During the famed and perilous evacuation of Dunkirk in World War II, brave pilots, sailors, and citizens fought tooth and nail to rescue soldiers trapped on the French beach from the German Luftwaffe as it attempted to wipe them out.
But his aircraft, hit through the radiator and with other damage to the body, was left on the beach near Calais, France. The Spitfire plane became a popular photo destination for German soldiers who would often take small parts of the aircraft with them as souvenirs.
By the time the Allies liberated Calais in 1944, no one was too worried about digging what scrap remained out of the beach. And so the plane continued to sit, slowly becoming more and more buried by the mud and sand on the beach.
It wasn’t until 1986, over 40 years after the war ended, that the plane was recovered — and it wasn’t until the new millennium that someone decided to actually restore the old bird.
Now the plane is housed at the same hangar on the same base that it flew from that fateful day in 1940, but it has a much different mission. It serves as a flying history exhibit for the museum, soaring over air shows and allowing visitors to hear what the original Spitfires sounded like in combat.
Learn more about the history of the plane and see it in flight in the video below:
Infantry Marines will soon receive ultralight off-road vehicles that will improve mission readiness by providing rapid logistics support in the field.
Program Executive Officer Land Systems, the Corps’ acquisition arm for major land programs, is expected to deliver 144 Utility Task Vehicles to the regiment-level starting later this month — a mere six months from contract award.
The rugged all-terrain vehicle can carry up to four Marines or be converted to haul 1,500 pounds of supplies. With minimal armor, the UTV can quickly haul extra ammunition and provisions, or injured Marines, while preserving energy and stealth.
“The Marine’s pack is getting heavier, and they are carrying more gear than ever down range,” said Jessica Turner, team lead for Internally Transportable Vehicles/Utility Task Vehicles at PEO LS. “Infantry Marines were looking for a capability that would lessen the load while increasing the area of operation, and the UTV is that solution.”
The UTV is a new capability for the fleet. Measuring roughly 12 feet long, the commercially acquired diesel vehicle is modular, with back seats that convert into a small cargo bed. Thanks to its small size, the UTV fits inside MV-22 Ospreys and CH-53E helicopters for easy transport to remote locations and greater tactical support.
PEO LS joined a Marine Corps Special Operations Command contract to deliver the capability to Marines in such a short amount of time.
“We have taken an off-the-shelf capability and leveraged it with other commands to maximize the effort,” said Eugene Morin, product manager for Legacy Light Tactical Vehicles at PEO LS. “The continued challenge for the Marine Corps is finding commercial-off-the-shelf items that satisfy the needs of Marines. Through partnerships like this, we can find the solutions we need.”
In exchange, MARSOC partnered with the Marine Corps Warfighting Laboratory to run field user evaluations on the UTV to ensure it met the needs of the warfighter.
“One key takeaway from the MCWL testing was user feedback from Infantry Marines,” said Mark Godfrey, vehicle capabilities integration officer at Marine Corps Combat Development and Integration. “MCWL did demonstrations such as casualty evacuation and maximum payload, and were able to tell us Marines’ thoughts on the value of the vehicle.”
The UTV program also satisfies the infantry’s requirement to maneuver more rapidly and deeply throughout the battlespace.
Much like larger tactical vehicles, Marines authorized to drive the UTV will be required to complete operator training as well as additional off-road vehicle safety procedures.
“One reason for the driving course is the UTV is an off-road vehicle,” Turner said. “The UTV’s suspension, handling and the way it distributes power is a lot different than a regular vehicle.”
Eighteen vehicles will be delivered to specific infantry regiments, with the first shipment going to I and II Marine Expeditionary Force in February, and III MEF in March and April. The Marine Corps will continue to seek ways to leverage partnerships and speed acquisition for Marines.
“The UTV is a perfect example of how we can do acquisition faster and more efficiently,” said Godfrey. “It may be a model for obtaining items from industry quicker in the future.”
Have you ever run into a spider web at night, and gotten a case of the “screaming mimi’s?” Ever met a sizeable lady, and silently spoken the words “Big Bertha?” Ever fired a bottle rocket at your cousin on the Fourth of July, used a GPS nav system, or shot a gun? Well, you have artillery to thank for all of that. And a lot more.
Big artillery pieces are like great warriors in their own rights. They’ve got names, personalities, biographies, and histories of their own. Gustav and Dora, Thor and Little David, Davey Crockett and Satan himself; they all have seen battle from time to time. It’s kind of odd how much of artillery history has worked its way into pop culture, and how often we refer to the big guns of days gone by.
Here are a few of the biggest, coolest and most important ballistic weapons in history. Vote up the best artillery pieces from history, and be sure to let us know what you think in the comment section.
Nick Palmisciano commands an empire of apparel sales, MMA sponsorships, digital content, and social media mastery as the Founder and President of Ranger Up. Started in 2006, the company is on track this year to hit $10 million in revenue, and that’s due in large part to the former Army officer’s ability to overcome significant challenges.
Palmisciano founded the company while pursuing his M.B.A. at Duke University, after he started printing funny military-themed t-shirts for ROTC students there. Now nine years later, it’s a business that continues to grow.
WATM spoke in depth with Palmisciano about his business challenges, how he overcame them, his future plans, his heroes, and much more.
We Are The Mighty: When you refused a promotion and went all-in with RangerUp, it was a huge risk. Do you remember what you were you thinking at that moment?
Nick Palmisciano: I was scared, to be honest. I was scared about giving up the security of the whole thing, but I also felt very free for the first time in ages, you know, because I just — I controlled my destiny, you know, and being able to control your destiny is a very American trait and it’s something I didn’t fully appreciate.
Like I thought of myself as an entrepreneur when I was doing it part-time, but you know, when poor performance means you don’t get a paycheck it hits home so much more, and I’m sure you realize that … but you know you feel alive because you kill what you eat, the company grows, you get a paycheck, the company grows, you get to continue paying employees. [If] the company doesn’t grow, it dies, and you fail. So it’s a lot more exciting and a lot more rewarding when you do well and hits a lot more than a normal job when you do poorly.
WATM: Do veterans have an advantage or disadvantage in starting their own businesses?
NP: We have both. So the statistics show that veterans do better than any other population in the country at starting their own businesses and maintaining their own businesses. I think that’s true for a couple of reasons: One, we have endured a lot, and we are used to a situation where at first we are not the best at something, [and] we have to work really hard at it and, over time we get a skill set. Those are incredibly helpful attributes. When you’ve actually done hard things several times, it makes the next hard thing easier to accomplish.
The other thing is that we genuinely like to work in teams and we are happy when other people succeed, but the military is built around [the idea that] you learn something, and then you achieve a level and then you teach other people how to achieve that level and your success is married to their success. That’s not true in the civilian world. People are a lot more self-centered — whether that’s a good thing or a bad thing, they are focused on their own promotion, their own skill sets, their own growth, and they don’t think about the team as much as military people do.
So that’s the upside. The downside is that the military makes things very easy for us, and that’s probably counterintuitive because nobody looks back at their military experience and says “Man that was so easy” but they tell you “If you want to go to this next job, you go to this school. If you want to go to this next job, you need to do these things in the unit. You need to have these jobs.”
There’s a structure to the whole thing. There is no structure in entrepreneurship and when I see people [who] are trying to start business that are really sputtering, a lot of times they’re coming to me, they’re coming to other entrepreneurs and they’re saying that they’re looking for advice, but they’re really looking for me or others to do all of the work for them and they just want to knock down these easily set up targets. And that’s just not the way that entrepreneurship is. You have to go into nebulous situations and figure out a way through and there’s a lot of suffering in there and you might be great for two years and then something else comes in and changes the whole game, and you have to rethink everything that you’re doing.
So there’s good and bad. You know on the whole, I think you’re better off being a veteran, and the statistics show that, than not, but there are things that kind of bite us in the ass too.
WATM: How about in the corporate world?
NP: Um, again, it’s kind of — it’s a two-pronged answer — thinking that you are better than people, or that you are owed something, or that they all suck because they’re civilians, you are setting yourself up for failure. So if you go in with that approach, which a lot of people do, and then complain that no one wants to hire vets, you’re not going to do well, because frankly, nobody wants to be treated like sh-t. No one want to be looked down upon, so if you go in with a negative attitude, then people aren’t going to like you and you’re not going to get hired. If you go in with the same attitude that you had when you went into a new job in the military — “I don’t really know what I’m doing and I have to rely on the people around me to teach me everything I need to know, but be proactive in learning everything that you can,” — you’re going to do extremely well.
Every time I had a new corporate job, I spent most of my time for the first few weeks basically talking to everybody that was in the group — no different than somebody coming into a new unit [and] figuring out how the unit works what the SOP’s were — and then after that after I felt like I had a handle on it. Then I was going to best practices and other organizations, the internet, etc. to figure out how I could improve my job, the organization, and take it to the next level in any number of areas.
That’s the approach that you need to take to figure out what’s going on and then figure out how you can be most valuable and see what you can bring to the table, as opposed to “let me tell everybody here how things should really work, I was in the military.”
So just like anything else, going in humble with the intention of truly being helpful as opposed to trying to rise above other people is going to make you successful.
WATM: How do we get over that “I’m better than you” military mindset?
NP: I try to flip it around for people. You know, when people get out [of the military] and go to college and college students are making gross assumptions about them, you know about how having post-traumatic stress is going to result in them doing something insane, or about killing people or about this, that, or the other thing … all the stereotypes that you hear about college students.
How much does that infuriate them? How much does that make them want to have nothing to do with these people, does that make them feel like they’re a fish out of water in this organization?
Flip it around and treat somebody like that because they don’t have the same experiences that you had, and guess what? You’re the a–hole. You know, so stop being an a–hole.
You go in and you’re walking into their organization. You wouldn’t walk in from basic training, or for that matter, walk in off the street to basic training and [say] “alright check it out drill sergeant, let me tell you how it really is.” Because they’re gonna be like who the f–k do you think you are?
It’s no different. It’s no different walking into a company. You can’t walk in one day and tell everybody how it is or how it should be or, the way that it should work or that they’re all wrong, because you don’t know what you’re doing — no matter what experience you have — you don’t know what you’re doing. You don’t know how that organization [operates], what they do on a daily basis, and you don’t know the constraints and you don’t know the personalities involved.
You know if you flip it around, it suddenly sounds ludicrous, right? It’s the same thing.
WATM: What do you think was your biggest challenge with RangerUp, and how did you get through it?
NP: [Sighs] There’s a new one every year, man. Honest to God. There’s a new one every year. You know, the most dramatic challenge I went through [was that] I went through leaving corporate America and literally a month and a half later I was going through a divorce, so I rapidly ran out of personal [funds]. I sold everything that I had, mutual funds and all that stuff, and I was down to $1,300.
And the key there, just like the key has been in every other time that I’ve had a crisis with the company is to focus on one thing at a time every single day and try to improve. You know, whether it’s marketing, whether it’s inventory management, whatever, because if you take a step back and you look at all of it, all the problems and all the challenges, it’s overwhelming.
So, you know, putting it in military terms, right, if you can sit back and say I want to conquer the country of Iraq, that’s an insane task that requires many people thinking and assessing and even then it’s challenging but when you break it down: The first thing I need to do is, I need to take this city, I need to take this block, I need to take this street, [and] it becomes manageable.
So sometimes, especially when everything is sh-tty, and when cash flow’s tight and when you don’t have enough inventory … when sales are down for the month and there’s a new predator or whatever it is. When things are very challenging, you’ve got to narrow them into a list, because otherwise it’s overwhelming.
You put one thing on the list at a time, you do it until it’s done, and you do it so that it’s high quality, and then you do the second thing on the list and when you knock things out like that and you go through the formula of A, B, C, you find yourself in a better position after several miserable weeks.
If you just try to solve it all at once, you get nothing done, you can’t sleep at night, and it doesn’t improve. And so, I went from being a dude that had a lot of money to a dude that had $1,300 to his name and had maxed out credit cards.
But by knocking out one thing at a time, the next month I had $1,350, and the next month I had $1,500, and you know, I’ve taken that approach with everything. So every time something goes wrong, you have to assess, what is it?
Well, this time I have too much inventory in styles that weren’t really selling, how did that happen? So you figure all that out, and what I know is that I need money right now to make a sale on this inventory that isn’t showing, even if I take a loss on it because I need to get cash into the system, then how do I figure out how to do that next time? What led me to this?
So you need to go through the steps and at some point, like right now we have a very fancy inventory management system, we use algorithms to determine that we built based on our analysis and how many of something we should order. But that didn’t happen in a day because we f–ked up, and then we fixed it, and then we f–ked up again and then we fixed it, and as long as you don’t make the same mistakes, over time you start building a business that is very efficient and very sophisticated.
But at the beginning it’s like “hey, how many of these should we order? I don’t know, 100? 150?” And now it’s… I don’t want people rounding because we found two years ago that by rounding up to the nearest 12 shirts, we added $80,000 of inventory, 3 or 4 shirts at a time, and that money needs to be working, not sitting on the shelves.
You see what I’m saying? It all kind of builds.
WATM: I’ll follow up by asking, specifically, because you brought up the thing with $1300, how did you break that up, what was your priority there? It’s daunting, you’re looking at your account and seeing that you only have $1300, and you’ve gotta make money. What were the manageable tasks that you found got you to $1350 in the next month?
NP: The first thing was figuring out where the money was going, [and] where are we spending. One of the the big things back then was we really valued things. We were a smaller company, doing what the other people were doing, and we really valued things like athlete sponsorship and trade shows, and you know all the things that all the other companies are doing that everybody tells you are critical.
[We] just kind of walked through that and asked, is this critical? What does it really cost to do a trade show? What does it really cost to have an athlete? And then you figure out what the value of having these things really is. We almost don’t do any trade shows anymore because the average trade show ended up costing around $27,000 when all is said and done, and you just don’t get that kind of return. It’s just a thing that somebody created that people do, and everyone goes, “oh you’ve gotta be involved in this or else you’re not really in the industry.”
Well that’s not true at all, but that’s what everybody says. And you know, we do sponsor athletes, but we only sponsor our kind of athlete, and we figured out what that meant.
Inventory. It was a big issue back then and I was trying to figure out why sales weren’t growing — why we were very profitable, but we had no cash on hand. So it was a simple Excel spreadsheet where I rank-ordered all of the styles by sales and then to the right I put their inventory value and then I realized that I was getting 80 percent of our sales on about 20 percent of our inventory, and the other 80 percent of our inventory accounted for 20 percent of our sales.
It was embarrassing because I knew this stuff from business school, but it’s completely different when you’re in it, day to day, and you think about things like if I only print this smaller number, it’s gonna cost a dollar something more per shirt and that’s gonna be a ton of money — and it is a ton of money — and it’s not hundreds of thousands of dollars in useless inventory, and there’s no science to that.
It’s hard to balance what’s appropriate. Is it profitability or is it cash flow? You’ve gotta strike a balance, like you’ve gotta hold some inventory or you can’t sell but if you have too much inventory you have nothing available for investment.
So we did a fire sale on that 80 percent of the inventory and much of it we took a loss or did breakeven on, and then all of a sudden we had some cash and we invested that cash into styles that sold, and we were able to then create more styles and started developing styles more routinely.
All of these things were things I was working on over several months and the low point just happened to be at that $1,300 and so I had already been working to solve the problem. And it finally started clicking that following month, like all of a sudden these new styles were coming in, we were selling more, we had a little more cash on hand. I was able to pay myself a little more, and it wasn’t a ton more — like another $100 or $150 a month — but that little amount made all the difference. So you kind of chip away at these small things and they add up to be big things very quickly.
WATM: What are the tools you use on a daily basis to be more productive and get things done?
NP: I’m not a really fancy guy even though I have an appreciation for a lot of these crazy apps out there but really at the end of the day there are three tools that I use all the time.
Excel is the lifeblood of everything I do and I am an Excel ninja. People say that they are an Excel ninja because they can do a couple of basic formulas but there is nothing I cannot do in Excel. Spreadsheets are very complicated you know, drop down menus and like it’s just … [being] able to very quickly look at data and convert that into a few possible directions that you should go and that you should look at, is invaluable. If you’re gonna start your own business and you’re one of those people that’s like “Oh I’m not good at that, or I really don’t know that much about Excel,” take courses, start figuring out how to do analysis, [because] it’s really important.
The second thing is Quickbooks; I don’t care if you’re a brand new business and you only have $400 in sales, start using Quickbooks, start figuring out how all the different sheets work and fit together and constantly be looking at your business to see what’s going on. If you don’t know, then your success is just dumb luck.
You have to know what’s going on in the company. And then the last thing is just that I use the notepad on my iPhone and Tom [Amenta, COO of RangerUp] has Evernote or whatever the hell it’s called, and a few other fancy things but I just use the notepad every day and write down what I have to do on this day, and if I don’t get these things done then I have failed.
Or, at the very least I take it and I move it on to the notes for the next day. But every single day I am trying to knock out certain things. So those are the three very simple tools that I use constantly. You open up my computer and there’s always six or seven Excel sheets open and I get a daily Quickbooks report with a list of various things that are important to me along with a scorecard that the various managers inside the business provide me on a weekly basis and I hold myself accountable with my phone which is always with me.
WATM: I’d be really fascinated to learn what your creative process is like. You guys are churning out videos, blog posts, social media, memes, all kinds of stuff. How do you decide what’s good, who’s coming up with this stuff? Can you take me through what that’s like?
NP: We have a really good creative team and that’s me, Tom Amenta, Jack Mandaville, Patrick Thomas Baker, and all of our designers. It’s just a really good group of people, but it also extends to anybody [who] wants to be involved.
So sometimes we have, I don’t know, three organized meetings about various topics in terms of creativity every week so one is the design process, one is videos, and one might just be general ideas about projects you take on.
But then also there are people like Jack, Pat and I that are literally always thinking about this kind of stuff. Like I’ll wake up in the middle of the night sometimes and jot down some stupid video idea or an article I want to write or whatever, and it hits me and I put it down.
And you know, our whole concept is we want to entertain our friends. That’s the way that we look at our business. How can we entertain, educate, or just generally amuse our friends? If we do that right everything falls into place. And if we don’t do that right, we’re just another t-shirt company.
NP: Range 15 is a post-apocalyptic comedy. Think of it as “The Hangover” after the apocalypse with veterans leading the charge to save the world. And in terms of the plot that’s kind of what I can give up right now.
The main character in this movie is going to be Mat Best. He’s got the high cheek bones and the steely blue eyes so we thought it was a no-brainer, and then the rest of the Ranger Up and Article 15 crew who I’m with, Dakota Meyer, Leroy Petry, Tim Kennedy and we just got a really interesting call that I did not expect from another well-known military celebrity that is interested in being involved.
And he has already had a very popular movie done about him, but he has never done a comedy before, and I think we’re going to be adding his seal to the mix here. But the concept here is that veterans are always portrayed in a certain way in movies, even positive movies. It’s always about sacrifice and suffering and they always end up worse off from their experiences. And that’s really just not the case. I mean it’s the case with some people, sure, but on the whole veterans are the most industrious, fun, can-do people that I’ve ever met and that I think most people will ever meet and so we just wanted to have fun with it.
So for example, we’ve got two Medal of Honor recipients in this thing and they’re poking fun at each other and the service. And they’re in a movie that could be described as one of the most ridiculous movies that you’re ever gonna see anywhere, and they’re doing it because they should be able to do it. Nobody should be able to tell these guys, “you can only do this type of film” or this kind of documentary.
No, because they want to do the same kind of thing that we want to do. They want to amuse our friends, they want to show them that you can do anything. I mean for all, for any negative threads that are on us doing this silly movie, at the end of the day, in 24 hours we’ve raised almost $200,000 [Editor’s note: Now it’s almost $500,000] to do a movie for our community.
I’ll be honest, the folks at IndieGoGo spoke to a mutual friend and had told them that we were going to launch and they kind of ignored it. And the president of IndieGoGo called and his question to them was “Who the f–k are you guys?” Because he didn’t understand, he did not understand how we were doing it, and it’s because people don’t understand the community and understand what these kinds of things mean to the community.
It’s gonna be a good movie. It’s gonna be really funny and it’s going to be for us, and because we’re doing it for us we don’t have to compromise the message at all. We don’t care if someone’s offended by it. We don’t care if this isn’t Hollywood appropriate, and if this isn’t gonna do well in the Asian market. We don’t care about any of that stuff.
Because we’re doing a movie that our fans want us to do. And it basically breaks all the rules. Our IndieGoGo campaign wasn’t set up the way IndieGoGo says you should set up a campaign, our marketing strategy isn’t what they say you’re supposed to employ, we’re not relying on Hollywood interviews, we’re not relying on press and we’re not relying on any of this stuff and we’re doing it hardcore, direct and social.
And we’re on pace right now to be one of the largest funded movies ever on IndieGoGo, and I think that speaks less about us and more about the community.
WATM: What about the decline of the military comedy in a post 9/11 environment? Why has that happened and were you actively trying to combat that?
NP: You should be able to have fun with it. And we saw the same kind of thing with some people with “Enlisted.”
Military veterans are not saints. And I don’t mean that in like we aren’t good people, but you do not need to bow down to the altar of the veteran. We’re regular people, and we should be able to make fun of ourselves. And if you think that veterans can’t because they have to live up to some standard or stereotype, that’s your problem, not ours.
I think most veterans have a lot of fun, are funny people, enjoy life and don’t want to be stuck with this view that they are droids that are serious and boring people. I think it’s unfair and we want to shatter that.
WATM: It seems counterintuitive to work with Article 15 Clothing, which outsiders would view as a competitor. How do you explain that relationship? It seems antithetical to the norms of business to be friends with companies creating such similar products.
NP: With Article 15, we have a very similar ethos. Those guys genuinely care about the veteran community; it’s not just window dressing. So they’re genuine guys and I like them personally, but the second part of it is that I don’t think it’s a zero sum game. I don’t wish failure on anybody.
We grow, they grow. Grunt Style [another military apparel company] grows and it’s not a bad thing [because] these people are employing veterans and doing good things. I’ll be honest with you, I haven’t had a single year where we haven’t had triple or double digit growth, so I’ve got no reason to complain.
When you sit around and look at competitors and worry about what they’re doing, and worry about other people, you are stagnant, you’re not improving, you’re not creating new products. You’re just worrying and you’re trying to go backwards. When you [should] look forward you grow.
That’s what we do, so I worked with Article 15, and we became friends, I gave them some advice here and there, and as a result of that mutual trust we kind of hung out and came up with the concept of doing this together and it’s been a really good partnership.
You can ask them the same questions and I’m relentless — that’s my personality — so from the moment that we decided to do this, I’m the guy who is annoying the sh-t out of everybody like “hey, we gotta do this, here’s our timetable, hey, we’ve got to get the lawyers to do this, we’ve gotta fill out this form and here’s the script notes. I need this and I need that.”
And Jarred [Taylor] is a promotional genius, Mat is a very creative dude, he’s hilarious, Jack [Mandaville] is hilarious, and everyone is kind of bringing something to the table. Individually I’m not gonna say, “could Article 15 have not done this without us?” No, I would never say that. They’re motivated guys, and they could have done it, same with us, like we could have done the same thing.
But together, we’re unstoppable. And I truly feel that way. Working together on this, we’re unstoppable. We’re putting up numbers that are shocking on IndieGoGo because the general population has no f–king idea who any of us are. But we’re still putting up numbers that are a quarter of what Broken Lizard just did with “Super Troopers” and that’s a movie that probably 20 percent of America has seen and loves, because we work great together, and have been able to kind of check egos and just work really hard.
So, for me it’s just been a win for everybody and it’s been an awesome experience.
WATM: You were an Army officer, so I’m curious as to what terrifies you more: leading a unit of soldiers, or leading your own company? Or is it similar?
NP: It’s really different. And I also think it’s different because as you get older you think about things differently too. Like to think if I was this age, and if I were to take a platoon now, I would have been a lot more afraid than I was then, because when you’re 21 or 22 and just out of Ranger School, you feel like you’re unstoppable and you’re surrounded by guys who feel like they’re unstoppable.
Deploying was definitely nerve wracking because, a lot of people say this, but I was one of the guys that really loved everybody in my platoon even if they were a pain in the ass, and I really looked at them as my family. And it was terrifying to think of losing somebody. But I was fortunate that I wasn’t in a position where that happened. So, I was a young guy and felt invincible and never was faced with some of the bad things that happened to other people.
The stress is different though. The stress of a business is constant, and it’s not something where there is a clear, there’s no clear enemy right? It’s just this constant stress. Do we have the right inventory? Do we have the right ideas? Do we have the right advertising strategy? Oh crap, this thing went wrong. We need to fix this. The shirts came in wrong, the movie title headline is off because of X,Y, and Z, the lawyers didn’t get us the paperwork in time.
So now, my brain works 24/7, and it’s never over. In the nine years I’ve been doing this, I’ve basically had this constant stress in the back of my head, whereas the military, the stress has much higher peaks but shorter duration.
You get back from deployment and that stress drops significantly, then you deploy and the stress peaks. Within an entrepreneurial endeavor, the stress never goes away. It’s just always there. There’s always something you could be doing. That was a convoluted answer, but in the worst situation, [there’s] no question about it that the military is more stressful. On a day to day basis it’s more stressful to be an entrepreneur.
WATM: Living or dead, who are your top 3 heroes?
NP: George Washington is the best president we will ever have. I’ve read just about everything written on the man and people have no idea how much that dude did for the country and for our way of life.
Cheesy I know, but my father came over from Italy when he was eight years old, volunteered for Vietnam, served for six years, got out and used the GI Bill to be the first person to go to college in our family on either side, graduated valedictorian, and sacrificed significantly so that my mom and my brother and I grew up thinking anything was possible, and essentially made it so that we did make anything possible that we wanted to do.
And then third, gosh, you know the third one is a tough one, I’m not really a big hero worship kind of guy but I’m gonna go with Captain America. I’m serious. I’m going with Captain America because no matter how bad it gets, he sticks to doing what the right thing is and he never allows his principles to be shaken.
WATM: You want to start a new business instead of RU. What is it?
NP: That’s a tough one for me to answer because I have so many offers on the table right now. If I wanted to do something completely different I would do something that involved absolutely zero inventory.
So we’re kind of doing something that’s been a dream of mine for a long time, and that’s to get into the movie business. I mean, we might get into doing this movie and realize that we all hate movies. You know I enjoy doing advertising work, I could also see myself at some point disengaging from business and spending some time doing some nonprofit work.
It’s tough for me, because literally every day someone is trying to buy us, get us involved in a new business or hire me or Tom or somebody away from here. So I almost can’t even answer that.
At the end of the day, I want to work with really good people because the business almost doesn’t matter. I don’t even really like T-shirts. I tell people that all the time. But I really like my customers. And that’s what keeps me in the game with RangerUp.
If I had the opportunity to take over a $200 million business, but the focus was on football players or something, I don’t think my heart would be in it and I don’t think that I would be as good at it. Working with good people, and customers that I believe in, that’s kind of what motivates me. I need to care about what I’m doing.
I was in a position in corporate America where I was making a lot of money, I was on pace to make a bunch more money, and that taught me that I really don’t care about money. I mean obviously, I need to eat and I need to take care of my family, but I don’t need to be Kanye or Mayweather blowing 100K at a strip club. That’s not gonna make me happy. So whatever I do, the work has to be worthwhile.
WATM: What’s the #1 business book you find yourself recommending to people?
NP: I don’t really believe in business books. They’re just cheesy, they’re narcissistic, they’re people telling you how great they are, for the most part.
I would tell you that Ryan Holiday wrote a really cool book called The Obstacle Is The Way. It’s not really a business book but it is a great read and it’s founded on the principles of stoicism. And if you want to go back even further, read Marcus Aurelius. One of the great things that I learned from Ryan, and this is just from personal interaction with him, is that if you want to know something about a topic, any topic, walk into the bookstore and find the oldest book on that topic that’s still in print, because if it’s still in print, it’s because it’s a good book.
If it’s a new thing that someone famous just wrote, it’s probably a piece of sh-t, and I’ve found that to be true. And I’ve started reading older and older books, and the classics, and philosophy, because I find that to be a lot more valuable than reading about some dude that just launched an app and is 25 and trying to tell people how to run their life and run their business.
Sometimes people are really good, sometimes people are really lucky, [and] sometimes people are really good and can’t tell a story. Read old books.
WATM: What about a military-related book?
NP: That’s tough. I really like Gates of Fire, I really like Starship Troopers, the book, not the movie although the movie’s fun. The Long Grey Line, that’s a great book. Black Hawk Down. There [are] so many great books out there it’s hard to pick just one. Sean Parnell’s Outlaw Platoon, that’s a new one. I really enjoyed that book and Sean is a great guy. That probably makes that book even better for me, but to say that I have a favorite is pretty challenging.
WATM: Last thing: Where do people go to learn more about you? Besides RangerUp.com, do you have a personal website, Twitter account, Instagram, or smoke signal that you would recommend? Video you would want people to watch?
NP:@Ranger_Up is my Twitter, and that’s me tweeting 90 percent of the time. I don’t have a personal account yet but I’ve been getting kicked in the ass to start one so that’s coming soon [laughs].
Watch the “How to Get a Job” series. That’s what I care about. Just figuring out how to get people set up for success, so if the question is what am I about, that’s gonna be the best video for that.
Spirit 03 is a revered name in the AFSOC community, often spoken of in hushed and pained tones. It was the call sign of the last AC-130 gunship shot down in combat.
The story of Spirit 03, whilst sad, was also one of heroism — the kind you’d find in the US Air Force Special Operations Command community. It was a story of American airmen putting the lives of their brothers in arms engaged in grueling ground combat above their own.
The city of Khafji before the battle
(Photograph by Charles G Crow)
On January 29, 1991, over 2000 Iraqi troops under the direction of Saddam Hussein streamed into the Saudi Arabian city of Khafji in an attempt to draw American, British, and Saudi forces into a costly urban battle which would tie up Coalition troops until the Iraqi military had time to reorganize and get themselves back in the fight.
Just days before Khafji fell, American surveillance jets had detected large columns of mechanized Iraqi units pouring through Kuwait’s border in a mad dash towards the city. Though the warning was passed on, Coalition commanders were far more focused on the aerial campaign, which had seen the virtual annihilation of the Iraqi Air Force.
Thus, Khafji fell… but it wouldn’t be long until Saudi forces scrambled to action, barreling towards their seized city to drive the occupiers out. American and British aerial units were soon called into the fight, and in record time, engines were turning and burning at airbases within reach of Khafji while ground crew rushed around arming jets for the impending fight.
Among the aerial order of battle was a group of US Air Force AC-130H Spectre gunships — converted C-130 tactical transport aircraft that were armed to the teeth with a pair of 20 mm M61Vulcan rotary cannons, an L60 Bofors 40 mm cannon, and a 105 mm M102 howitzer. These Spectres, based out of Florida, were eager to be turned loose, planning on adding any Iraqi tanks and armored vehicles they caught around Khafji to their kill tallies.
On the 29th, Iraqi mechanized units moved towards the city under the cover of night, repeatedly engaging Saudi elements set up to screen inbound enemy ground forces coming in from Kuwait. The Spectres were already in the air, racing towards the fight and running through checklists in preparation for the destruction they were about to dish out on Saddam’s armored column.
Within minutes of appearing on station, the AC-130s leapt into action, tearing into the Iraqi column with impunity. What the enemy forces had failed to realize was that Spectres — living up to their name — operated exclusively at night so that they were harder to visually identify and track, and the gunners aboard these aircraft were incredibly comfortable with that. Spectres began flying race track patterns in the sky, banking their left wing tip towards the ground as their cannons opened up.
An AC-130H Spectre in-flight with its guns visible towards the right side of the picture
(US Air Force photograph by TSgt. Lee Schading)
Despite the AC-130s inflicting casualty after casualty, the resilient Iraqi invasion force continued to advance to Khafji and managed to briefly take over and lay claim to the city. American and Saudi ground combat units, including Navy SEALs, Army Special Forces, and Marine artillery and infantry elements responded in kind, and launched a blistering offensive against the Iraqis as night turned to day and the AC-130s returned to base to rearm, refuel and wait for nightfall to resume hunting.
On January 30th, Spirit 03, one of the AC-130s, was loaded for bear and launched with the intent of providing Marine forces with heavy-duty close air support. Spirit 03 arrived on station and started hacking away at targets. In the hours around dawn on the 31st, the AC-130s were recalled to base when radios lit up with numerous calls for fire support from the beleaguered Marines on the ground.
An Iraqi rocket battery needed to be dealt with quickly.
The crew of Spirit 03 took charge of the situation immediately, judging that they had enough fuel and ammunition left for a few more passes. Not quite out of the combat zone, the aircraft turned around and pointed its nose towards its new target. It was then that all hell broke loose. A lone shoulder-fired, surface-to-air missile arced towards the AC-130, detonated and brought down the aircraft.
There were no survivors.
In the months and years that followed, the loss of Spirit 03 was investigated and then quickly hushed up. Some indicated that the official report blamed the crew for knowingly putting themselves in danger by continuing to fly in daylight, allowing themselves to be targeted.
Others knew that the story was vastly different—that the 14 men aboard the AC-130 knew that they were the only ones in the area able to provide the kind of fire support the Marines needed, and so paid the ultimate sacrifice while trying to aid their brothers in arms.
On August 18, 1942, U.S. Marine Corps Raiders assaulted Japanese positions on Makin Island (today known as Butaritari). The Raiders were a WWII-era elite unit trained for special amphibious light infantry combat. Their mission was to destroy Japanese installations and gather intelligence as well as divert attention from the landings on Guadalcanal. This small raid on a Japanese seaplane base was among the first American offensive operations of the Pacific War. It didn’t end well, and many of their bodies weren’t found for years.
The Raiders met strong resistance but killed a number of Japanese defenders, destroyed two ships, and took out two planes attempting to land in a nearby lagoon. All went well until it came time to be extracted via submarine. Mechanical problems and an unexpectedly strong surf kept 11 of the 18 extraction boats from beating the surf. Eventually, more would make it to the submarine but the raid would end with 18 Marines killed in action and 12 more missing. The raid failed to return any meaningful intel but it was a successful test of coastal raider tactics.
The Americans had to leave in such a hurry they were unable to take the bodies of the dead with them. They asked the Butaritari men on the island to bury the bodies of the dead so the Japanese couldn’t find them. Locals wound up burying the Marines after the U.S. withdrawal.
In 2000, U.S. Department of Defense search teams came looking for the bodies of the Marines because they received a tip from one of the then-teenagers who found the bodies on a coral island so long ago. Now an old man, he showed the search team where to look.
Fifty-eight years after the last living Marines were extracted from the atoll by submarine, the graves of the fallen were found. The graves were dug with respect and were intact according to the burial customs of the Butaritari. They were still clothed, complete with helmets, rifles, grenades, and dog tags. Marines in full dress blues arrived via C-130 and carried the flag-draped coffins from an island airstrip to accompany the remains as they were repatriated to the United States.
As the Marines carried the 19 Raiders aboard, the old Butaritari man who pointed out the gravesite began to sing the Marine Corps Hymn. The man didn’t speak English or even understand what he was saying, but the Marines taught him the song as a boy and he remembered it 60 years later.
The first enlisted Marine to receive the Medal of Honor during World War II was Clyde Thomason, who was killed at Makin Island. Thomason was repatriated with the others in 2000 while 11 of his fellow Marines remain missing.
Blood oaths, prophecies, and brutal life lessons propelled Genghis Khan into conquest, amassing the largest land empire in the history of mankind. As a boy, he was the illiterate son of a murdered chieftain and had everything he loved torn away from him. As an adult, through merciless leadership, he united the steppe tribes and instilled discipline into his warriors.
Genghis Khan established dedicated trade routes, promoted religious tolerance, and got so many women pregnant that you may be related to him. The effects of his rule can still be seen today and few have come close to his level of greatness or ruthlessness.
Leadership based on merit
Temüjin, Genghis Khan’s birth name, loosely translates to ‘of iron‘ or ‘ironworker.’ His leadership style reformed Mongol tradition by replacing the nobility rank structure with a merit-based promotion system. Though much of his army was “recruited” by threat of death, he earned loyalty by promising the spoils of war to his troops rather than hoarding it all himself — after all, he believed that excessive wealth was a weakness. Sure, your home and everything you knew just got rolled over by Genghis Khan, but hey, now you have the opportunity to fight by his side — or die.
The Yassa, a code of law written by Genghis Khan, and its enforcement was a non-negotiable condition of joining the Khan’s empire. Soldiers had to swear allegiance to Genghis Khan, to not steal livestock, to not steal another man’s woman, and, generally, to not be a thieving POS. You could pillage the enemies of the empire, but not the people inside the empire itself.
All hail the God Emperor
Adapt and overcome tactics
The Mongols learned mounted archery at an early age. They were taught to fire the arrow when the horse’s hooves were off the ground to achieve maximum accuracy. They adopted strategies against walls cities out of necessity because the steppes had no fortified towns. In China, the Mongols captured Chinese soldiers and tortured them until they gave them the knowledge to build the necessary siege engines.
Psychological warfare was the Khan’s bread and butter. His armies often used harassing techniques to lure the enemy into ambushes or tied sticks to the tails of their cavalry to exaggerate the size of cavalry charges. The night before battle, troops would burn five fire pits to further exaggerate their numbers.
He would give his opponents the opportunity to surrender and join him before murdering every living thing in their city. He tortured motivated his enemies to death by boiling them alive, had them suffocated, or, in the case of noble named Inalchuq, poured molten silver into the eyes and ears. Fear was an effective tactic that minimized loses in his conquest because cities would rather surrender than suffer the dire consequences.
You could keep your God, but not your shoes.
History remembers the Great Khan, mostly, as a warmongering sociopath, but his views on religious tolerance have influenced our own government’s Constitution. Thomas Jefferson’s view on the separation of church and state is eerily close to the Mongolian warlord’s idea of unifying the tribes (and subsequent territories), regardless of faith and orienting them toward greater ambitions.
Kill all humans.
Safe trade routes
His protections also extended to merchants traveling within his empire in what is now known as the Pax Mongolica (Mongol Peace). Some accounts go as far as to say that a maiden bearing a nugget of gold on her head could wander without fear throughout the realm.
Alpha male genetics..?
Let’s set something straight first. The Great Khan has 16 million living descendants as a direct result of his empire. And it was common for him to take many women from the vanquished. He, himself, was certainly not kind to women in general.
But his social policies supported women’s rights and, to this date, affect a woman’s role in Mongolian society. Though women were still subordinate to men in Mongol culture, they were less subdued than in other civilizations of the time. In fact, Sorkhaqtani, the wife of one of Genghis’ sons, was a trusted advisor played a crucial role in holding the empire together.
China wants to become east Asia’s dominant power. And in order to do that, the country needs a navy that can balance out American and US-allied assets in the region.
China wants a force that is capable of operating for extended periods in the open ocean, away from the coasts or support bases. A “blue-water navy” would allow China to protect vital trade routes while also enabling Beijing to project force in areas far from China’s coastline.
Beijing’s naval development could be one of the biggest strategic challenges the US faces in coming decades. And the Chinese navy is already pretty formidable. The following graphic from the US Office of Naval Intelligence shows every surface ship in the Chinese Navy as of February 2015 (you can view a much larger version of the graphic here):
The largest ship in China’s navy is currently the Liaoning aircraft carrier, a refurbished Soviet-built craft that’s had an array of problems. The vessel is several decades old and of questionable quality — it suffered an unexpected power outage during sea trials in October of 2014.
But the Liaoning may just be a practice carrier for the Chinese Navy. China is using the low-cost vessel to master the operation of carrier battle groups before purchasing and developing more expensive and capable vessels.
There are reports that China is planning on developing three carrier battle groups, in a massive ramping-up of naval force projection.
The Luyang II 052C class guided missile destroyer is also noteworthy. These ships are designed to operate in open ocean away from China’s coasts, allowing Beijing to press its territorial ambitions throughout the Pacific and the South China Sea.
Additionally, a ship model called the Jinan will feature a number of new-generation weapons, and is specially designed to protect any future Chinese aircraft carriers.
“The guided missile destroyer Ji’nan (hull number 152), is equipped with multiple sets of home-made new-type weapons,” China Military Online reports.
“It is able to attack surface warships and submarines independently or in coordination with other strength of the PLAN. The ship also possesses strong capabilities of conducting long-distance early-warning and detecting as well as regional air-defense operation.”
Operation Supply Drop (OSD) is the kind of organization that sounds very simple at first. They collect donated video games, console systems, and cash to send gaming care packages to troops overseas and here in the United States. The nonprofit calls these care packages “supply drops.”
As anyone who’s been deployed can attest, the periods of excitement and fear are interspersed with long periods of monotony. OSD began in a garage with an Iraq War vet boxing up donations to help his peers enjoy the same hobby he loved: gaming.
From those humble roots, OSD has now grown into a charity that does a lot more. While they still generate care packages for deployed service members, they’ve expanded into creating unique experiences for veterans, fighting veteran joblessness, and other causes which affect warriors.
The expansion had some growing pains. The founder publicly split and created his own new organization. But the CEO, Glen Banton, is excited for all the ways OSD’s expanded mission has let them serve veterans.
“We’re in the business of helping veterans,” he said in an interview with WATM. “Unfortunately, the video game thing sometimes overshadows the other things we do. But essentially, it needs to be about putting veterans first. How can we keep supporting as many vets as possible. That’s while you’re deployed and need something to spend your time with, or when you get home and have other needs.”
OSD began by enlarging the supply drop program, and then adding on new programs.
“The supply drops increased in size and scope. We started going to bases themselves, rec centers, mess halls, day rooms, hospitals, events, Halloween and Christmas parties… Anywhere we can impact a lot of troops per day and have fun.”
In a recent supply drop at Brooke Army Medical Center in San Antonio, OSD worked with Army occupational therapist Maj. Eric Johnson who has used video games to help wounded warriors progress in their therapy. But the center had just an old Nintendo Wii with which to work.
Johnson gave a wish list to OSD who was able to get the medical center six new video game consoles and almost 100 games plus peripherals like steering wheels. It was OSD’s largest supply drop yet.
“Glen and his team, they came with OSD last week and, blew me away,” Johnson said. “Way more than I had asked for, way more than I anticipated.”
Wounded warriors play video games at Brooke Army Medical Center in San Antonio, Texas after a the Operation Supply Drops largest drop. Photo: Courtesy Operation Supply Drop
Then there are “Thank You Deployments,” where a veteran or a small group of veterans get to participate in a special event or outing, usually by working with corporate or non-profit partners.
“There are VIP outings, genuinely relevant to the veteran,” Banton said. “So, we might take them to a gaming conference or on a trip to a studio. But there might be other stuff.
“We’ve had race car experiences. We met a driver who worked for Forza and is a vet. He helps get them full access, a ride in the pace car, access to the lounge. It’s really amazing.
“And as the community grows, it continues to get broader and broader. It doesn’t take us away from gaming. It takes us to people who are gamers and do other stuff.”
OSD also has a “Teams” program. The teams encourage people to get locally connected with active duty service members and veterans so everyone can engage at the local level on big issues like veteran suicide, depression, homelessness, and unemployment.
“The Teams Program is the action arm of OSD,” Banton said. “They’re local chapters with veteran and civilian members who address things like veteran suicide or homelessness. Really, what we look at with the teams is, how do we create within Seattle, L.A., Muncie, Indiana, how do we engage in a way that helps?”
While it may seem like this is OSD straying from their roots as a gamer-veteran focused charity, Banton and his team don’t see it that way.
Glenn explained, “If someone asks, ‘Hey, OSD, I need some help and don’t know where to go. I think I can get this job but I don’t have the clothes,’ or ‘I don’t have the home base to do the interview,’ we can help with that.
“So we can, for a thousand dollars, get them housed for six months and get them help through this community, then they become a big part of the community.
“That individual doesn’t have space to enjoy an XBox if he wanted to. to us, it’s very clear and it’s easy. We know exactly what we’re supposed to be doing: Inspiring veterans and other civilian supporters to give back to those around them.”
For those interested in getting involved helping veterans through OSD, head to “The Teams” page, make a donation, or learn about the 8-bit Salute where gamers can play to raise money for future supply drops and other events.
We’ve all served with the zealot, the screamer, the wild man, the badass, the strange agent, and other signature personalities, but have we seen them accurately presented in movies? Well, sometimes. And in some cases when Hollywood has tackled military topics they’ve gone beyond simply “getting it right” and moved into the arena where icons are forged. Here are 12 examples of when movie makers got it absolutely right and then some:
1. Jack Nicholson as Colonel Nathan R. Jessup in “A Few Good Men”
Col. Jessup is as badass as grunts come . . . right up to the point where he gets his ass handed to him by a weenie JAG officer. With classic lines like “I eat breakfast 300 yards from 4000 Cubans who are trained to kill me, so don’t think for one second that you can come down here, flash a badge, and make me nervous,” and, of course, “You can’t handle the truth!” Nicholson’s reading of this somewhat psycho colonel is among the best military characters Hollywood ever created.
2. Steve McQueen as Captain Virgil Hilts in “The Great Escape”
Arguably the late Steve McQueen’s best work, Capt Hilts of the Army Air Corps is known around the stalag as the “cooler king” because of all the time he’s logged in solitary confinement following his escape attempts. In the climactic scene he jumps a barbed wire fence on a motorcycle (the only stunt McQueen didn’t perform himself in the film) but gets caught up in a second fence and is recaptured. The final scene shows him being thrown back into the cooler, but his attitude shows that it’s only a matter of time before he tries to escape again (because he’s an American fighting man).
3. Robert Duvall as Lieutenant Colonel Bill Kilgore in “Apocalypse Now!”
In a high-budget blockbuster full of stars like Martin Sheen and Marlon Brando, Duvall steals the show with his portrayal of Army helo squadron skipper Lt. Col. Bill Kilgore. As Sheen’s character muses, Kilgore “had that light in his eye . . . you knew he wasn’t going to get so much as a scratch on him in Vietnam.” And Kilgore cements his military movie icon status with lines like “I love the smell of napalm in the morning” and “Charlie don’t surf!” Cue “Ride of the Valkyries” and go win some hearts and minds.
4. R. Lee Ermey as Gunnery Sergeant Hartman in “Full Metal Jacket”
Before “Full Metal Jacket” came out in 1987 the pop culture standard for a DI was Sergeant Carter from the TV comedy “Gomer Pyle, U.S.M.C.” That changed in a big way with Ermey’s brilliant portrayal of Gunny Hartman, as tough as he is doomed (oops, spoiler alert for any of you maggots who haven’t seen this Stanley Kubrick-directed masterpiece). Hartman remains the cinematic boot camp standard by a mile with lines like “did your parents have any children that lived?” and “choke yourself, Pyle!” Ooh-rah, Devil Dog!
5. Gregory Peck as General Frank Savage in “12 O’ Clock High”
Peck plays General Frank Savage, a B-17 driver who inherits a shitty command in the middle of high-tempo ops. Loses have been high and morale sucks, and Savage’s initial attempts to square the unit away are met with stiff resistance. In time his superior leadership techniques take hold and things improve. Peck does a great job of capturing the nuances surrounding the age-old facts that life is lonely at the top and being in charge is no popularity contest. There’s a reason this movie is shown in military leadership courses.
6. John Wayne as Captain Rockwell “Rock” Torrey in “In Harm’s Way”
Some fans of “The Duke” may argue that “The Green Beret” or “Sands of Iwo Jima” are his signature military roles, but he brings a lot more to the role of Capt. Rock Torrey. “In Harm’s Way” was a groundbreaking (and shocking with subplots that tackle themes like adultery and professional misconduct) film in its day and still holds up in many respects for how it presents the complexities of Navy life during wartime. “In Harm’s Way” allows Wayne to do more than just swagger; he stretches his talents as an actor. And because of that it’s his best military work.
7. George C. Scott as General George S. Patton in “Patton”
Everything the nation knows about General George S. Patton is a function of this movie and George C. Scott’s amazing performance in it. “Patton” presents the general as the flawed genius he was, as brilliant as he was self-destructive and reckless. The opening soliloquy alone is total money: “No damn bastard ever won a war by dying for his country,” he says in front of a giant flag backdrop. “He won it by making the other poor damn bastard die for his country.”
8. Alec Guinness as Lieutenant Colonel Nicolson in “Bridge on the River Kwai”
Before he was in “Star Wars” as Obi-Wan Kenobe urging Luke Skywalker to use the force, Sir Alec Guinness played Lt. Col. Nicolson, the senior ranking officer among prisoners held by some nasty Japanese troops. Guinness’ Nicolson is tough and resourceful and good at messing with his captors, especially when it comes to figuring out ways of keeping the construction of the Bridge on the River Kwai from proceeding. His performance is as good a cinematic example as there is for why the Brits make great allies.
9. Robert De Niro as Staff Sergeant Michael Vronsky in “The Deerhunter”
Staff Sergeant Vronsky is ballsy-as-pozz, especially during the Russian Roulette scenes. And good luck not yelling “hell yeah!” at the screen when he overpowers his VC captors and escapes. De Niro’s performance is moving and feels authentic, and he does the special forces community proud while at the same time showing the sometimes tragic impact of war on a small town.
10. Tom Hanks as Captain John H. Miller in “Saving Private Ryan”
“Saving Private Ryan” did much toward dispelling the myth that World War II was somehow cleaner than the wars that followed, and that cinematic landscape is made all the more real by Tom Hanks’ portrayal of Capt. John Miller, a school teacher-turned-war-weary-warfighter who knows the meaning of duty and leads by example. His on-screen sacrifice is truly felt and is a worthy representation of what earned The Greatest Generation their label.
11. Sterling Hayden as General Jack D. Ripper in “Dr. Strangelove”
This Cold War satirical masterpiece about B-52s gone wild by the orders of a lunatic wing commander is made pitch perfect by Sterling Hayden’s performance as General Jack D. Ripper (get it?). From his musings about post-coitus epiphanies (“loss of essence,” as he calls it) to his fears about the commie plot that is fluoridation, Hayden’s Ripper should be funny enough to scare us all that he might actually exist (and have his finger on the button).
12. Jürgen Prochnow as Captain-Lieutenant Henrich Lehmann-Willenbrock in “Das Boot”
The U-boat war was a little-explored part of military movies until “Das Boot” was released in 1981. Jürgen Prochnow does an amazing job playing the captain of the submarine toward the end of the war. The crew is beat down and the Nazi rhetoric has long since rung hollow, but there is still a mission to carry out and a war to survive. Lehmann-Willenbrock is as good a leader as military movies have ever created, and his courage, skill, and empathy are timeless. Watch this one and find yourself routing for the other side. (“Das Boot” is best viewed in German with English subtitles, by the way.)
Everyone’s a critic. After you complete a job, someone is going to tell you how you did. If you messed up, you’re gonna hear about it.
In the military, if you did good work, you may have heard the term “Bravo Zulu,” which means “well done,” — but…why?
Since the Navy has strong traditions, motivated sailors tend to uphold those traditions and use nautical terms in their everyday dialogue. But why not just say “well done,” right?
According to the Navy, the popular term comes from the Allied Naval Signal Book created by NATO as a system of signals displayed by either a flag hoist or voice radio to communicate and relay messages back and forth between various naval vessels.
The system is comprised of letters and/or numbers that are represented by flags and pennants which have meaning either by themselves or in different combinations.
The Navy uses a system of 68 flags covering the 26 letters of the alphabet, 10 numeral, 10 numeral pennants, 4 substitutes, and 18 special flags and pennants.
When a ship wants to relay a message like “well done,” they will hold up the two flags like shown below.
If a vessel wants to communicate another message like “action is being carried out” they would hang up the “Bravo Alpha” flag or “action is not being carried out” the “Bravo India” flag will get hoisted.
A hoisted “Bravo” flag by itself means the vessel is “carrying dangerous cargo” which is far different than doing a job “well done.” For more nautical messages click here.
The honor of making the ultimate sacrifice is timeless. But casualty counts in the United States’ current conflicts are relatively low relative to previous wars.
Of course, no competent warfighter signs on to die for his (or her) country (because as we all know by now (and as General George S. Patton famously said during World War II), the whole point of war is to make the other poor bastard die for his (or her) country).
But what if you lived in another time? Would you have survived the Civil War or World War I?
In the movie “Forrest Gump” Forrest notes that Lt. Dan “was from a long, great military tradition — somebody from his family had fought and died in every single American war.”
So what do the Lt. Dan family’s odds look like on paper? WATM has the answer:
The American Revolution
1 in 50 – 2 percent
Lieutenant Dan’s ancestor wasn’t so lucky, but these are relatively good odds considering the conditions at the time and the nature of how the Revolutionary War was fought. Back then FOBs meant New York, Boston, and Saratoga Springs. Orders to Valley Forge? Get ready for cold and a diet of nothing but bread.
1 in 15 – 6.7 percent
Tough luck, Lieutenant Dan . . . and everyone else. If you add the Union and Confederate Army casualties vs. the best assumed total number of troops, the rate of killed and injured is a staggering 43 percent. As of 2013, the government was still paying veterans benefits related to the Civil War (and those people were probably waiting in line since 1962).
World War One
1 in 89 – 1.1 percent
This is where the combat starts to look more familiar, except for the whole “running at a machine gun” thing. It’s surprising the numbers aren’t much, much higher since human wave attacks were standard operating procedure. A cool twenty bucks (which went much further in 1917) says Lieutenant Dan’s ancestor in “The Great War” was suffering from trench foot and Jerry just put him out of his misery, which is probably why his standing order in Vietnam was to change socks at every stop.
World War Two
1 in 56 – 1.8 percent
Lieutenant Dan’s surprised look probably stems from the low number for this one too. Keep in mind, this is just the rate for the American Army. The Soviet Union lost 26 million people, significantly more than the losses suffered by the army that actually lost. (That would be the German Army for you history buffs.)
1 in 185 – .5 percent
Lieutenant Dan lives (severely wounded in his case, but alive). Of all America’s major wars, Vietnam offered best odds of survival. It also had (arguably) the highest quality of life in the field (very much dependent of where you served in-country), and the best food. (There might be a correlation between those things.)
Popular history remembers the Confederate States of America for a lot of things, but having a developed government capable of almost anything the United States could do is seldom one of those things. But it did have all the trappings of a democratic government, including a Treasury Department, an Electoral College, and even coordinated clandestine activities.
Spies. They had spies.
They’re, like, the first thing new governments get. Catch “Turn: Washington’s Spies” on AMC.
I describe the Confederacy’s secret soldiers as a kind of Secret Service, but that’s not entirely an accurate description. The mission of the U.S. Secret Service is not only to protect the President and other American leaders, but to act as an investigation and enforcement arm of the Treasury Department. They track down counterfeiters and other fraudsters while assisting on anti-terror and counter-narcotics task forces with other agencies. But intelligence is not their mission.
In the Confederacy, it could have been. The Confederate government had countless secret agents in their employ, so many the Confederate government couldn’t always track them all. They were assigned many, many roles.
In the early morning hours of a balmy August night in 1864, an American barge parked on the James River was filled with stores of supplies for the Siege of Petersburg. After about an hour, the barge exploded, destroying an estimated million of Union supplies. Its destroyer was Capt. John Maxwell of the Confederate Secret Service. He and a handful of other saboteurs destroyed a number of Union supply carriers, sunk Union ships, and allegedly destroyed the river steamship Sultana, killing thousands in one of the worst maritime disasters in American history.
Rose O’Neal Greenhow was a DC socialite who provided the Confederate Army with enough information to win at First Bull Run.
Like any other army fighting a war, the Confederate Army needed information about their opponents. More than that, the Confederates needed to know what was happening in Washington, who their friends were, and other such information. There were many Northerners willing to oblige them.
James Murray Mason and John Slidell were captured by the Union on their way to Britain. They were later released.
The Confederate States were, like most rebellions, eager to have international recognition of their independence. Confederate agents operated in Europe and elsewhere looking for this kind of support. They also measured public sentiment for or against their cause while providing any useful military information they could pick up. The US and Britain almost came to blows after two Confederate agents were captured from a British ship and detained.
“They’re over there!”
The Confederate version of the US Army’s storied unit not only conducted battlefield communication for the Confederate armies in the field but also took on a number of espionage-related missions. They gave the Confederate artillery the positions of Union troops and maintained a secret telegraph line of communications for its spies that extended all the way to Canada.
Much of the Signal Corps’ mission logs were destroyed in the Union capture of Richmond, so the full extent of their clandestine activities may never be known.
Confederates were so renowned for their use of torpedos that the Union had guys who did nothing but disarm them all day.
The Torpedo Bureau
The Confederates were very vulnerable to the vast superiority of the Union Navy. The solution for them was to mine or torpedo everything in sight. To this end, they hired two brothers who developed Confederate torpedo technology, taking them from crude wooden shells filled with gunpowder to disguised canisters which looked like coal that would be smuggled into the boiler rooms of Union steamships.
Land mines and sea mines were soon to follow.
Raids from Canada
Like modern-day green berets, Confederate agents recruited Canadians and sympathetic northerners to launch raids on American outposts in the north of the country. One such raid was the St. Albans Raid of St. Albans, Vermont in 1864. Locals of the Vermont area were forced to swear loyalty oaths to the Confederacy at gunpoint as the raiders robbed the three local banks, gaining money and notoriety for the Confederates.