This past week was a special anniversary for Americans.
We observed the 75th anniversary of the battle of Iwo Jima, and specifically, on Feb. 23, we honored the 75th anniversary of the raising of the flag and the immortal photo taken by Joe Rosenthal.
Around the country, there were special celebrations to honor the men who served in that ferocious and terrible battle. Many politicians, notable figures and average Joe’s took to social media to honor the men who fought and died on Iwo.
With the passage of time, there are fewer and fewer men who fought on the volcanic rock, so events honoring them get more and more special.
Medal of Honor recipient Woody Williams was honored at a Washington Capitals game over the weekend. Williams, who earned Medal of Honor as a flamethrower on Iwo Jima, was showered with applause and adulation by the Capitals fans, players and members of the opposing team, the Pittsburgh Penguins. Williams is the last recipient living of the 27 men who were awarded the Medal of Honor for bravery during Iwo Jima.
Watch Williams being honored at the game:
Williams took to Twitter (yes, Medal of Honor Iwo Jima vets have Twitter too) to express his excitement of being at the game.
Williams, aged 96, shows no sign of stopping. He will be giving a TEDx talk this March at Marshall University.
While many other events took place around the country, a very special commemoration took place in California.
Twenty-eight Iwo Jima veterans and members of the Iwo Jima Commemorative Committee posae for a picture after an event commemoratiing the 75th annivesary of the World War II Battle of Iwo Jima at Marine Corps Base Camp Pendleton, Calif., on Saturday, Feb. 15, 2020.
Camp Pendleton hosted a reunion of over two dozen Iwo Jima veterans last week. Over the course of three days, the Iwo Jima Commemorative Committee held events on Pendleton to honor the men that fought there. Sadly, the Marine Corps put out a statement saying that this would probably be the last formal event as fewer and fewer veterans are alive and in shape to travel.
But as they say, tell that to the Marines.
“It’s very special to be a part of this ceremony,” said William “Bill” Wayne, an Iwo Jima veteran whose fellow Marines of Easy Company, 2nd Battalion, 28th Marines, 5th Marine Division, raised the flag on Mount Suribachi. “I get a real kick out of coming and seeing everyone and talking to the young Marines.”
While more soldiers died of disease than from battle injuries during the Civil War, a three-page document written by P.J. Horwitz, the surgeon general of the Union’s Navy, proves that many members of the medical corps had little idea of how to treat a gunshot wound at the war’s start. Part of the online exhibition “Passages Through the Fire: Jews and the Civil War,” put together by the Shapell Manuscript Foundation, Slate shared a transcript of Horowitz’s “rudimentary advice” in regards to handling injuries caused by bullets on the battlefield.
If the wound is produced by a musket ball, the patient will generally first feel a slight tingling in the part, and on looking at the seat of injury perceive a hole smaller than the projected ball, generally smooth lined, inverted and the part more or less swelled, and on examining further, if the ball has made its exit there would be found another opening, which unlike the other will have its margin everted and ragged.
Should the patient present radical symptoms of injury, one of the first things to be done is to stop the hemorrhage, if there be any, and then carefully examine the wound to see that no foreign body is lodged there in, and then after bathing the flesh in cold water, apply to the wound a piece of lint on which may be spread a little cerate, and attach it to the parts by adhesive or if the surgeon prefers it he can dip a little lint in the patient’s blood and in the same manner apply it to the part, and then put the part at rest, and treat the local and general symptoms as they arrive.
American ground fighters must overmatch any potential adversary, now and in the future, the leaders of the Close Combat Lethality Task Force said April 11, 2018.
Robert Wilkie, the undersecretary of defense for personnel and readiness, and retired Army Maj. Gen. Robert Scales, who serves on the task force’s advisory board, spoke about the effort at the Association of the United States Army’s Sullivan Center. The effort looks to improve the lethality of Army, Marine Corps and special operations light infantry units, and it is personally being pushed by Defense Secretary James N. Mattis.
Scales said the reason behind the task force comes down to three numbers: Ninety, four, and one. Ninety percent of Americans killed in combat are infantry, he noted. “They constitute four percent of uniformed personnel and receive just one percent of the DOD budget for training and equipping,” Scales said.
The United States maintains combat overmatch in every other portion of the battlefield — air, sea and space — yet the small infantry unit, the unit most likely to be under fire, is the one that comes closest to a fair fight with an enemy, Scales said. Success in ground combat “lies not just with technical superiority, but with the human dimension,” Wilkie said.
(U.S. Air National Guard photo by Master Sgt. Matt Hecht)
“There is nothing more important than focusing our energies now on developing and nurturing the unique capabilities of human performance,” he added. “That means bringing fresh vigor, renewing our sense of urgency and enhancing the lethality of our front-line Army and Marine Corps units.”
Success comes from repetition, training
The task force will look at how the services select the right people for this crucial job, and what the services need to do to retain them. It also will examine how the services judge fitness and provide fitness. “Finally,” Wilkie said, “do we understand, as do our greatest athletic leaders, that success comes with constant repetition and training?”
Some aspects do not require legislation or extra money. Willke said the Army personnel system can be changed to keep units together and allow infantry personnel to bond with their unit mates. Programs can also be put in place so soldiers and Marines are actually training with their units and not performing an ancillary duty.
“Every plane and ship we purchase comes with sophisticated simulators to train personnel to overcome every conceivable contingency,” Wilkie said. “We would not buy a plane of a ship that was not packaged along with that technology. But we don’t do that for our ground forces.”
But it can be done, he added, and when combined with exercises at Fort Irwin’s National Training Center, the Marine Corps Air Ground Combat Center in California, or at the Joint Readiness Training Center at Fort Polk, Louisiana, this training can be invaluable with keeping infantry alive.
Wilkie and Scales said the task force will also look at weapons, protective systems, communications gear, unmanned tactical systems, doctrine and many other issues as it continues its work.
And all this will be done quickly, both men said, noting that Mattis is intensely interested in seeing this program succeed.
The “Charge of the Light Brigade” has become shorthand for a military disaster, especially one that is filled with heroics but is still a catastrophe. In the actual Charge of the Light Brigade, approximately 670 men rode into the teeth of Russian artillery because their officers didn’t understand their orders and didn’t want to talk to one another.
Yes, one of history’s most famous military failures was caused by officers who couldn’t get along.
The Crimean War was fought by Britain, France, Sardinia, and the Ottoman Empire against Imperial Russia between Oct. 1853 and Mar. 1856. The Battle of Balaclava in late 1854 took place in a mountainous area. Two valleys, known as the North Valley and the South Valley, ran east-to-west across the battlefield and were split by the Causeway Heights which contained a road.
The road was key to the movement of supplies and communications for the allied forces and the Turks were constructing redoubts to guard it. On Oct. 25, the Russians attempted to capture the road and the incomplete redoubts. A large cavalry force bore down on the Turks who retreated soon after.
The British commander, Lord FitzRoy Somerset, the First Baron of Raglan, saw this take place from his headquarters to the west of the valley. Lord Raglan sent orders for British infantry to move from the hills into the valley and for the British cavalry, who were camped in the valley, to move against the Russian cavalry.
The British cavalry Heavy Brigade under Lord George Bingham, Earl of Lucan, managed to turn the Russian attack and even sent the Russians past the Light Brigade, but the Light Brigade failed to attack the exposed Russians. The Russian cavalry dropped back to the abandoned Turkish redoubt and began attempting to capture the naval guns positioned there.
The British senior commanders were angry that the Light Brigade’s commander, Lord James Brudenell of Cardigan, had failed to attack and were worried about the potential loss of valuable cannons. Lord Raglan sent orders for the cavalry to attack the Russians before the Russians could carry away the guns. Since the infantry was still making its way to the valley, the cavalry would be on their own.
Lord Raglan wishes the cavalry to advance rapidly to the front – follow the enemy and try to prevent the enemy carrying away the guns. Troop Horse Artillery may accompany. French cavalry is on your left. R Airey. Immediate.
This would have been a valuable use of cavalry in what was an accepted practice at the time. Cavalry riding against artillery would have been able to close the gap between themselves and the enemy guns quickly, giving the enemy just enough time for one or two shots from the cannons. Once the cavalry reached the guns, they could have cut the gun crews to ribbons with their sabers.
Even better for the British, these were Russian cavalrymen retreating with Turkish guns. Chances are, they wouldn’t have attempted to fire the cannons at all, abandoning them or dying in their attempt to remove them.
But, Lord Raglan worded his orders with the assumption that Cardigan knew the Turkish cannons were being carried away. From their positions on the valley floor, neither Cardigan nor Lucan could see the former Turkish positions. When the order to attack came, they didn’t know what Russian guns they were being told to attack.
This is where a quick conference between the commanders or clearly written orders would have saved everything. But Raglan and Airey provided unclear orders and the courier who carried the orders may have indicated the wrong target for attack. Cardigan and Lucan, the two cavalry commanders, hated each other. (Cardigan had married Lucan’s sister but the couple later separated, embarrassing Lucan.)
So, Lucan simply passed the order to Cardigan and the cavalry mounted for an attack. Instead of attacking the retreating cavalry and regaining the Turkish naval guns, Cardigan led the Light Brigade into the North Valley in an attempt to attack Russian artillery at the eastern end of it.
The attacking cavalrymen made it most of the way through the valley in two ranks before the Russians opened up with the 30 cannons in the main battery. Immediately after those cannonballs punched holes through the lines, additional Russian artillery placed on either side of the valley fired into the still-charging cavalrymen. Then, Russian infantry that was formed in ranks on the hill added musket fire to the mix.
The Heavy Brigade was behind the Light and realized that the attack into the Northern Valley was a mistake. Lucan turned the Heavy Brigade around as the Light Brigade continued charging in. Despite heavy losses, the Light Brigade made it to the Russian guns and infantry ranks and began slicing through their enemies.
Surprisingly, the Charge of the Light Brigade was costly but initially successful.
They pushed past the cannons and forced a massive retreat of panicked Russians.
The Light Brigade formed up and were preparing to kill the rest of the gun crews and advance when they realized that the Heavy Brigade had not followed them in. Without the Heavy Brigade, the British were vastly outnumbered. With the Russians forming up for a counterattack, the Light Brigade was forced to retreat back through the valley.
The retreat of the Light Brigade was soon interrupted by Russian cavalry attacks that attempted to hold them in the valley. As the horsemen on each side clashed, Russian artillery crews that had withdrawn from their guns returned to position and began firing grapeshot and cannon into the Light Brigade, killing more men and horses.
Luckily for the English, the French cavalry took it upon themselves to attack Russian positions on the north side of the valley, reducing the cannon fire coming down.
Still, of the approximately 670 men who rode forth with the Light Brigade, 110 were killed and 160 wounded. The brigade also lost 375 horses and the Turkish guns were captured from the hills and later paraded by the Russians in Sevastopol.
It’s going to take at least $7,400 for one Marine to return home with the little puppy he rescued from razor-sharp concertina wire in his remote Afghanistan forward operating base about a year ago.
Sox has not left “Captain Dave’s” side since he helped her. She’s even followed him on missions, according to the organization Guardians of Rescue. Dave’s full name has been withheld at his request for safety reasons for his family back home, the organization said.
But once Dave’s deployment ends early next year, Sox will be left alone to fend for herself and faces an uncertain future. The one-year-old dog has already been whipped by a local during a recent patrol when she wandered too far from the unit, the Marine said, according to the organization.
“The bond I have with Sox is something I didn’t expect, but I just can’t leave her behind,” he said in a news release from Guardians of Rescue. “If I don’t bring her home with me, I am afraid I’ll always regret it and wonder about what happened to her.”
So, he turned to the organization to help him bring Sox home with him. Staff with the nonprofit say they have helped many service members since 2010 with the expensive and complicated process of bringing their rescue dogs home from deployment. Guardians of Rescue also helps troops provide for the future of contract working dogs, which rotate to different handlers and do not belong to a specific military unit.
Sox the puppy was rescued from concertina wire last year in a forward operating base in Afghanistan.
(Guardians of Rescue)
The goal is to raise ,400 by Christmas. As of mid-Tuesday, almost id=”listicle-2641655011″,700 has been raised since the online fundraiser began a couple days before.
This would pay for Sox’s vaccinations, 30-day quarantine, transportation to the U.S. and shelter until Capt. Dave returns to the U.S.
“I wish it was easy, I really do,” said Robert Misseri, founder of Guardians of Rescue, in a statement. “Years ago, when there was way more freedom over there and way more troops, it was a little easier, but now that has changed since the wind down.”
That’s why it’s valuable to have the Nowzad shelter in Kabul helping, Misseri said. Otherwise, his nonprofit has to coordinate all the travel and care with individuals on the ground.
“Let’s give Sox and Dave a very special holiday this year,” Misseri said. “If anyone wants to give a Christmas gift to an overseas service member, this is the perfect gift. This is the way to give back.”
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 beat of the Native American drums reverberated through the halls of the clinic as Crow Nation drummers proudly sang a war song. The ceremony began with a Crow Nation prayer and the presentation of colors.
Hundreds were on hand to witness the long-awaited renaming ceremony of the Billings clinics for World War II Veterans Dr. Joseph Medicine Crow, the last member of the Crow Tribe to become a war chief, and Benjamin Steele.
The Community Based Outpatient Clinic was renamed in honor of Medicine Crow and the Community Based Specialty Clinic was renamed in honor of Steele at the ceremony in February.
Shirley Steele beamed with pride while talking about her late husband. He was born and raised in Roundup, Mont., and joined the U.S. Army Air Corps in 1940. He was a Bataan Death March survivor and prisoner of war for more than three years. He died in September 2016 at the age of 98.
Tiara Medicine Crow, granddaughter of Joseph Medicine Crow, a Bronze Star holder, talked about her love of her grandfather and all that he meant to the Crow Nation.
A.J. Not Afraid, grandson-in-law of Joseph Medicine Crow and chairman of the Crow Nation, spoke to his history and accomplishments.
A.J. Not Afraid and a child performer attended the ceremony in traditional Crow Nation dress.
Joseph Medicine Crow was born on the Crow Indian Reservation in eastern Montana. He earned a master’s degree from the University of Southern California in 1939. Medicine Crow was the first member of his tribe to attain that level of education. Medicine Crow joined the U.S. Army in 1943. He received the Presidential Medal of Freedom for his service. He died in April of 2016 at the age of 102.
The photo at the top of this story is of Not Afraid and Shirley Steele.
The Air Force basically owned the market on drones for decades, so it must’ve come as quite the shock last year when the Super Bowl LI light show featured a few hundred drones making beautiful designs in the sky, eclipsing the best of the Air Force’s drone choreography (but falling well short of the Air Force’s best light shows).
The men and women at Travis Air Force Base got to enjoy a similar light show on July 5, though, when Intel brought their drones to the installation for a special Independence Day Celebration. We’ve got some photos from the event below.
. . . [Captain] Fraser opposed an Assistant Secretary of the Treasury, and this official’s hostility proved fatal to the Captain’s long career: by an arbitrary abuse of power, the administration in 1856 revoked his commission summarily. Both indefensible and stupid, this action resulted wholly from personal animosity and cost the government one of the most far-sighted and loyal men who ever sailed in the Revenue-Marine. Capt. Stephen Evans, U.S. Coast Guard, retired. “The United States Coast Guard: A Definitive History”
As the quote above indicates, Capt. Alexander Vareness Fraser, first commandant of the service, was a visionary and a man of character. During his four years as head of the U.S. Revenue Cutter Service, he did his best to professionalize and modernize the service. Many of his innovations were ahead of their time taking place decades after he tried to implement them.
Fraser was born in New York, in 1804, and attended the city’s Mathematical, Nautical and Commercial School. In 1832, he applied for a commission with the U.S. Revenue Cutter Service. President Andrew Jackson signed his commission as second lieutenant aboard the cutter Alert. Fraser served as boarding officer when the service ordered his cutter to Charleston during the infamous “Nullification Crisis” in which South Carolina officials defied federal law requiring merchant ships arriving in Charleston to pay tariffs. During this event, political tempers cooled and a national crisis was ultimately averted.
After the Nullification Crisis, Fraser was offered command of a merchant vessel destined for Japan, China and the Malayan Archipelago. Upon his return two years later, Fraser received appointment as first lieutenant aboard the Alert. Soon thereafter, Congress passed a law authorizing revenue cutters to cruise along the coasts in the winter months to render aid to ships in distress. Fraser returned to New York before any cutters actually started this new duty, and he applied for it, taking command of the Alert when its captain was too sick to go to sea. He spent three years performing this mission, becoming the first cutter captain to carry out the service’s official search and rescue mission.
(U.S. Coast Guard Collection)
In 1843, Treasury Secretary John Spencer created the Revenue Marine Bureau to centralize authority over the cutters within the department and appointed Fraser head of the Bureau. As head of the service, Fraser busied himself with all financial, material and personnel matters concerning the revenue cutters. During his first year in office, he assembled statistics and information for the service’s first annual report and he outlawed the use of slaves aboard revenue cutters. He instituted a merit-based system of officer promotion by examination before a board of officers. He also began the practice of regularly rotating officers to different stations to acquaint them with the nation’s coastal areas. He tried to improve the morale of the enlisted force, raising the pay of petty officers from $20 a month to $30; however, he also prohibited the drinking of alcohol onboard cutters. He made regular inspection tours of lighthouses and tried to amalgamate the Lighthouse Board with the Revenue Marine Bureau, a merger that finally occurred nearly 100 years later. With construction of the 1844 Legare-Class cutters, Fraser introduced the service to iron hulls and steam power. However, these hull materials and motive power were experimental at the time and the new cutters proved unsuccessful.
(U.S. Coast Guard Collection)
In November 1848, Fraser completed his four-year tenure as commandant. He asked for command of the new cutter C.W. Lawrence on a maiden voyage that would round Cape Horn bound for the West Coast. This journey placed him in charge of the first revenue cutter to sail the Pacific Ocean. The Lawrence arrived at San Francisco almost a year after departing New York and, during this odyssey, Fraser took it upon himself to educate his officers in navigation and seamanship much like the Revenue Cutter Service School of Instruction did after its founding in 1876. Unfortunately, all of these trained officers resigned their commissions when they reached California to join the Gold Rush.
On the San Francisco station, Fraser had an exhaustive list of missions to perform with a crew depleted by the lure of gold. He not only enforced tariffs and interdicted smugglers; he provided federal law enforcement for San Francisco, relieved distressed merchant vessels and surveyed the coastline of the new U.S. territory. Fraser had a busy time with 500 to 600 vessels at anchor in San Francisco harbor, many with lawless crews. There were no civil tribunals to help with law enforcement, so Fraser did his best to enforce revenue laws while aiding shipmasters in suppressing mutiny.
(U.S. Coast Guard Collection)
After completing his assignment on the West Coast, Fraser returned to New York City. There, he was suspended and investigated on the charge of administering corporal punishment in San Francisco. The case was unsuccessful so he retained his captaincy in New York. In 1856, the merchants of New York decided they needed a new cutter because the port had become such an important commercial center. Fraser favored building a steam cutter and visited Washington to lobby for new construction. Congress appropriated funds for the steam cutter Harriet Lane, which later earned fame in the Civil War.
Because Fraser had lobbied Congress directly, without permission from the Department of the Treasury, his commission was revoked in 1856. He went into private business in New York as a marine insurance agent, but he retained a sincere interest in military service. He applied for reinstatement in the service during the Civil War and, in 1863, President Abraham Lincoln signed a captain’s commission for Fraser. By then, however, personal matters intervened and Fraser regretfully declined the appointment. He died in 1868 at the age of 64 and was laid to rest in a Brooklyn cemetery.
Fraser introduced the service to professionalization, new technology and moved a reluctant service toward reforms and innovations that would take place long after his death. As the first commandant, Fraser’s foresight and enlightened leadership set the service on course for growth and modernization. He was a true seaman, a visionary and a member of the long blue line.
The eighth chapter is finally here and this time it’s directed by Thor: Ragnarok’s Taika Waititi – and it’s everything you thought a Star War directed by Taika Waititi would be. Everything we hoped it might be.
Even the scout troopers got a touch of personality in this episode. Consider this your spoiler warning.
With an appearance by Jason Sudeikis and Adam Pally.
In this chapter of The Mandalorian, we learn a lot about Our Mandalorian. After we learn the scout troopers have murdered Kuiil and taken the Yoda Baby. We see one of the troopers actually punch the Yoda Baby before getting murdered themselves by the avenging nurse droid, IG-11. Back in the city, we find the heroes still trapped by a legion of Stormtroopers, led by everyone’s favorite villain Giancarlo Esposito, Moff Gideon, who gives them until nightfall to decide if they’re going to cooperate with the Imperial leader’s demands.
IG-11 rides into town like a one-droid army on a speeder bike, dropping stormtrooper bodies all over the streets until he reaches the square where our heroes are pinned down. IG, with the Yoda Baby on his back, continues his rampage as our pinned-down heroes break out of the building. Our Mandalorian even picks up an E-Web Heavy Repeating Blaster that looks like something Carl Weathers might have used in Predator.
But before this amazing gunfight takes place, we learn a lot about our heroes – from Moff Gideon. It turns out the Moff was more than just an Imperial leader, but was part of an intelligence network. He knew the names of Cara Dune, and that she was from Alderaan, which explains why she hated the Empire so much. We also learn Our Mandalorian has a name, Din Djarin and he wasn’t born on Mandalore. In fact, Mandalorian isn’t even a race, it’s a creed. More importantly, we learn how Our Mandalorian became Mandalorian and why the Yoda Baby means so much to him.
In a flashback, we learn Djarin’s village and his parents were massacred by B2 Super Battle Droids when he was a boy. Just before meeting his own death at the hands of these droids, the young Djarin is rescued by a band of Mandalorian warriors who destroy the droids and carry the young boy off, presumably to Mandalore. Back on Nevarro, however, things look grim for our heroes.
Until the Yoda Baby comes into play.
“I’ma stop you right there.”
Moff Gideon critically wounds Our Mandalorian by shooting the power cell of the E-Web blaster. He is rescued by his compatriots but they are once again trapped in the building with certain death outside. As Our Mandalorian lays dying, he refuses Dune’s help as it would require removing his helmet. IG-11 opens the sewer grate right as an Incinerator Stormtrooper walks in to blast the room. Instead of burning the room, however, the flames blast him right out the door, thanks to the Yoda Baby, who stepped up to defend his injured father. Once all the humanoids are in the sewer, IG-11 convinces Djarin that since the droid is not alive, he can take his helmet off to receive medical treatment and for the first time, we see our antihero’s face.
Once healed and looking for the Mandalorians in the sewer, they instead find the remnants of their armor. The remaining Mandalorians had been hunted or killed after the Imperials arrived, though some may have escaped. The Armorer survived, however, and after hearing about the Yoda Baby’s strange powers, tells Djarin about the Jedi. Unable to determine the baby’s race, Karga reminds Djarin that his mission will now be to raise the baby or find his home world – reminding him that “this is the way.”
She also give him his earned signet. Oh, and a jetpack called “Rising Phoenix.” She tells them the way out and covers their exit with the dopest slaughter of stormtroopers seen in the Star Wars universe since IG-11 and the Yoda Baby in the town square fifteen minutes before.
Can we talk about this most brutal stormtrooper kill?
Our heroes make their way down a river of lava, thanks to a boat propelled by a droid. IG-11 sacrifices himself so that the group isn’t killed by a platoon of stormtroopers waiting to ambush them, and then Mando takes on Moff Gideon flying a TIE Fighter, thanks to his handy new jetpack. Every thing is reset for season 2, as Cara Dune decides to stay on Nevarro and become a member of the Guild and Karga forgives Mando, offering him the choice picks of the bounty hunter jobs.
But our Mandalorian is now a full warrior, with a mission. He returns to his ship and flies into the sunset, presumably determined to find the Yoda Baby’s home.
Since it was announced that Spider-Man would no longer be a part of the MCU, fans around the world have been devastated by the thought of the web-slinger no longer getting to fight alongside Thor, Doctor Strange, and the rest of the Avengers gang. However, it turns out at least one person is happy to see Peter Parker return to Sony Studios, as Joan Celia Lee, the daughter of Marvel Comics legend Stan Lee, called out Marvel for failing to respect her dad and the career he built.
“When my father died, no one from Marvel or Disney reached out to me,” Joan told TMZ. “From day one, they have commoditized my father’s work and never shown him or his legacy any respect or decency. In the end, no one could have treated my father worse than Marvel and Disney’s executives.”
It’s not entirely clear what Joan is referring to beyond Disney and Marvel not reaching out to her after her father’s death in November 2018 but it is abundantly clear that she feels the studios mistreated her dad. She also showed her support for Sony Studios getting another shot at bringing Spider-Man to the big screen.
“Marvel and Disney seeking total control of my father’s creations must be checked and balanced by others who, while still seeking to profit, have genuine respect for Stan Lee and his legacy,” she said. “Whether it’s Sony or someone else’s, the continued evolution of Stan’s characters and his legacy deserves multiple points of view.”
This article originally appeared on Fatherly. Follow @FatherlyHQ on Twitter.
Chesty XIV is all grown up and headed into the retired life— and you might now see the adored English bulldog skateboarding around the nation’s capital.
After five years of service, the Marine Corps’ mascot transferred his responsibilities to a younger model on Aug. 24, 2018, during a ceremony at Marine Barracks Washington. Col. Donald Tomich, the barracks’ commanding officer, presided over the sergeant’s retirement ceremony.
The bulldog’s owner told NBC she planned to purchase a skateboard for the retired mascot, who finally gets to relax those strict Marine Corps standards in retired life.
“All the things I would not let him learn how to do because he might embarrass the Marine Corps, he’s going to learn how to do them,” Christine Billera told NBC News.
Chesty XIV grew into his responsibilities during his time at 8th and I. That included lots of nights on the parade deck in miniature dress blues or attending other events in the Washington, D.C. area in his service or utility uniforms.
Cpl. Chesty XIV stands over Chesty XV wearing a Campaign Cover at Marine Barracks Washington, March 19, 2018.
(Marine Corps Photo by Lance Cpl. Taryn Escott)
“When he was young, he was feisty and energetic just like most Marines are when they come out of recruit training,” Gunnery Sgt. Aaron Calderon, the drill master at 8th and I, told NBC Washington. “As he progressed and got a little bit older, he brought that wisdom, knowledge and experience.”
The service’s canine mascots are named for revered Marine Lt. Gen. Lewis Burwell “Chesty” Puller, who earned five Navy Crosses while serving nearly four decades in the Corps.
Pvt. Chesty XV, who arrived at the Barracks as a 10-week-old puppy in March 2018, has completed his entry-level training, where he was even issued his own physical-training safety belt. The private will immediately begin representing the Marine Corps at ceremonial events in the nation’s capital.
Not everyone was ready to see the service’s 14th canine mascot go. Sgt. Chesty XIV will always be remembered at 8th and I, Calderon told NBC Washington.
Others thought the English bulldog might’ve been skirting his weight standards and dodging PT during his last days on active duty.
“Time to retire when you can’t button that uniform,” one Facebook user joked.
This article originally appeared on Military.com. Follow @militarydotcom on Twitter.