The mysterious plane hijacker known as “D.B. Cooper,” who has eluded authorities for more than 45 years, was an ex-military paratrooper from Michigan who boasted about the daring heist to a friend, a publisher plans to reveal May 17, 2018.
Michigan publisher Principa Media says Cooper was former military paratrooper and intelligence operative Walter R. Reca, and Principa worked with Reca’s best friend, Carl Laurin, in compiling the evidence. While the publisher did not disclose if Reca was still alive, an obituary online lists Reca, of Oscada, Mich., as having died in 2014 at the age of 80.
“Evidence, including almost-daily discussions over a 14-year period and 3+ hours of audio recordings featuring the skyjacker, was compiled by Reca’s best friend. It was then analyzed by a Certified Fraud Examiner and forensic linguist,” the publisher said in a news release. “The audio recordings, created in 2008, include Reca discussing skyjacking details that were not known to the public prior to the FBI’s information release in 2015.”
The publishing company worked with Laurin for the memoir “D.B. Cooper & Me: A Criminal, A Spy, My Best Friend,” and plans to present evidence at a press conference on Thursday in Grand Rapids linking the crime to Reca. Evidence includes:
Witness testimony from an individual who spoke with Reca within an hour of his jump
Documentation concerning how the $200,000 in stolen cash was spent
Confessions from Reca to two individuals at two different times
An article of clothing Reca wore during the jump
In 1971, on the night before Thanksgiving, a man calling himself Dan Cooper, wearing a black tie and a suit, boarded a Seattle-bound Boeing 727 in Oregon and told a flight attendant he had a bomb in a briefcase. He gave her a note demanding ransom. After the plane landed he released the 36 passengers in exchange for $200,000 in ransom money and parachutes. The ransom was paid in $20 bills.
The hijacker then ordered the plane to fly to Mexico, but near the Washington-Oregon border he jumped and was never seen or heard from again.
In one of the audio recordings provided by the publishing company, Laurin is heard asking Reca about how he felt going through life knowing he was D.B. Cooper and if he ever had second thoughts about the heist.
“Never even a second thought,” Reca says.
After the heist, Reca said he put the money in the bank, and that he had “family to take care of” before jobs “overseas” came up. The daredevil said he treated it as any bank heist.
“It was no [big] deal really, it was done,” Reca is heard saying. “It was done, and I lived through it.”
After the skyjacking, Reca later became a high-level covert intelligence operative, according to the publishing company.
Reca possessed skills to survive jumping out of the plane because he was on the Michigan Parachute Team, according to the publisher. He attended the team reunion in 2000 and was pictured in a photo released by the publisher.
Despite the claims of the publishing company, the FBI has never ruled out the possibility that the hijacker was killed in the jump — which took place during a rainstorm at night, over rough, wooded terrain. The hijacker’s clothing and footwear were also unsuitable for a rough landing.
Over the years the most lasting image of Cooper, who became somewhat of a legend, may be the two sketches the FBI released of the suspect.
Many investigators have come forward with their theories for who the infamous hijacker may be. In early 2018, the leader of the private investigative team who has spent years trying to crack the D.B. Cooper hijacking case claimed he believes the mysterious criminal was a CIA operative whose identity has been covered up by federal agents.
Thomas Colbert, a documentary filmmaker who helped put together the 40-member team, said in January 2018, his team made the connection from work a code breaker uncovered in each of the five letters allegedly sent by Cooper.
Since January 2018, the FBI has released more than 3,000 documents to Colbert’s team investigating the hijacking. The FBI said in court papers that it has more than 71,000 documents that may be responsive to Colbert’s lawsuit.
This article originally appeared on Military.com. Follow @military.com on Twitter.
No other soldier in American history has ever come close to earning the level of respect dutifully given to Lieutenant Audie Murphy. To date, no other soldier has managed to earn every single award for valor — including the Medal of Honor, two Silver Stars, and three Bronze Stars.
His legendary story has humble beginnings — he was a 5’5″, 17-year-old kid from Texas who tried to enlist with every branch and wasn’t admitted until he falsified his age to get into the Army. His heroic exploits are countless: Jumping on a burning tank and mowing down Nazis, single-handedly taking out German armor, and out-shooting snipers at every turn. If you’ve seen it in an action film and thought to yourself, “no way,” Audie Murphy probably did it.
But this isn’t a retelling of his high-profile heroics. If you’ve served in the U.S. military and don’t know the story of this man, then you should probably be doing push-ups and ordering a book about him right now. For the rest of you, enjoy these lesser-known facts about the legendary Audie Murphy
Then, of course, came what he would be known for — fighting in Germany.
(Signal Corps Archives)
His rise in the ranks
After Pearl Harbor, Murphy was desperate to enlist. He finally got into the Army as a private on June 30, 1942 — just ten days after his 17th birthday. By February 20, 1943, he was shipped to Casablanca as part of the North Africa Campaign.
He was promoted to PFC while training for Sicily in May and, upon landing at Licata in July, he made corporal. After taking Campania in December, he was promoted to sergeant. He was again promoted to staff sergeant just a month later. He earned the Bronze Star with a “V” device and an oak leaf cluster before finishing up in Italy and moving onto the rest of Europe.
In less than a year, he went from private to staff sergeant.
Murphy wanted to make a second film, titled ‘The Way Back,’ that chronicled his life after service, but it never came to fruition.
His acting career
After the war, he was offered the opportunity to attend West Point, but instead decided to pursue a career in acting. He practiced Shakespeare in his free time until he landed his first major role in The Kid From Texas, in which he played Billy the Kid.
Meanwhile, Murphy was working alongside one of his Army buddies to write a semi-autobiographical novel, To Hell and Back, which was adapted to film — Murphy played the lead role. In both the book and resulting film, he downplayed some elements of his service during the war as to avoid accusations of exaggeration. That’s how badass his actual actions were.
Even in his darkest hours, he was still a fantastic human being.
He never wanted to sell out
To put it bluntly, Audie Murphy had hit rock bottom in the 60s. He suffered from an addiction to the prescription drug Placidyl – a habit that he kicked by locking himself in a motel room until he was clean – became reclusive, attempted suicide several times, and lost much of his money to gambling and poor investments.
Throughout all of his struggles, however, he got offers to star in commercials for cigarettes and alcohol. Taking a single deal would have put him back on his feet, but he knew that if he took the money, he’d be setting a bad example for the countless children who looked up to him — so he declined them all.
The gravestone was made before it came to light that he and his sister had falsified his year of birth so he could serve in WWII. He was actually born in 1925.
His grave is one of the most visited graves at Arlington
On May 28, 1971,Audie Murphy boarded a private jet in Atlanta, Georgia, and made hisway toward Martinsville, Virginia. There was heavy fog but the pilot chose to fly through it. The Aero Commander 680 carrying Murphycrashed into the side of Brush Mountain, 20 miles west of Roanoke. There were no survivors.
He was buried with full military honors at Arlington National Cemetery,Section 46, headstone number 46-366-11. Outside of the Tomb of the Unknown Soldierand President John F. Kennedy, Murphy’s headstone is the most-visited grave. The volumeof tourists visiting to pay respects was so great that they had to buildan entirely new flagstone walkway to accommodatethe foot traffic.
I’ve had the honor of serving under a few S.A.M.C. members. To this day, many years later, I know that they’d gladly give me the shirt off their back at the drop of a dime.
(U.S. Air Force photo by Senior Airman Kamaile Chan)
A club of the finest NCOs in the Army is named in his honor
The spirit of Audie Murphy lives on through the outstanding non-commissioned officers of the United States Army. Formed in 1986, the Sergeant Audie Murphy Club recognizes the most professional, most intelligent, and most decorated leaders in the Army today.
The requirements for entry into this club are stringent, but above all, an NCO must be known for putting the well-being of his or her soldiers above their own. Earning the medallion is one of the surest ways to let the troops serving under you know that they’ll be well taken care of.
Russia deployed some of its best air defenses to Syria to keep US missiles and jets at bay as the US military’s immense air and naval power fought ISIS in close proximity — but the supposedly airtight defenses are routinely defeated by Israel.
In February 2017, a Syrian-manned Russian-made S-200 missile defense system shot down an Israel F-16 returning from a massive raid targeting Iranian forces in Syria.
In response, Israel launched another raid that it claimed took out half of Syria’s air defenses, of which older Russian systems comprised the majority.
In April 2018, Syria got rocked by a missile attack that appeared to ignite a munitions depot hard enough to register as a 2.6 magnitude earthquake and is believed to have killed dozens of Iranians.
Reported image of a strike on Iranian soldiers in Syria.
Russia accused Israel of purposefully flying under the Il-20 to confuse the Syrian air defenses into shooting down a friendly plane and quickly shipped the more advanced S-300 missile defenses to Syrian hands.
Somehow Israel has continued to hit targets in Syria at will with F-16s, non-stealthy fourth-generation fighter-bombers.
On Jan. 14, 2019, Israeli Prime Minister Benjamin Netanyahu acknowledged that his country’s air force had carried out hundreds of raids in Syria, with a recent one hitting Iranian weapons near Damascus International Airport.
Russia initially deployed air defenses to Syria to keep powerful countries like the US from attacking Syrian President Bashar Assad, and later to protect its own air force fighters stationed there.
The US has long opposed Assad, as he violently shut down peaceful protesters in 2011 and has stood accused of torture, war crimes, and using chemical weapons against civilians during the country’s maddening 7-year-long civil war.
According to experts, there’s two likely reasons why Syria’s Russian-made air defenses can’t get the job done: 1. Israel is good at beating Syrian air defenses. 2. Syria is bad at beating Israeli jets.
Israel is good at this
“One of the Israeli hallmarks when they do these sort of fairly bold strikes within the coverage of the Syrian air defenses is heavy electronic warfare and jamming,” Justin Bronk, an aerial combat expert at the Royal United Services Institute told Business Insider.
Bronk said that Israel, a close US ally that takes part in major training events in the US, has become adept at knocking over Syrian air defenses.
Israel sees Iranian arms shipments through Syria as an existential threat. Although Israel has relationships to maintain with the US and Russia — both key players in the Syrian quagmire — Netanyahu has said resolutely that Israel will stop at nothing to beat back Iran.
Israel’s air force.
In more than 100 raids admitted by Netanyahu, Israel has only lost a single aircraft. Bronk attributes this to “many, many tricks developed over decades” for the suppression of enemy air defenses developed by Israel.
Finally, Syria shooting down a friendly Russian plane evidences a lack of coordination or situational awareness, whether due to old hardware, Israeli electronic warfare, or simply poor execution.
Israel’s most recent attacks in Syria took place smack in the middle of Damascus, Russian and Syrian air defenses make for some of the world’s most challenging airspace.
That Israel can still fight in Syria among top Russian air defenses shows either that their force has its tactics down pat, that Syria can’t field decent air defense regimes, or that Russia has turned a blind eye to Israel pounding on Iranian advances in the region.
This article originally appeared on Business Insider. Follow @BusinessInsider on Twitter.
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.
What brought this to their attention was the medal count between Audie Murphy – long regarded as the most decorated U.S. soldier ever – and a little-known WWII veteran and Medal of Honor recipient named Matt Urban, whose medal count matched Murphy’s.
But no one knew that Urban had matched the well-known Murphy until 36 years after the end of WWII because Urban’s recommendation and supporting paperwork were lost in the bureaucratic shuffle.
He was also awarded the French Croix de Guerre and the Legion of Merit but never knew until his military records were reviewed to award his Medal of Honor.
And there were a lot of actions to review.
President Carter called then retired Lt. Col. Matt Urban “The Greatest Soldier in American History” as he presented the Medal of Honor to Urban in 1980. The soldier’s Medal of Honor citation alone lists “a series of actions” – at least 10 – that go above and beyond the call of duty.
The Nazis called Urban “The Ghost” because he just seemed to keep coming back to life when they killed him. The soldier’s seven Purple Hearts can attest to that.
Urban joined the Army ROTC at Cornell in 1941. It was just after the Japanese attack on Pearl Harbor and unfortunately for the Nazis, Urban graduated in time to land in North Africa in 1942.
He was ordered to stay aboard a landing craft off the Tunisian coast, but when he heard his unit encountered stiff resistance on the beaches, he hopped in a raft and rowed to the fight. There he replaced a wounded platoon leader.
Later, at the Battle of the Kasserine Pass, Urban destroyed a German observation post, then led his company in a frontal assault on a fortified enemy position. During one German counterattack, Urban killed an enemy soldier with his trench knife, then took the man’s machine pistol and wiped out the rest of the oncoming Germans. He was wounded in his hands and arm.
In North Africa, his actions earned him two Silver Stars, a Bronze Star, and two Purple Hearts.
It was in France where Urban would distinguish himself and earn his nickname. His division landed at Normandy on D-Day, and later at the French town of Renouf he spearheaded another gallant series of events.
On June 14, 1944, two tanks and small arms began raking Urban’s men in the hedgerows, causing heavy casualties. He picked up a bazooka and led an ammo carrier closer to the tanks.
Urban then exposed himself to the heavy enemy fire as he took out both tanks. His leadership inspired his men who easily bested the rest of the German infantry.
Later that same day, Urban took a direct shot in the leg from a 37mm tank gun. He continued to direct his men to defense positions. The next day, still wounded, Urban led his troops on another attack. He was wounded again and flown back to England.
In July 1944, he learned how much the fighting in the French hedgerows devastated his unit. Urban, still in the hospital in England, ditched his bed and hitchhiked back to France. He met up with his men near St. Lo on the eve of Operation Cobra, a breakout effort to hit the German flanks and advance into Brittany.
He found his unit held down by a German strong point with two of his tanks destroyed and a third missing its commander and gunner. Urban hatched a plan to remount the tank and break through but his lieutenant and sergeant were killed in their attempts – so he mounted the tank himself.
“The Ghost” manned the machine gun as bullets whizzed by and devastated the enemy.
He was wounded twice more in August, refusing to be evacuated even after taking artillery shell fragments to the chest. He was promoted to battalion commander.
In September 1944, Urban’s path of destruction across Europe was almost at an end. His men were pinned down by enemy artillery while trying to cross the Meuse River in Belgium. Urban left the command post and went to the front, where he reorganized the men and personally led an assault on a Nazi strongpoint. Urban was shot in the neck by a machine gun during the charge across open ground. He stayed on site until the Nazis were completely routed and the Allies could cross the Meuse.
In a 1974 interview with his hometown newspaper, the Buffalo News, he credits his survival to accepting the idea of dying in combat.
“If I had to get it,” Urban said, “it was going to be while I was doing something. I didn’t want to die in my sleep.”
The reason he never received a recommendation for the Medal of Honor was because the recommendation was just lost in the paperwork shuffle. His commander, Maj. Max Wolf filed the recommendation, but it was lost when Wolf was killed in action.
It was the enlisted men who fought with Urban who started asking about “The Ghost’s” Medal of Honor.
“The sight of him limping up the road, all smiles, raring to lead the attack once more, brought the morale of the battleweary men to its highest peak – Staff Sgt. Earl G. Evans in a 1945 letter to the War Department that was also lost.
Matt Urban died in 1995 at age 75 and is interred at Arlington National Cemetery.
Senior U.S. Navy officials in December 2018 sought to reassure lawmakers that the service’s staggering backlog for ship and submarine maintenance is improving despite having 17 warships out of service in 2018.
Seeking to dispel what GAO Defense Capabilities And Management Team Director John Pendleton called “a wicked problem for the Navy” at a joint hearing of the Senate Armed Service Committee subcommittees on Seapower and Readiness and Management Support, Secretary of the Navy Richard Spencer and Adm. William Moran, vice chief of naval operations, said ships are going into drydock and getting out of shipyards, but more-utilized vessels, like aircraft carriers, take priority over submarines.
“It is the age old problem of what we talked about the last two years,” Moran said.
Pendleton told lawmakers that 2018 was “particularly challenging” for the Navy, with the equivalent of 17 ships and submarines not available because they were waiting to get into or out of maintenance.
“Since 2012, the Navy has lost more than 27,000 days of ship and submarine availability due to delays getting in and out of maintenance,” Pendleton said. “”Looking forward, I do see some cause for concern, because the dry docks are short about a third of the capacity that will be needed to conduct the planned maintenance that the Navy already has on the books.”
Vice Adm. William F. Moran, Chief of Naval Personnel.
(U.S. Navy photo by Mass Communication Specialist 1st Class Michael Russell)
Sen. Mike Rounds, R-South Dakota, was visibly shocked when Navy officials told him that the USS Boise, a Los Angeles-class attack submarine, has been out of service for four years and is still waiting to go into dry dock for maintenance.
“It’s not there yet?” Rounds asked in disbelief.
Spencer said that the Boise is scheduled to go in for maintenance in January 2019.
“It’s been four years out of service for an attack submarine,” Rounds said. “Do we have any other attack submarines that are currently at dock not able to dive awaiting dry dock services?”
Moran said two more attack submarines “are not certified to dive today. Both of those go into dry dock after the new year, one in February and I think the next one May or June 2019.”
The service also has turned to using private shipyards to perform maintenance on submarines to take the strain off public shipyards.
Despite these steps, Seapower Chairman Sen. Roger Wicker, R-Mississippi, asked “Why did that happen?” following up on the revelation of the Boise’s delay.
Moran explained that attack submarines have to wait behind warships that have “been ridden very hard” and have a higher priority for maintenance than submarines.
“We have begun to put them into private yards … and get submarines that need to be in dry dock into dry dock sooner.”
Rounds was not satisfied.
USS Boise enters Souda Bay, Greece, during a scheduled port visit Dec. 23, 2014.
“It appears to me that even with the resources we have allocated so far, we are going in the wrong direction, it would appear, with regard to the fleet that we’ve got,” Rounds said. “If it’s a matter of resources, and if you are not here in a public testimony to tell us what the impacts are of not having the additional resources that are necessary to keep these critical pieces in the defense of our country operational, how in the world can we ever go to what we know we need in a 355 ship Navy and support them?”
Spencer answered by saying “I couldn’t agree with you more senator, but as a fine example, so everyone truly does understand the ups and downs of this, the monies that you gave us to optimize the shipyards — that’s a two-year project at the least to get that up and running to the new flow rate.”
Spencer than offered a recent study of one of the shipyards to further illustrate the problem.
“They tracked one of the maintenance people for his hands-on time; he drove a golf cart around the area for four miles one day in search of parts,” Spencer said. “We have to bring the parts down to the ship. This is what I am talking about — the science of industrial flow that needs to be put into these old ship yards. We are doing it. The monies that you have given us will get after that; it’s two years to affect that, but to kill it now … would be a crime.”
Moran added that the Navy has just “got back the shipyard workers in the public yards to the level we wanted after sequestration five years ago.”
“This is a unique, highly-skilled workforce in our nuclear yards, and if they don’t feel like they are supported, if we are not given them the adequate resources to do their job and have the manning levels where they need to be — they walk,” Moran said.
“They can go other places because they are highly skilled, and it takes a long time to recover that.”
This article originally appeared on Military.com. Follow @militarydotcom on Twitter.
US soldiers are patrolling Afghanistan with a new tool that lets them see the battlefield like never before — personal, pocket-sized drones.
The 3rd Brigade Combat Team, 82nd Airborne Division has deployed to Afghanistan with Black Hornet personal reconnaissance drones — a small, lightweight unmanned aerial vehicle produced by FLIR Systems that can be quickly and easily deployed to provide improved situational awareness on the battlefield.
A 3rd BCT paratrooper prepares to launch a Black Hornet in Kandahar, Aug. 9, 2019.
(US Army photo by Maj. Thomas Cieslak)
Soldiers are taking these nano drones on patrol in combat zones.
The 3rd Brigade Combat Team deployed to Kandahar province in Afghanistan in July from Fort Bragg in North Carolina to replace the 2nd Brigade Combat Team, 10th Mountain Division, Stars and Stripes reports.
Army paratroopers have been “routinely” using the Black Hornets, recon drones that look like tiny helicopters, for foot patrols, the Army said in a statement.
“The Black Hornet provided overhead surveillance for the patrol as it gauged security in the region and spoke to local Afghans about their concern,” a caption accompanying a handful of photos from a recent patrol in Kandahar explained.
A 3rd BCT paratrooper with a Black Hornet drone.
(US Army photo by Maj. Thomas Cieslak)
These UAVs offer “immediate situational awareness of the battlefield,” the Army said previously.
The Army awarded FLIR a multimillion-dollar contract earlier this year to provide Black Hornet drones to US troops.
A little over 6 inches in length and weighing only 1.16 ounces, these drones are “small enough for a dismounted soldier to carry on a utility belt,” according to FLIR Systems.
These UAVs offer beyond-visual-line-of-sight capability during day or night out to distances of up to 1.24 miles and have a maximum speed of about 20 feet a second.
These drones, which are able to transmit high-quality images and video, can also be launched in a matter of seconds and can quietly provide covert coverage of the battlefield for around half an hour, Business Insider saw firsthand at an exclusive FLIR technology demonstration.
The Black Hornets “will give our soldiers operating at the squad level immediate situational awareness of the battlefield through its ability to gather intelligence, provide surveillance, and conduct reconnaissance,” Lt. Col. Isaac Taylor, an Army public affairs officer, previously told Business Insider.
Paratroopers on patrol in Kandahar province in Afghanistan.
(US Army photo by Maj. Thomas Cieslak)
These drones have the potential to be a real “life-saver” for US troops.
Soldiers in the 3rd Brigade Combat Team, 82nd Airborne Division were the first troops to get their hands on the new Black Hornet drones, part of the Soldier Borne Sensor (SBS) program.
Back in the spring, soldiers trained for a week at Fort Bragg with the new drones, getting a feel for the possibilities provided by this technology.
“This kind of technology will be a life-saver for us because it takes us out of harm’s way while enhancing our ability to execute whatever combat mission we’re on,” Sgt. Ryan Subers, one of the operators, said in a statement.
This article originally appeared on Business Insider. Follow @BusinessInsider on Twitter.
A Chinese team got kicked out of the Military World Games in China after accusations of “extensive cheating” from six European nations.
On Oct. 21, 2019, China took gold, silver, and fourth place in the women’s Middle Distance orienteering challenge in Wuhan, as well as silver in the men’s event.
But their celebrations were short-lived.
“The Middle Distance competition was unfortunately overshadowed by extensive cheating by the Chinese team,” the International Orienteering Federation (IOF) said in a press release.
The IOF said it was “discovered and proven” that Chinese runners “received illegal assistance both by spectators in the terrain, markings, and small paths prepared for them and which only they were aware of.”
The U.S. Armed Forces Sports team marches during opening ceremonies for the 2019 CISM Military World Games in Wuhan, China Oct. 18, 2019.
(DoD photo by EJ Hersom)
The national teams of Russia, Switzerland, France, Belgium, Poland, and Austria submitted a formal complaint, and the jury disqualified everyone in the home orienteering team.
Business Insider contacted The People’s Liberation Army and China’s Ministry of Defense for comment, but is yet to receive a response.
The IOF said it rejected an appeal from China.
Athletes from Russia’s military were then awarded gold in both the men’s and women’s event.
Orienteering is a foot race involving small teams, who use a compass and map to navigate a path through complex terrain to a finish line.
The logo and mascot for the 2019 Military World Games in Wuhan, China.
The Military World Games are an annual event which see several armed forces compete in a variety of summer and winter sports.
This year’s event ran from Oct. 18 to Oct. 27, 2019, and was opened with a ceremony attended by Chinese president Xi Jinping.
This article originally appeared on Business Insider. Follow @BusinessInsider on Twitter.
It still remains one of the bloodiest battles of Operation Iraqi Freedom. It was a 48-day house-to-house urban nightmare that left a major city in ruin and an insurgency reeling.
But while Marines (and their Army brothers) lost many men in the fight for Fallujah, Iraq — including 82 Americans killed and more than 600 wounded — it remains a vivid memory for the thousands of Leathernecks who fought there and has earned its place as an iconic battle in the history of the Corps.
Dubbed “Operation al Fajr,” or New Dawn, the battle served as a major test for modern urban fighting in a counterinsurgency and tested many newly emerging theories on how to confront guerrilla armies. It also drew on the Marines’ history, recalling battles like Hue City, and Okinawa.
In the end, it was about the Marines and their brothers, fighting for each and every inch and looking after their own.
Happy 241st birthday United States Marine Corps!
Marines had to engage insurgents in house-to-house fighting.
Marines moved in small, squad-sized units to clear buildings block-by-block.
For many Marine officers and NCOs, this was their first major test of combat.
When it came to taking down Fallujah, the Marines used everything they had.
Once Marines secured a building, they rearmed, reoriented and moved on to the next target.
When the Marines were done, the city of Fallujah was in shambles.
Leathernecks went on for days without sleep, sometimes grabbing rest only for a few minutes before taking up the fight once more.
Classic Marine quote…
“We took down the hardest city in Iraq. This is what people join the Marine Corps to do. You might be in the Marine Corps for 20 years and never get this chance again — to take down a full-fledged city full of insurgents,” said Cpl. Garrett Slawatycki, then a squad leader with India Co., 3rd Battalion, 1st Marines. “And we did it.”
ProPublica senior reporter Sebastian Rotella, author of “Rip Crew,” lays out what popular TV shows and movies like “Narcos” and “Sicario” get right and wrong about Mexican drug cartels. Following is a transcript of the video.
Sebastian Rotella: I’m Sebastian Rotella. I’m the author of the novel Rip Crew and I’m a senior reporter at Propublica.
“Sicario” was a, was a good movie, and some of the things it portrayed were very accurate, for example that shootout at the border, if you remember in “Sicario” when they’re at the border crossing, stuck in traffic, that has happened, and something that I was very worried about when I was covering the border, because you know that is a sort of a prime vulnerability moment when you’re stuck in that traffic at the border.
There were other things in, for example, in “Sicario” that I thought pushed the envelope, the sort of gratuitous and casual torture taking place on US territory, that in my experience, you know, it happens very rarely, I’m really not aware of it. And that isn’t because there aren’t particularly Latin American law enforcement and intelligence and military units that work with the US that engage in that kind of activity, but it tends to happen precisely in those countries. You know, the idea that you would bring someone into the US to do that and expose yourself to all kinds of potential prosecution and scandal, that did not ring true, for example. So it really depends.
I think “Narcos” is quite well-researched. What happens is, and I’ve done this having written fiction, and having been involved in projects where you move this stuff to the big screen, things have to be simplified, they have to be made dramatic, they have, you lose nuance, and oftentimes, they’ll be things that happen in real life that I think would make for good, it would be good on, on a TV show or a movie, but they’re harder to portray because oftentimes they happen out of ineptitude.
Right, I mean the scary thing sometimes about this world is the combination of that, how lethal, but sometimes how inept or how unsophisticated some of these actors are, that factor that is hard to portray in the best series this question of ineptitude of the mix of sophistication and coincidence and sort of human flaws, I think when that is draw out in series, that is when they’re at their best, because I think that is very human and that is very real. There is still a sense of the drug lords in Mexico. You know people talk a lot about Chapo Guzman, who was just captured.
The thing about Chapo Guzman is he was kind of the last of the drug lords of his style, and one of the reasons that Mexico was so violent, and the drug violence and drug corruption has gotten so bad is precisely because the generation of drug lords like Chapo Guzman has kind of died out, and the people who run most of the cartels now, the cartels are adamized and fragmented for one thing. And the other thing is what you have is a phenomenon, is as the drug lords like Chapo Guzman have faded out, the trigger men, the gun men, who pretty much resolve everything through violence have risen.
So it’s not to say that Chapo Guzman and the Arellano-Felix brothers whom I covered in Tijuana years ago and others, weren’t violent. They were bloodthirsty and sadistic, but they also had a sense of when to corrupt, rather than kill, when to do packs, when to, how to, how to, how to approach this as a, as a business, as a violent business, but a business, none the less. Whereas the drug cartels like the Zetas, and some of the remnants of other cartels that have risen, the Zetas were former commandos in Mexico actually military men who took over and created their own cartel. Pretty much they resolve everything through violence, so people think about a drug lord sort of sitting on a throne somewhere and running this vast empire and it’s much more a series of smaller, very anarchic, dangerous, chaotic empires, that are, you know, that have been splintered and fractured and that unfortunately has created more violence and not less.
This article originally appeared on Business Insider. Follow @BusinessInsider on Twitter.
Today, Brady will become something he has not been since the 1990s, an unrestricted free agent. The 42-year-old ageless wonder will test free agency (it should not be much of a test) and will be wearing another team’s colors next season. Brady released a statement via Instagram in which he thanked the Patriots organization, teammates and the fans for his two-decade run. As many football fans know, the Patriots were nothing like the franchise they are now, usually being a struggling team that did not have much success. They had made two Super Bowls previously losing both, including one of the worst losses in Super Bowl history.
Then, as the story famously goes, the Patriots drafted a quarterback in the 6th round of the 2000 NFL Draft. Pick #199 was a quarterback out of the University of Michigan that not too many people were excited about. While at Michigan, he was a backup for two years before becoming the starter for the Wolverines his junior year. Heading into his senior year, Brady thought he was a lock to be the starter… only to find out that he had to compete with highly heralded recruit Drew Henson. Brady found himself the unpopular guy on campus as Wolverines fans (and some coaches) seemed to favor the younger QB. The plan was for Brady to start while Henson would come off the bench in the second quarter. Brady would have none of it. He fought tooth and nail and during the season cemented his status as the only QB that Michigan needed that season. Many NFL teams should have seen the tenacity and determination that Brady showed as a potential leader for their team.
Instead, they focused on mechanics and how he looked.
The Patriots drafted Brady and had him set as a back up to Drew Bledsoe. By this point, the Patriots had turned their franchise around first under the coaching of Bill Parcells and then under the helm of Bill Belichick. Bledsoe was their quarterback for the future. In 2001, he signed a 10 year, 100 million dollar contract, and was their guy that would lead them to glory. A big hit from the New York Jets Mo Lewis changed that fast. Bledsoe suffered massive internal injuries (doctors almost had to perform open chest surgery), and Brady had to step in.
Brady (to the delight of Pats fans and despair of literally everyone else) would go on to have a career that will be hard for future quarterbacks to match. Yes, you can argue if Montana had it harder. You can argue if Brady is truly the best football “player” or the best at his position. You can argue it was really Belichick’s football genius and Brady is a “system quarterback.”
You can argue all that, but really the argument will fall on deaf ears.
Tom Brady will play for a different team next season. Rumors right now say the Tampa Bay Buccaneers or the San Diego Los Angeles Chargers (ugh that still hurts to write) are the front runners. He might go to these teams and do amazing, he might do average or he might really suck.
But he will also be 42 years old. There aren’t too many 40+ players in NFL history. There are even fewer that will have teams fighting to bring them on board to win a Super Bowl.
No matter where he ends up, hats off to an amazing athlete and all-time great!
The US Navy is going to eventually arm all of its destroyers with hypersonic missiles that are still being developed, White House national security advisor Robert O’Brien said Wednesday, according to Defense News.
“The Navy’s Conventional Prompt Strike (CPS) program will provide hypersonic missile capability to hold targets at risk from longer ranges,” O’Brien said at the Portsmouth Naval Shipyard.
“This capability,” he continued, “will be deployed first on our newer Virginia-class submarines and the Zumwalt-class destroyers. Eventually, all three flights of the Arleigh Burke-class destroyers will field this capability.”
Hypersonic missiles — high-speed weapons able to evade traditional missile-defense systems — are a key area of competition between the three great powers. Earlier this month, Russia test-fired its Tsirkon hypersonic anti-ship cruise missile from the frigate Admiral of the Fleet of the Soviet Union Gorshkov.
Given the ongoing hypersonic missile arms race, it is easy to see why the US Navy might want hypersonic missiles for its destroyers, something the Navy has previously discussed, but there are challenges.
The CPS missile is a combination of the developmental Common Hypersonic Glide Body (C-HGB) and a two-stage booster, according to the Navy’s fiscal year 2021 budget overview.
Newer Zumwalt-class destroyers have larger vertical launch system (VLS) cells that could accommodate a large diameter missile with a hypersonic warhead in a boost-glide vehicle configuration, but older Arleigh Burke-class destroyers have much smaller VLS cells that would need to be modified or replaced altogether.
“I think it’s a terrible idea to try to outfit these destroyers with hypersonic missiles,” Bryan Clark, a retired Navy officer and defense expert at the Hudson Institute told Insider. Retrofitting dozens of Navy Arleigh Burkes to carry new hypersonic missiles would be expensive, he said.
What the Russian military appears to be doing is developing a new hypersonic missile to fit existing warships. The US military would be going about this in reverse, refitting existing ships to suit a new missile, a weapon that could be quickly replaced by a smaller, cheaper alternative down the road given the rapid pace of technological development.
“If the Navy makes this massive investment in retrofitting only to find in five years that these smaller weapons are now emerging, that money will be largely wasted,” Clark said, adding that the plan “doesn’t make sense.”
In addition to the steep costs of retrofitting dozens of destroyers and arming them with expensive missiles, of which the Navy may only be able to afford limited numbers, other challenges include taking warships offline and tying up shipyards for extended periods of time, potentially hindering other repair work.
Changes risk making the 500-ship plan ‘unaffordable’
Defense News reported that O’Brien also pushed the Trump administration’s vision for a 500-ship Navy, a vision that Secretary of Defense Mark Esper unveiled earlier this month to counter China’s growing naval force.
The plan, known as “Battle Force 2045,” calls for a mixture of manned and unmanned vessels and is based on recommendations from the Hudson Institute, which presented what Clark said was an affordable path to a 500-ship Navy.
A major difference between the Pentagon’s plan and the Hudson Institute study is that the Pentagon wants to build a larger submarine force, which could drive up sustainment costs, making the vision impossible to realize from a cost perspective. Each Virginia-class attack submarine with a larger missile launcher is estimated to cost .2 billion.
Retrofitting destroyers to carry hypersonic missiles would pull away funding as well. “This missile launcher thing, the additional submarines, all the additional ornaments that the Navy is looking at hanging on this fleet are going to make it unaffordable,” Clark said.
He argued that the Navy should focus on arming Virginia-class submarines with hypersonic missiles and let the destroyers be. “You don’t have to rebuild the ship to do it,” Clark explained. “That makes more sense. The Navy should be pursuing that for its boost-glide weapons.”
“That would be sufficient to provide maritime launch capability to complement what the Air Force and the Army are doing,” he said. Both the Army and the Air Force have been pursuing hypersonic weapons for existing launch platforms, such as the AGM-183 ARRW for the B-52 Stratofortress bomber.
When Maj. Gen. William Westmoreland took command of the 101st Airborne in 1958, he noticed a severe lack of proficiency in small-unit tactics and patrolling.
So he immediately created a school to fix the problem.
When he took command of all American forces in the Vietnam War, he once again created a school to teach long-range patrolling and small unit tactics with a Ranger-qualified cadre of instructors from the 5th Special Forces Group. To graduate from this school, you had to bet your life on it.
Dubbed “Recondo” school, Westmoreland claimed it was an amalgamation of Reconnaissance, Commando, and Doughboy. Recondo training emphasized both reconnaissance and standard infantry skills at the small unit level.
In 1960, Army Magazine described the Recondo tactics as “dedicated to the domination of certain areas of the battlefield by small aggressive roving patrols of opportunity which have not been assigned a definite reconnaissance or combat mission.” From these graduates, the 101st developed the Recondo Patrol.
This patrol type was meant to allow a Recondo to create as much havoc as possible in their area of operations. The patrol could be used against a disorganized enemy, as a screen for retrograde operations, to develop a situation or conduct a feint ahead of an advancing force, or to eliminate guerrilla activity.
It was the last ability that Recondos would put to great use in Vietnam.
The Recondo school was set up at Nha Trang and was inspired but the highly successful Long-Range Reconnaissance Patrol training conducted by detachment B-52 from 5th Special Forces. This program, known as Project Delta, was originally intended to train Special Forces and their Vietnamese counterparts in guerrilla-like ambushes.
The course became so popular that within two years over half of the students were from regular Army units. Westmoreland expanded the school to teach Recondo tactics to as many LRRPs as possible.
In order to qualify for the MACV Recondo school, participants had to be in-country at least one month and have at least six months remaining on their tour upon completion. Students also had to have a combat arms MOS and an actual or pending assignment to an LRRP unit. Finally, they had to be in excellent physical shape and be proficient in general military knowledge.
The school was open to soldiers and marines of the Free World Military Assistance Forces, including the South Vietnamese, Koreans, Australians, and Filipinos. Many U.S. Marines also attended the training.
The curriculum of the school included improving students’ skills in the areas of map reading, intelligence gathering, weapons training, and communications. Weapons training included a variety of American weapons as well as weapons used by the Viet Cong and North Vietnamese army. Particular attention was also given to mines and booby-traps. Communications covered the use of several different radios, field expedient antennas, and proper message writing techniques.
The school also gave advanced training in medical treatment, including the use of Ringer’s lactate solution and intravenous and intramuscular injections. Schooling also focused on air operations – especially the use of the UH-1 Huey helicopter for insertions and extractions. Forward Air Controller techniques were taught with students calling in live ordnance on a target.
Most importantly, the school taught patrolling.
Students learned different patrolling techniques, preparation, and organization. Proper patrol security was taught along with intelligence-gathering techniques. The students trained heavily in immediate action drills to react to or initiate enemy contact.
After over 300 hours of training, averaging over 12 hours per day, it was time for the students to take the final exam: an actual combat patrol.
In the early days of the program, the area the prospective graduates patrolled was relatively secure and quiet. As the war progressed, however, contact with the enemy became a given. This led to students saying “you bet your life” to graduate from Recondo School.
At least two students died in Recondo training with many others wounded. An unknown number of Viet Cong were also killed in the skirmishes during the “you bet your life” patrol. This led to the school itself receiving a nickname of its own: “the deadliest school on earth”.
In just over four years of operation, over 5,600 students attended Recondo school. Just 3,515 men graduated, not quite two-thirds of all who tried. Each student who graduated was awarded a Recondo patch, worn on the right breast pocket, and an individual Recondo number that was recorded in their 201 personnel file. The Honor Graduate from each class was also given a specially engraved Recondo knife.
Despite the school and its graduates’ success, Westmoreland’s successor, Gen. Creighton Abrams, officially closed the school on December 19, 1970. The Recondo name and training lived on, as some divisions continued to host their own Recondo schools until they were eventually closed too.