there any other needles in the haystack?
That’s what our airmen are doing on a day-to-day basis. Whether it’s from a data collection standpoint, whether it’s from a cyber operation standpoint, whether it’s looking through logs to see if we have an adversary presence on our networks. Looking through logs to make sure that our user experience is where it needs to be on a daily basis, but leveraging technology to reduce the amount of manual steps.
Airman Magazine: With a kinetic weapon, the effects are apparent and there is an inherent process to be able to determine origin, intent and purpose. The very nature of cyber is to hide the hand that dealt the cards. What kind of challenges does determining attribution pose for a commander?
Maj. Gen. Skinner: So attribution is a very significant challenge. There are not as well defined international norms in the cyberspace domain and therefore a multitude of nations and multitude of criminals and the multitude of other individuals are continuing to push the limits.
It is often very apparent in the other domains, from an effect or an outcome, who the actors are. In the cyber domain, you can have the same type of effects in as in other domains, but it is harder to determine the source, which is really important when you start talking about multi-domain operations.
Cyber is a critical enabler while also a critical operation because cyber can be both supporting and supported within multi-domain operations. As we continue to refine our operations, to refine our tactics, techniques and procedures, we will continue to get better at understanding attribution, understanding the outcomes, and making sure that we refine and define those outcomes and bound the outcomes to meet our mission objectives.
As cyber continues to get more profound and more pronounced in the day-to-day operations, attribution is going to become that much harder.
U.S. Air Force Maj. Gen. Robert Skinner, then Deputy Commander of Air Force Space Command, speaks at the 2018 Rocky Mountain Cyberspace Symposium in Colorado Springs, Colorado, March 6, 2018.
(Photo by Dave Grim)
Airman Magazine: How do you convince people that cyber and space have become foundational to everything that the Air Force, and our society as a whole, does on a daily basis?
Maj. Gen. Skinner: I’ll give you a perfect example, the Global Positioning System is operated by Air Force Space Command: not only for the nation, but the whole world. The U.S. Air Force supplies and supports the system and satellites that enable the GPS navigation we use in our cars and on our phones every day, millions of times around the world.
It also provides timing. Every financial transaction is supported by the GPS system. So when you purchase something and put your credit card into that reader, there’s a timing aspect that is being supported by GPS. So the Air Force is supporting billions of activities and actions all the time.
Airman Magazine: The chief of staff and secretary have made it a priority to push command level decisions down to the lowest level possible. How is that manifested in your command?
Maj. Gen. Skinner: Its not only because the chief and the secretary say they want it done. We have the greatest airmen in the world and we have the greatest commanders in the world—pushing authorities and responsibility down to the lowest level really enables them to unleash the talent around them and enables us to unleash their talent.
You don’t need higher headquarters micromanaging and directing things on a daily basis. Our commanders are boarded. We have a tradition of great commanders in our Air Force and we need to let them run. We need to let them determine how best to run their organizations and how best to be effective. The more that we can push decision authority down, the more bureaucracy we can eliminate and the more agile, lethal and effective we can be as an Air Force.
From a higher headquarters level and higher commander level, our responsibility is to give the left and right limits to those organizations and then let them run.
If we are in a conflict, especially against a peer competitor, the amount of time it would take to micromanage our tactical-level units would not allow us to be inside the OODA loop of our adversary.
We need to allow our commanders, in peacetime, to train like they are going to fight. To have that authority to perform the mission as they see fit. With more guidance, directives and limitations to that commander, there’s going to be some negative learning, first and foremost, but secondly, the safety of our airmen will be put in jeopardy.
Participants in the joint, multinational exercise Cyber Guard 2016 work through a training scenario during the nine-day event in Suffolk, Va., on June 16, 2016.
(Photo by Petty Officer 2nd Class Jesse A. Hyatt)
Airman Magazine: As commander of Joint Force Headquarters Cyber, you’re responsible for cyber affects in campaign plans from U.S. Central Command to U.S. Transportation Command. How does that integration take place?
Maj. Gen. Skinner: Aligned to each of those combatant commanders we have an element called the Cyber Operations Integrated Planning Element. We are just now standing those up and they are at the combatant commanders’ headquarters.
They’re kind of our picture window into that combatant commander to enable cyber operations planning to be part of their overall plan. Each combatant commander has either a function or a region they’re responsible for and they have what we call a scheme of maneuver, which is either day-to-day or in conflict. It is the commander’s plan of how to ensure sure we are successful in that campaign.
These planning elements are aligned there so we can be part of that plan and make sure that cyber isn’t just bolted on, but integrated into that plan. Cyber will be one of the first options that are available to that combatant commander below the level of conflict to make sure that we are meeting our objectives.
Airman Magazine: How do you get everyone with a piece of the huge cyber puzzle speaking the same language? How do you communicate capabilities and vulnerabilities to leadership, agency partners and airmen who are not cyber experts?
Maj. Gen. Skinner: I would say today we have the best understanding and the best alignment from the cyber domain standpoint that we’ve ever had with all the strategy documents – the National Defense Strategy, which is underneath the National Security Strategy, the National Cyber Policy and Strategy, the DoD Cyber Strategy and the Cyber Posture Review.
All of these documents are perfectly aligned and it’s a great understanding of the capabilities that we provide, but also the importance of cyber to the multi-domain operations. The education is continual, but I offer that our Air Force leadership understands the cyber domain. They understand how important the cyber domain is to multi-domain operations.
We continue to educate the entire forest. We’re continuing the education process of all of our airmen, from the highest level to the most junior airman and the joint community, but from a joint standpoint and a national standpoint cyber is more understood than it ever has been.
Proposed content viewing page on the Cyber Education Hub, which is being developed at the Center for Cyberspace Research in the Air Force Institute of Technology, Wright-Patterson Air Force Base, Ohio.
(AFIT CCR photo)
Airman Magazine: Do you see the Continuum of Learning concept and applications like the Cyber Learning Hub being developed by the Center for Cyberspace Research, Air Force Cyber College and U.S Air Force Academy’s CyberWorx, as aiding in that effort?
Maj. Gen. Skinner: There are a lot of great opportunities with that as cyber continues to be more and more integrated into the day-to-day operations.
We currently have the Air Force Warfare Center where we bring a lot of different mission systems together, integrate them, exercise and train and cyber is a significant part of that.
From an education standpoint we send people to the Air Force Institute of Technology. They not only have general education classes, but we they have Cyber 100, Cyber 200, Cyber 300 and Cyber 400 courses.
We have the 39th Information Operations Squadron, which does our cyber training. Keesler Air Force Base has a lot of our cyber courses. Just as Gen. Raymond over the last year has been working with Air University to make sure we have more space in our professional military education, we’re doing the same thing from a cyber standpoint.
We’re working with Gen. Cotton at Air University and Gen. Kwast at Air Education and Training Command to make sure that we continue to improve the amount of cyber and relevant topics in cyber education in basic military training through professional military education and to highlight cyber, both from a professional and a personal standpoint, because it impacts every part of your life.
Airman Magazine: In that vein, what would you like every airman to be aware of in their daily connectivity?
Maj. Gen. Skinner: One of the biggest vectors that our adversaries use to get into our networks is email. It’s called spear phishing. You can get those at your home and at the office. We continue to educate that you should know who the sender of an email is, that you do not click on links that you’re not certain are good links. If it looks too good to be true, it probably is.
If you get an email offering a free vacation, there’s probably not a free vacation. That’s probably someone trying to gain access to your personal information or gain access into our Air Force systems to cause havoc and disrupt our ability to do our missions.
Additionally, be aware that our adversaries can put different pieces of unclassified information together, which in the aggregate actually become classified. So you always have to be careful when you’re outside of work, or even inside work, of what you talk about in the open.
You have to monitor your computer systems. Make sure your systems are patched, especially at home, because that is the quickest way for an adversary to exploit your system. Some vulnerabilities have been out there for years. We find that both on the commercial side and the government side — there are systems out there that have not been patched in a long time, even though a patch has been out there.
We’re continuing to leverage technology to make that a little easier, to make sure that we’re updating and protecting all those systems.
Maj. Gen. Robert J. Skinner, Commander, 24th Air Force; Commander, Air Forces Cyber and Commander, Joint Force Headquarters-Cyber is photographed at his headquarters at Joint Base San Antonio-Lackland, Texas, Oct. 26, 2018.
(Photo by J.M. Eddins Jr.)
Airman Magazine: The Air Force places a premium on building leaders. What twists and turns has your career taken that culminated in command of the Twenty-fourth AF?
Maj. Gen. Skinner: I’ve had multiple mentors who have taken a special interest in my career. They have said you need to go to this position. I questioned it. I didn’t understand it. But it turns out that developed a place in my leadership that was not refined well enough. We spend a lot of time and energy on managing our talent. What differentiates us from other nations and other militaries is our airmen, whether officer, enlisted or civilian.
Our Airmen are our most precious asset. It is our solemn duty to professionally develop our airmen to the best extent possible. We take special interest in placing them where they professionally develop, while making sure our missions continue to be successful.
This article originally appeared on Airman Magazine. Follow @AirmanMagazine on Twitter.
The US Navy’s Arctic muscles have atrophied over the years, so the service is working to relearn how to operate in this increasingly competitive space.
One way the Navy is doing that is by working with US allies and partners with the necessary knowledge and skills, picking their brains on how best to operate in this unforgiving environment.
Lt. Samuel Brinson, a US Navy surface warfare officer who took part in an exchange program aboard the Canadian frigate HMCS Ville de Quebec as it conducted Arctic operations, recently talked to Insider about his experiences.
Although he declined to say exactly where he went, Brinson said that he “didn’t know anyone who had been as far north” as he traveled on his Arctic mission.
The US Navy’s 2nd Fleet was reactivated last summer to defend US interests in the North Atlantic and Arctic waterways, as great power rivals like Russia and even China are becoming increasingly active in these spaces.
But there’s a learning curve.
“2nd Fleet is a newly-established fleet, and we just haven’t been operating in the Arctic as a navy much recently,” Brinson told Insider.
HMCS Ville de Quebec.
“We need to get up there. We need to practice operating. We need to practice operating with our allies. We need to get up there and experience it for ourselves as much as possible.”
That’s exactly what he did. He went on a one-month fact-finding mission in the Arctic.
Brinson, who had previously deployed to the 5th and 6th Fleet areas of operations (Mediterranean Sea, Red Sea, Indian Ocean and Persian Gulf), was approached by 2nd Fleet for this opportunity, which involved reporting on how the Canadian navy carries out its activities in the Arctic effectively.
“The most striking difference [between the Arctic and other deployment locations] is how remote it is,” he explained to Insider. “There are just not many towns. You go forever without seeing other ships. You go forever without seeing other establishments. The distance is a lot further between the places we were operating than it looks on a map.”
From an operations perspective, that makes logistics a bit more difficult. “The biggest challenge for going into the Arctic is logistics,” Brinson said.
“You have to have a plan where you are going and really think about where you are going to get fuel, where you are going to get food, and if you need to send people or get people from the ship, how and where you are going to do that. Everything is pretty far apart.”
“You don’t have a lot of refueling points, resupply stations,” he added. “When you get up into the Arctic, there is not really anything there, and if someone had to come get you, like if they had to send tugs to come get us, it was going to take days, like lots of days.”
The emptiness of the Arctic isn’t just a problem from a resupply standpoint. It also creates navigational problems.
“Because it’s less developed up there, it’s also been less charted,” Brinson told Insider. “We spent a lot of time switching between electronic charts, paper charts, you know, Canadian charts, Norwegian charts, etc. to navigate around where we were going. You have to use whichever chart was most complete and most up to date.”
“There’s a lot of headway that could be made on that in the future,” he added. “The more we operate up there, the more we know that, but before we send ships in to some of these places, we probably need to just survey it first.”
Views of a U.S.-Canada joint mission to map the continental shelf in the Arctic Ocean in 2011.
There’s also frigid temperatures and ice to worry about.
Brinson, a native of Winston-Salem, North Carolina, was in the Arctic in August, a warmer period when the daytime highs were in the low 30s. “It was cold to me, but [the Canadians] all thought I was being silly,” he said.
In the spring, fall, or winter, the temperatures are much lower, and there is a risk of getting iced in while at port. “Right now, you pretty much only want to be up there June, July, August, and then as it starts getting into September, it starts getting too cold,” Brinson told Insider.
Even though the temperatures were higher when Brinson was there, ice was still a bit of problem. “There is enough around that you need to be extra careful, especially if it’s nighttime or foggy. There were icebergs that were bigger than the ship,” he said.
“If you were to hit something like that, it’s a huge problem,” Brinson added, recalling that he saw a polar bear roaming about on one of the icebergs with plenty of room to move around.
From the Canadians, Brinson learned how to deal with cold temperatures and ice, how to keep your water supply from freezing, which side to pass an iceberg on if there are pieces coming off it, and how to sail through an ice flow, among other things.
“Working with partners like Canada is key because they’ve never stopped operating up there,” he said. “They know things like that.”
Brinson told Insider that the US Navy has fallen behind and lost a step when it comes to Arctic operations. “What we need to do is just get back to doing it,” he said. “We need to start getting the level of knowledge back.”
This article originally appeared on Business Insider. Follow @BusinessInsider on Twitter.
The most expensive weapons system in history, the US’s F-35 Lightning II, is still sometimes losing to the 1970s F-15 in dogfights during training scenarios in Japan.
US Air Force F-15 pilot Capt. Brock McGehee, when asked by Defense News if the F-35s at Kadena Air Force base in Japan still sometimes lost to the Cold War-era fighters, said “I mean, sometimes.”
The F-35 has long been plagued by reports of that it can’t dogfight as well as older, much cheaper jets, despite being in development for nearly two decades and claiming to revolutionize air combat.
In 2015, War is Boring published a report from a test pilot that said the F-35 couldn’t turn or climb fast enough to keep up with older jets, and F-16s lugging heavy fuel tanks under wing still routinely trounced it.
But a lot has changed since 2015. The F-35 has had its software upgraded and the tactics refined.
Why the Cold War jets can still pull a win out — for now
Retired US Marine Corps Lt. Col. David Berke previously told Business Insider that the older jets benefited from decades of development and training, whereby new pilots today have established best practices. As the F-35 is still in its early days, Berke said the best is yet to come.
“The biggest limitation for the F-35 is that pilots are not familiar with how to fly it. They try to fly the F-35 like their old airplane,” Berke said.
But the pilots at Kadena dogfighting against F-15s may be a cut above, according to Berke, who said that because they have never flown a legacy jet before, they won’t bring the bad habits with them, and will instead learn how to fly the F-35 like the unique plane it is. “They’re going to be your best, most effective tacticians,” Berke said.
F-35s at a major disadvantage to any legacy jet in a dogfight
(U.S. Air Force photo)
“The F-35 cannot out dogfight a Typhoon (or a Su-35), never in a million years,” Justin Bronk, a combat aircraft expert at the Royal United Services Institute, previously told Business Insider.
The reason why, according to Bronk and other experts on the F-35, is that the F-35 just isn’t a dogfighter. The F-35’s stealth design put heavy demands on the shape of the aircraft, which restricted it in some dimensions. As a result, it’s not the most dynamic jet the US could have possibly built, but it doesn’t have to be.
Berke, an alumnus of the US Navy’s famous Top Gun school, echoed Alpert’s assessment, but warned that the common perception of dogfighting was “way off,” and something US jets haven’t done in 40 years. Berke disagreed with Bronk’s “never in a million years” assertion, but maintained that the dogfighting issue was basically irrelevant.
The bottom line is that in training, all jets lose “sometimes.” That the F-35 can hold its own and beat a jet refined over four decades to excel exclusively at air-to-air combat — when the F-35 has been designed to fight, bomb, spy, and sneak — shows its tremendous range and potential.
This article originally appeared on Business Insider. Follow @BusinessInsider on Twitter.
The Marine infantry has been fighting for our nation’s freedoms for the last few hundred years in every clime and place where they can take a gun. Today, the U.S. Marine Corps is one of the most respected and well-recognized branches of any military, the world over. From a mile away, you can identify a Marine by their unique Dress Blues and their high-and-tight haircut. But the Marine getup wouldn’t be so well-known if it weren’t for the many hard-fought victories they’ve earned on the battlefield.
Historically, Marines have won battles through tough training, world-famous discipline, and, of course, the weapons they bring to the fight. So, let’s take a look at a few of those impressive weapons system used to fight those who threaten our freedoms.
This pistol is the standard for the Marine infantryman. The Beretta fires a 9mm bullet and holds up to 15 rounds in the magazine and one in the pipe. Although this pistol is standard-issue to those who rate, most grunts would prefer a .45 Colt due to its stopping power.
U.S. Marine Corps Lance Cpl. John Brancifort, a rifleman with Special Purpose Marine Air-Ground Task Force-Crisis Response-Africa, fires an M4 carbine in the lateral movement portion of a stress shooting exercise held by U.S. Army Special Forces in Germany, Apr. 12, 2016.
(U.S. Marine Corps photo by Sgt. Tia Nagle)
This is the lighter and shorter version of the M16A2 semi-automatic assault rifle. The M4 is a direct impingement gas-operated, air-cooled, magazine-fed weapon that shoots a 5.56x45mm round. Many M4s are retrofitted with a .203 grenade launcher that is sure to clear the bad guys from their defensive positions.
A Marine fires an M240 Bravo medium machine gun during a live-fire training exercise at a multipurpose machine gun range at Marine Corps Base Camp Lejeune, North Carolina
(U.S. Marine Corps photo by Cpl. Tyler Andersen)
This medium-sized machine gun is a belt-fed and gas-operated weapon that fires a 7.62mm round. The weapon can disperse between 650 to 900 rounds per minute while on a cyclic rate of fire. The M240 Bravo enables its operator to put down a wall of lead when ground forces need to win the war of fire superiority.
“The battlefield is a dance floor, and the machine gunners are the jukeboxes.” — Marine Lance Cpl. Dixon.
A U.S. Marine with II Marine Expeditionary Force Information Group, fires a Mark 19 40mm grenade machine gun during the II MIG Field Exercise at Camp Lejeune. The Marines fired the weapon to become more proficient with different weapon systems.
(U.S. Marine Corps photo by Pfc. Larisa Chavez)
This belt-fed, air-cooled 40mm automatic grenade launcher has a cyclic rate of fire of 325 to 375 rpm. The weapon system operates on a blow-back system, which uses chamber pressure to load the next grenade, launching each round a maximum distance of 2,210 meters.
A sniper attached to Alpha Company, 1st Battalion, 6th Marine Regiment takes aim at insurgents from behind cover, during a firefight in Helmand province. Patrols have been increased in an effort to push the Taliban back and create a buffer for villages friendly towards coalition forces in the region.
(U.S. Marine Corps photo by Lance Cpl. James Clark)
The M110 Semi-Automatic Sniper System is mainly for multiple target engagements, firing 7.62x51mm NATO rounds. This highly accurate sniper rifle is a favorite on the battlefields of Afghanistan as it weighs just 15.3 pounds and has a muzzle velocity of 2,570 feet per second.
A Marine racks a round into his .50 caliber Browning M2HB on the training range at Camp Leatherneck in Helmand Province, Afghanistan.
This .50 caliber machine gun is the stuff of nightmares for NATO’s enemies as it’s terrorized the bad guys for years. This insanely powerful weapon system can be mounted in a turret or the back of an aircraft. This belt-fed machine gun has a max range of 2,500 meters and weighs approximately 127-pounds while attached to a TE (traverse and elevation) mechanism.
This anti-tank system can nail targets moving laterally at 45 to 50 miles per hour at a range of approximately 3,500 meters. What’s more impressive is that this weapon system has a 95-percent hit-to-kill ratio.
Former Navy SEAL commander Leif Babin knows that, as a leader, it can be difficult to keep an ego in check. But it’s necessary.
“As a leader, you’ve go to be decisive, you’ve got to make calls, you’ve got to be ready to step up and lead even in the most difficult circumstances,” he told Business Insider. “And yet, if you want to be the most effective leader, you absolutely have to be a follower as well.”
Babin was one of two platoon leaders reporting to Jocko Willink, who led US Navy SEAL Team 3 Task Unit Bruiser in the Iraq War. The two founded the leadership consulting firm Echelon Front in 2010, and their firm has worked with more than 400 businesses.
In their new book, “The Dichotomy of Leadership,” Babin shares a story of a mission that illustrates his point of how a leader must also be a follower.
During the 2006 Battle of Ramadi, Babin led a night mission where his SEALs were providing cover for Army soldiers and Marines. The late Chris Kyle, of “American Sniper” fame, was Babin’s point man. At one point, the team gathered on a roof to determine where they would set up a sniper overwatch. Babin and his leaders decided they would move to a certain building for that, but Kyle countered with a different selection that was not close to Babin’s choice.
Babin outranked Kyle, but he also recognized that Kyle had the most experience with sniper missions of anyone on the team, including himself.
“‘Leading’ didn’t mean pushing my agenda or proving I had all the answers,” Babin wrote. “It was about collaborating with the rest of the team and determining how we could most effectively accomplish our mission. I deferred to Chris’ judgment.”
It was a call Babin said turned out to be the right one, and led to a successful mission. In the book, Babin reflected on a moment when he was a fresh platoon leader, and a stubborn refusal to acknowledge a suggestion from a team member who was lower in rank but had more experience led to a failed training exercise. It was fortunate he learned the lesson before deploying.
“Had we gone with my initial choice — had I disregarded Chris and overruled him because ‘I was in charge’ — we would have been highly ineffective, disrupting virtually no attacks, and that might very well have cost the lives of some of our brethren,” Babin wrote.
This article originally appeared on Business Insider. Follow @BusinessInsider on Twitter.
Whelp. According to August’s Medical Surveillance Monthly Report submitted by the Pentagon, the Navy is officially the fattest branch of the Department of Defense at a whopping 22% of all sailors being obese. Not “doesn’t meet physical requirements” but obese. It’s still way below the 39.8% of the national average, according to the CDC, but still.
In case you were wondering, the Air Force is second at 18%, the Army (who usually takes this record) is at just 17%, and the Marines are at 8.3%. To be fair to every other branch, the Marines have the youngest average age of troops despite also taking the record for “most knee and back problems.”
But, I mean, the placement of your branch isn’t something to be proud of. If you compare the percentages to where they were at three years ago, and eight years ago, each branch nearly doubled their “big boy” percentage.
So yes. In case you were wondering… The military HAS gone soft since you left a few years ago.
Unlike the rest of the United States, the Navy’s Prohibition Era will likely never end. The early 20th Century trend away from the use of alcohol spread to the Navy in 1914 when Secretary of the Navy Josephus Daniels issued General Order No. 99, banning liquor aboard Naval vessels. It ended more than a hundred years of privilege and tradition.
While Americans learned from their mistakes by 1933 flooding the streets with booze, the Navy never did. But before they tipped the grog, they tipped their glasses one last time – often with those who would soon be their enemy.
Their enemy was in front of them the whole time.
For years, the Navy had been reducing the amount of alcohol aboard its ships already. Until 1899, sailors could even keep their own stocks of booze on the ships. When Daniels issued Order 99, the commanders of the Navy’s ships tried to sell off what they could of their great stores of liquor, but – amazingly – there was just so much of it and not enough buyers for it all. They couldn’t let all that hooch go to waste.
Each ship was about to use what was its stores of alcohol on the day before their ships were to be completely dry. Some of them got creative with just how.
“So I told the SecNav… *UUUUUUURP* get your g*ddamned*hands off me.”
There were parties, banquets, and even a funeral mourning the death of the tradition aboard the American vessels. Some of the ships, docked or stationed around Veracruz or occupying Mexican ports in 1914, even invited those from other countries to join them in their massive toast to the end of the tradition. British, French, German, Spanish, and Dutch naval officers and men began making their way to American ships to get a taste of the punch being slung by America’s force for good. The international house party would be one of the last times these European powers spent time together instead of trying to kill one another – World War I was going to kick off later that month.
Elsewhere around the world, U.S. naval forces held similar parties for their dear friend booze. But in 1933, even though the rest of the country voted liquor back into their lives, it did not find its way back to any ship’s stores.
Yelp is a great resource for finding a great restaurant or tourist destination, but it also features reviews from the military community of bases — and some of them are pretty hilarious.
Not every base is on Yelp and not every review is funny, but we looked at some that were and rounded up the ones that made us smile. Here they are (lightly edited for clarity):
Edwards Air Force Base, Edwards, Calif.
“Do you like dirt? If so, then this is the place for you! Have trouble finding your house already? Well make 20x harder because everything looks exactly alike! Enjoy loud noises and constant rumbling? Then Edwards is the place for you!” —Blake H.
Fort Hood, Killeen, Texas
“Fort Hood is a weird parallel universe where discipline, fitness, esprit de corps and pride of service do not exist. All of the worst things associated with ‘big army’ are in full force here. Be prepared to do some epically stupid things here ‘because that’s the way it’s always been done here’ hurr durr derp derp.
If your idea of military service is living in the world’s largest halfway house for violent offenders that happen to wear the same clothes, come on down. Come to the ‘great place’. Derp derp.” —Peter B.
Marine Corps Base Camp Pendleton, Oceanside, Calif.
“Welcome to the early 1960s mindset. The landscape resembles California from 100-200 years ago. Pendleton refuses to fully staff the entrance gates. Officers don’t work but just watch as traffic backs up hundreds of feet. Bored kid traffic cops cruise up and down Vandergrift stopping people on bogus invented charges. They don’t like the way your car looks, they stop you. Traffic laws are different than in the civilian United States. The list of illogical and arbitrary rules is endless.
It’s a small town and high school mentality. They escape to Oceanside where they can be free of their leaders and drink to forget. And look at women. The height of culture at Pendleton is Mcdonalds. Stores are staffed by rude incompetent workers. Both civilians and military gets treated like garbage.” —Buster H.
Fort Irwin National Training Center, Fort Irwin, Calif.
“When a Soldier joins the Army, he is given a canteen of Hooah. Throughout his career he splashes little bits of Hooah out, to get him through deployments and rough times. When he gets to Irwin, he dumps that canteen upside down and pours it out, and shakes out the last drops.” —Johnny S.
Minot Air Force Base, Minot, N.D.
“It’s pretty dull and as it is said, ‘Where all good leaders come to die.'” —Drew O.
Fort Bragg, Fayetteville, N.C.
“There are magical forests filled with trails into nothingness. There are inaccessible lakes that cater to no aspiring outdoorswoman/man. Everything lacks effort. The only feasible recreational area is Smith Lake…and it’s not even on Main Post.” —Christine A.
Marine Corps Air Ground Combat Center 29 Palms, Twentynine Palms, Calif.
“Have you ever heard the saying, ‘it could always be worse?’
29 Palms is the only exception.
Do you enjoy…
– waking up in a full body sweat
– being close to nothing
– an endless supply of sketchy people out and about during the night
– a brown, sandy, dusty scenery that lasts year round
If you are a military family, this place will…
– steal your souls
– destroy your family
– make your kids wish they could go back to where the came from, and eventually resent their parents
– make you resent yourself and the Marine corps for putting your family through such a horrible duty station
Video games are as much an artistic medium as any other form of entertainment. Some games have stories that are so well-crafted that they draw gamers into a believable, fictional world while they play. Add enticing gameplay on top of that mesmerizing story and you’ve got yourself one hell of a game.
The game casts you as Dr. Jonathan Reid, a doctor-turned-vampire in 1918 London. This leaves the player to navigate impossible moral choices, forced to decide between abiding to the Hippocratic Oath — to first do no harm — and succumbing to the bloodlust that comes with being a creature of the damned.
Players can decide to drain the blood out of every single character they meet — turning London into a giant vampire breeding ground — or they could join the side of the light, resisting the draw to feed at the cost of becoming weaker. All of the abilities and weaknesses in the game are true to established vampire lore.
The heavy focus on narrative storytelling falls directly in line with the developer’s other game, Life is Strange, which earned plenty of critical acclaim. But what’s going to make this game stand out from other vampiric offerings is that it has real history carefully woven into every fiber.
Originally, the game was supposed to be set in the 1950’s America, juxtaposing a demonic hunger with the happiness of a newfound suburban lifestyle. Instead, the developers decided to take the game to a place few others have gone: London during the summer of 1918 — just before the armistice was signed.
Stéphane Beauverger, the game’s narrative director, told Polygon,
“This war at the beginning at the 20th century is the root of so many things. It’s the beginning of communism. It’s the beginning of feminism. It’s the end of the old empires. Darwin has killed God. God is dead, now we know where we come from — it’s all genetic. It’s a brand-new era.”
This historical flare is evident from the very beginning of the game when you awaken from a mass grave. The corpses within the grave aren’t the result of warfare, but rather the Spanish Flu. The main character, Dr. Reid, is a combat medic who just returned from the front lines of the First World War. He is attacked by vampires who are using the widespread death caused by the pandemic to mask their lethal hunger.
In real life, this virus took its toll on humanity — far worse than the Black Death and The Great War itself. The Black Death took 75 million lives over a decade. The war took 18 million in four years. The Spanish Flu took somewhere between 50 and 100 million in just one year. Historians haven’t nailed down when or where this virus began, but the first known case was in Fort Riley, Kansas and it was quickly spread when American GIs rapidly deployed across the world.
The close quarters, the filthy living conditions, the idiotic decision to quarter live animals alongside men, and the generally terrible hygiene of troops in the trenches meant that a single cough could kill entire platoons. The poor handling of remains meant that the virus would quickly spread. Troops who contracted the flu were shipped to every other corner of the globe and, with them, the virus spread.
Most viruses are dangerous to infants, the elderly, and people with weakened immune systems. Because the Spanish Flu attacked lungs and bloodstream, it was lethal even to young, healthy adults. So, how did they treat this horrific ailment in real life? Blood transfusions — which brings us right back to the video game about vampires. Dr. Reid was, according to the game, one of the world’s most renown blood doctors before becoming a vampire.
The game also plays with the disillusionment of the common folk. Each and every character that roams the streets of London has their own thoughts, goals, and lifestyle. It’s up to you, as both a healer and a feeder, to discover their stories — either by befriending them or consuming their very essence.
In 1918, the world was ripe with social and political revolutions. In game, some citizens show communist sympathies while others are proponents of the first-wave feminism, which was born after women took more direct agency of their lives in the absence of nearly all the country’s men.
Vampyr is an expertly crafted game that is definitely worth picking up for both fans of the occult or history in general.
Women have played a part in war and the military ever since the birth of our nation, whether it be disguising themselves as men to secretly join the Army during the Civil War, tending to the wounded on the battlefield as nurses in WWII, or, more recently, taking up arms alongside their brothers in combat positions.
Elsie Ott, for example, made a name for herself in the world of flight nursing. Ott was born in 1913 in Smithtown, New York, and attended nursing school at Lenox Hill Hospital School of Nursing in New York City right after high school.
It was 1941 when Ott joined the Army Nurse Corps, and she became a true trailblazer for women in the military. She was commissioned as a 2nd Lt. and stationed in Louisiana and Virginia before flying on a mission that would make history.
Take Elsie Ott, for example, who was one such woman that made a name for herself in the world of flight nursing. Ott was born in 1913 in Smithtown, New York, and attended nursing school at Lenox Hill Hospital School of Nursing in New York City right after high school.
It was 1941 when Ott joined the Army Nurse Corps, and she became a true trailblazer for women in the military. She was commissioned as a 2nd Lt. and stationed in Louisiana and Virginia before flying on a mission that would make history.
During WWII air evacuation of casualties was in its infancy and procedures, as well as training of flight nurses, was not perfected. Before aeromedical evacuation, the injured would have to wait weeks and often months, to be sent back home to the U.S.
The Army Air Corps started to spin up a program for flight nurses in 1941 in order to aeromedically evacuate patients from the field.
Ott had never even been on an airplane, nor had training on the aircraft when she was assigned to fly a week-long mission. On Jan. 17, 1943 the flight originated in Karachi, India, and was to fly to Walter Reed Medical Center in Washington, D.C. Five patients were assigned to the flight and Ott was only given a simple first aid kit to care for all of them.
It was a week later when Ott reached Walter Reed with the patients, all of them alive and well. She made sure to take detailed notes throughout her journey to improve the procedures and training for future flight nurses. Some of the suggestions she noted included, oxygen bottles, blankets, more medical supplies, and a change of uniform from skirts to pants.
Above, Army nurses tend to patients on aircraft.
Ott’s contributions didn’t go unnoticed and were used to improve aeromedical evacuation processes, to this day. Two months after her groundbreaking first flight she was awarded the U.S. Air Medal. She was the first woman in U.S. Army history to obtain such and honor.
Brigadier General Fred Borum presents the Air Medal to 2nd Lieutenant Elsie Ott
(Photo by the U.S. Air Force).
Due to Elsie Ott’s unwavering persistence while caring for her patients and individual contributions, flight nurses today can give their patients the highest level of care in the air while returning them safely home.
The best war movies are oft-told tales of heroes or of strange and surprising history. To revisit these scenes is to be reminded of these stories and the heroes that made them real.
But we all realize that many of these stories are exaggerated or changed slightly to be more dramatic – and we end up liking the new history better. And sometimes as we watch we are reminded that we haven’t properly honored those who starred in the real-world events. Other times, the movie makes us revisit what’s happening in our own lives.
1. ‘Lawrence of Arabia’ changes bedouin quality of life.
When Peter O’Toole was filming “Lawrence of Arabia,” his rear end was sore from his camel’s saddle. During the scene where T.E. Lawrence assists Arabs in capturing the Red Sea port city of Aqaba, O’Toole used a rubber sponge under his saddle to ease the pain.
To be fair, that looks terribly painful. So it’s totally understandable that the Bedouins hired as extras began using the sponge in their daily lives. #spongeworthy.
2. A film propels an actor into the annals of history.
The 1938 Russian movie “Alexander Nevsky” is about a Russian knight who defeated a superior Swedish army on the river Neva in 1240.
During WWII, the Soviet Union awarded the Order of Alexander Nevsky to tens of thousands of Red Army officers for heroism. The medal features the image of Nevsky – except no one ever knew what Nevsky looked like.Instead, the image on the medal was that of Nikolai Cherkasov, who portrayed Nevsky in the movie.
3. Rhodes gets a colossal new name.
A bay on the Greek island of Rhodes is now named after American actor Anthony Quinn, after his stunning performance in “the Guns of Navarone.”
Quinn plays a Greek resistance fighter in WWII in the film, but he actually spent much of WWII in Albania – organizing resistance fighters.
4. The church of the 82nd Airborne is in France.
After “The Longest Day” hit theaters in 1962, the parishioners of the Sainte-Mère Église church featured in the film constructed an effigy of Pvt. John Steele hanging from the church tower. The real Steele (portrayed in the film by Red Buttons), actually landed on the church’s bell tower on D-Day.
5. “The Battle of Algiers” becomes a COIN training film.
In 2003, the American Directorate for Special Operations and Low-Intensity Conflict screened the 1966 film to the U.S. military’s top commanders at the Pentagon.
The briefing was a called “how to win a battle against terrorism and lose the war of ideas.” A big jump for a film that was once banned in many places in the world.
6. Gunny Hartman gets Staff Sgt. Ermey a promotion.
Years after he retired from the Marine Corps, R. Lee Ermey was promoted to Gunnery Sergeant. The reason was his performance as Gunnery Sgt. Hartman in Stanley Kubrick’s “Full Metal Jacket” was so iconic, the Corps thought it only fitting to make the rank fit the man.