Look, the Nazis had some cool toys during World War II.
They were far ahead of the other combatants in jet-powered flight, had amazing tanks, and created awesome examples of prop aircraft. So the Allies may have lifted a few of their better vehicles in an effort to see how best to destroy them and, in many cases, how to rip off the technology to use for American equipment.
Here are seven times Allied troops stole Nazi vehicles and technology:
1. British engineers hunt a Tiger tank
During the North African campaign in World War II, a small group of engineers, some of them with little combat experience, were sent on a dangerous mission, to capture one of the feared Tiger tanks in combat. The four men were on the mission under the direct orders of Prime Minister Winston Churchill.
They raced their Churchill Tank around the back of the Tiger and attacked the crew, killing them with machine guns, and captured the Tiger. Churchill and British King George visited the tank in Africa before it was shipped back to England for further study.
2. An American POW escapes Germany in a stolen Nazi plane
So, yeah, a radar station isn’t a vehicle. But still, British paratroopers went on a daring cross-channel raid to steal radar technology from Germans in occupied France.
Operation Biting, as it was known, was successful and the paratroopers escorted a British radar technician to the German installation, attacked it while the tech removed the most vital components, and then withdrew on foot with two German technicians as prisoner. They left France via boat.
4. Operation LUSTY allowed the U.S. to steal dozens of planes
In 1944, the Allied governments were jockeying for the best post-war prizes and intelligence grabs even as the war was still being fought. Army Air Corps Col. Harold Watson and “Watson’s Whizzers” were a group of pilots and engineers tasked with collecting the most Luftwaffe technology possible in Operation LUSTY (LUftwaffe Secret TechnologY).
The British shared the Arado 234 with America and the captured jet is the only surviving plane of its type. It currently resides at the Smithsonian Museum.
6. American troops capture a German train and the tank chained to it
When the 3rd Armored Division reached Soissons in August 1944, it was hot on the heels of retreating German forces. The American crews raced forward to cut off their foes, and some of the tank crews spotted a German train attempting to flee east with a large amount of supplies and a tank.
The Americans tried to take out the tank with 37mm anti-tank fire, but it was ineffective. Instead, they kept steady small arms fire on everyone attempting to get into the tank as the Shermans wiped out the infantry company on the train. The Americans were able to capture the train and the tank. Oddly enough, some of the trains much-needed space was taken up with lingerie and lipstick, likely gifts for German girlfriends.
7. The Royal Air Force has a Focke-Wulf 190 practically handed to them
The Focke-Wulf 190 fighter plane was arguably the best fighter plane of the war. It would outmaneuver most Allied planes and had a ton of power. The Royal Air Force, the service that faced the 190 most in the early days, wanted to steal one to figure out how to better defeat it.
A series of plans – some of them a little crazy – were proposed, but they became unnecessary when a Luftwaffe pilot accidentally landed one at an RAF base and a local officer was able to capture it with a pistol. The German pilot had become disoriented during a dogfight and, low on fuel, had put down at what he thought was a German base in occupied France.
When we talk about stealth fighters today, the Lockheed F-22 Raptor and the F-35 Lightning II usually spring to mind. There was one plane, though, that started it all, paving the way for all future stealth aircraft — and did so over a quarter-century ago. That plane was the Lockheed F-117 Nighthawk.
The Nighthawk was actually a hard sell to legendary aeronautical and systems engineer Kelly Johnson, the man behind aviation hallmarks, like the P-38 Lightning (the plane Tom Lanphier flew to kill Isoroku Yamamoto), the SR-71 Blackbird, and the U-2 Dragon Lady. Lockheed’s website reports that Johnson famously told Ben Rich the plane would “never get off the ground.” But the F-117 wasn’t designed to look pretty or to have high performance. It was meant to be invisible.
The F-117 first flew in 1981 and became operational in 1983. The plane was flown only at night to keep prying eyes away — and many of the RD efforts were done in the Nevada desert. In 1989, the plane took some heat after its involvement in Operation Just Cause, where it dropped what were to be, essentially, 2000-pound stun grenades. It didn’t work.
But it was Desert Storm that made the F-117 a legend. On the opening night, F-117s, each with a radar cross-section the size of a marble, slipped into Baghdad and hit vital command and control targets. Saddam’s thugs had no idea that these planes were coming — they had left the city’s lights on.
F-117A.com notes that even though only 36 F-117s were in the theater of operations, they hit 31 percent of the targets. There was no other plane the coalition dared to send over downtown Baghdad.
The F-117 serves for 17 years after Desert Storm, seeing action in Operation Allied Force and the Global War on Terror. It was retired in 2008, arguably too soon for this legend to fade away.
A senior member of Russia’s defense and security committee told Russian TV that Norway has been added to the list of potential targets for a nuclear strike after Norway agreed to host 330 U.S. Marines for a rotational training deployment.
Norway has allowed other NATO militaries to use its country for cold weather training for years.
He later said, “Because we need to react against definitive military threats. And we have things to react to, I might as well tell it like it is.”
It’s not clear how the Marines provide a definitive military threat to Russia. While significant U.S. hardware is cached within Norway, the 330 Marines would have to invade through famously neutral Sweden to use a 700-mile route. Going around would add on hundreds of miles of travel distance and logistics problems.
And even Marines would struggle if they took on the Russian military in such small numbers.
Meanwhile, the U.S. already has troops permanently stationed in Germany, which is about the same distance from Russia, as well as service members on training rotations in Estonia, Latvia, and Ukraine — all of which share a border with Russia.
The Air Force, meanwhile, has forces permanently deployed to Incirlik, Turkey, which is also much closer to Russia than Værnes.
So it’s doubtful that Russia’s bluster is really about countering a valid military threat. More likely, this is Russia protesting what it sees as its continuing isolation as more and more countries deepen their ties with NATO.
Norway, for its part, insists that the Russian reaction to a training rotation of Marines is ridiculous.
Tensions between Russia and NATO have been on the rise, partially due to conflicting agendas in Syria where the U.S. and Russia are both conducting air strikes. But the dispute also comes from disagreements over Russia’s invasion of Ukraine and threatening actions, such as the Russian abduction and jailing of an Estonian intelligence officer.
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.
On October 14, 1947, U.S. Air Force Captain Chuck Yeager became the first person to fly faster than the speed of sound.
Yeager, a West Virginia native, was a combat pilot during World War II, flying 64 missions over Europe. He claimed 13 Axis kills and was shot down over France. He evaded the Nazis on the ground with aid from the French Underground. After the war ended, he was one of the pilots to test-fly the experimental X-1 rocket plane, built by the Bell Aircraft Company specifically to attempt to break the sound barrier, something many thought impossible.
Many thought the drag from supersonic speed would tear an airplane apart until Yeager flew his X-1 over Rogers Dry Lake in Southern California. A B-29 carried his X-1 to 25,000 feet and then released it through the bomb bay, blasting to 40,000 feet and then to 662 miles per hour which is the sound barrier at that altitude. The rocket plane, nicknamed “Glamorous Glennis,” was designed with a .50 caliber bullet in mind.
The project was still classified however, and Yeager’s speed was not announced until June 1948. He retired from the U.S. Air Force in 1975 with the rank of brigadier general. Yeager, now 92, tweeted this on the 2015 anniversary of his first supersonic flight:
Today, 68 years ago, at 10:24am,I broke the sound barrier w/ only 1.5 minutes of fuel. I told Ridley: Something wrong with this Mach meter
The M14 is one of the worst DMRs in history, and should have never been adopted by the military.
That’s a powerful statement, but a mostly objective one.
While the M14’s design originated from what General Patton dubbed “The greatest battle implement ever devised” — the M1 Garand — by the 1950s it was already outdated. Military small arms development had seen unparalleled growth throughout World War II and this growth continued into the Cold War.
Listen to the WATM podcast to hear our veteran hosts and a weapons expert discuss the M14 and its replacement:
While Russia was hurriedly developing its first true assault rifle, the AK-47, NATO was still hung up on the concept of a battle rifle. Though this makes perfect sense in retrospect.
Private 1st Class Carlos Rivera, a squad designated marksman with Alpha Company, 5th Battalion, 20th Infantry Regiment, scans his sector while providing security in the district of Spin Boldak, Afghanistan, July 30, 2012. (Photo: US Army)
Experience in WWII and the frozen hell of Korea hammered home the importance of increased firepower without sacrificing range, reliability or power. Hundreds of soldiers reported the smaller M1 Carbine and its light .30-caliber cartridge were ineffective against winter-coat-wearing Chinese and Korean human wave attacks, but the .30-06 M1 never suffered this problem. Interestingly, post-war investigations suggested the M1 Carbine’s light weight and high cyclic rate of fire were more responsible for this lack of stopping power than the cartridge itself — meaning, most soldiers simply missed their targets because of the gun’s recoil.
This is a lesson the Army forgot when it pressed a select-fire .308 rifle into service only a few years later.
Enter, the M14.
The one thing the M14 has going for it, is its method of operation. It’s a long-stroke, piston-driven action that’s very similar to the most prolific, assault rifle in history: the AK-47. Like the AK, the M14’s action can tolerate debris and fouling better than the direct-impingement M16. While the rifle’s hard-hitting 7.62x51mm NATO round is vastly superior to the M16’s 5.56mm at defeating light cover and the dense foliage found in South East Asian jungles, it also makes the rifle very tough to control.
On a side note, carrying a combat load of 7.62 isn’t much fun, and doesn’t offer the average infantryman nearly as much firepower as the same weight in 5.56 rounds.
But that’s not what makes the M14 so awful. It’s the design itself – especially for the role it has been shoehorned into: the Designated Marskman Rifle. The vaunted DMR bridges the gap between the M4 and dedicated sniping weapon systems like the M24. Infantrymen from every branch fielding a DMR in combat have nothing but praise for the guns’ performance in the vast expanses of Iraq and Afghanistan.
So, if soldiers love the gun, it must be pretty decent, right? Sure, so long as the rifle is clamped into a very heavy, expensive chassis and the soldier carrying it never drops it, or touches the handguards. Seriously, disturbing the gun’s bedding – the way it’s glued into a stock — doesn’t just shift point of impact, it reduces overall accuracy. Therein lies the biggest problem with the M14: accurizing the rifle and holding on to that accuracy.
Accuracy is a measure of consistency when it comes to rifles. Given that a DMR must, by definition, extend the effective range of a squad, its DMR needs to reliably hit targets beyond the reach of the infantryman’s standard rifle or carbine. Yet, according to military standards, acceptable accuracy from the M14 is 5.5 inches at 100 yards – a full inch larger than the M16’s standards. While the M14’s 7.62mm round is great for this, the gun is not.
Camp Perry shooters have long since abandoned the M14 because of the difficulty in accurizing the rifle compared to the M16 – and they aren’t alone. The Army noticed the problems and prohibitive costs associated with maintaining M14s in country, which lead to the solicitation of a replacement rifle to meet new specifications for the Semi-Automatic Sniper System program.
Funny thing, the Army decided the M16 was more accurate, and more easily tuned into a sniper rifle – except for the caliber. Which is why the M14 EBR’s replacement, the Mk-11, is built off an AR-10: the 7.62 big brother of the M16.
In all fairness, the Global War on Terror presented a combat theater the U.S. military wasn’t prepared to fight in. Plus, the M14 wasn’t meant to be a sniper or DMR platform when it was developed in the 1950s. Even still, Armalite had been producing civilian and military AR-10 rifles since the late 1950s, and could have just as easily been pressed into service.
Better yet, since the AR-10 shares it’s method of operation with the M16, advancements on one could likely be applied to the other. And, the guns shares the same manual of arms, so no additional training is required for soldiers transitioning from one to the other.
The US Army has now produced at least 117,000 battle-tested, upgraded M4A1 rifles engineered to more quickly identify, attack and destroy enemy targets with full auto-capability, consistent trigger-pull and a slightly heavier barrel, service officials said.
The service’s so-called M4 Product Improvement Program, or PIP, is a far-reaching initiative to upgrade the Army’s entire current inventory of M4 rifles into higher-tech, durable and more lethal M4A1 weapons, Army spokesman Pete Rowland, spokesman for PM Soldier Weapons, told Scout Warrior in an interview.
“The heavier barrel is more durable and has greater capacity to maintain accuracy and zero while withstanding the heat produced by high volumes of fire. New and upgraded M4A1s will also receive ambidextrous fire control,” an Army statement said.
To date, the Army has completed 117,000 M4A1 upgrades on the way to the eventual transformation of more than 48,000 M4 rifles. The service recently marked a milestone of having completed one-fourth of its intended upgrades to benefit Soldiers in combat.
The Army is planning to convert all currently fielded M4 carbines to M4A1 carbines; approximately 483,000,” Rowland said. “Most of the enhancements resulted from Soldier surveys conducted over time.”
Rowland explained that the PIP involves a two-pronged effort; one part involves depot work to quickly transform existing M4s into M4A1s alongside a commensurate effort to acquire new M4A1 weapons from FN Herstal and Colt.
Army developers explain that conversions to the M4A1 represents the latest iteration in a long-standing service effort to improve the weapon.
“We continuously perform market research and maintain communications with the user for continuous improvements and to meet emerging requirements,” Army statements said.
The Army has already made more than 90 performance “Engineering Change Proposals” to the M4 Carbine since its introduction, an Army document describes.
“Improvements have been made to the trigger assembly, extractor spring, recoil buffer, barrel chamber, magazine and bolt, as well as ergonomic changes to allow Soldiers to tailor the system to meet their needs,” and Army statement said.
Today’s M4 is quite different “under the hood” than its predecessors and tomorrow’s M4A1 will be even further refined to provide Soldiers with an even more effective and reliable weapon system, Army statements said.
The M4A1 is also engineered to fire the emerging M885A1 Enhanced Performance Round, .556 ammunition designed with new, better penetrating and more lethal contours to exact more damage upon enemy targets.
“The M4A1 has improvements which take advantage of the M885A1. The round is better performing and is effective against light armor,” an Army official told Scout Warrior.
Prior to the emergence of the M4A1 program, the Army had planned to acquire a new M4; numerous tests, industry demonstrations and requirements development exercises informed this effort, including a “shoot off” among potential suppliers.
Before its conversion into the M4A1, the M4 – while a battle tested weapon and known for many success – had become controversial due to combat Soldier complaints, such as reports of the weapon “jamming.”
Future M4 Rifle Improvements?
While Army officials are not yet discussing any additional improvements to the M1A4 or planning to launch a new program of any kind, service officials do acknowledge ongoing conceptual discussion regarding ways to further integrate emerging technology into the weapon.
Within the last few years, the Army did conduct a “market survey” with which to explore a host of additional upgrades to the M4A1; These previous considerations, called the M4A1+ effort, analyzed by Army developers and then shelved. Among the options explored by the Army and industry included the use of a “flash suppressor,” camouflage, removable iron sights and a single-stage trigger, according to numerous news reports and a formal government solicitation.The M4A1+ effort was designed to look for add-on components that will “seamlessly integrate with the current M4A1 Carbine … without negatively impacting or affecting the performance or operation of the M4A1 weapon,” a FedBizOpps document states.
The M4A1+ effort was designed to look for add-on components that will “seamlessly integrate with the current M4A1 Carbine … without negatively impacting or affecting the performance or operation of the M4A1 weapon,” a FedBizOpps document states.
Additional details of the M4A1+ effort were outlined in a report from Military.com’s Matt Cox.
“One of the upgrades is an improved extended forward rail that will ‘provide for a hand guard allowing for a free-floated barrel’ for improved accuracy. The improved rail will also have to include a low-profile gas block that could spell the end of the M16/M4 design’s traditional gas block and triangular fixed front sight,” the report says.Despite the fact that the particular M4A1+ effort did not move forward, Army officials explain that market surveys regarding improvements to the weapon will continue; in addition, Army developers explain that the service is consistently immersed in
Despite the fact that the particular M4A1+ effort did not move forward, Army officials explain that market surveys regarding improvements to the weapon will continue; in addition, Army developers explain that the service is consistently immersed in effort to identify and integrate emerging technologies into the rifle as they become available. As a result, it is entirely conceivable that the Army will explore new requirements and technologies for the M4A1 as time goes on.
No one has ever claimed that life aboard a U.S. Navy ship was luxurious. Even on the most advanced warships on the planet life can still be cramped. Though today amenities are much improved, the sailors patrolling the oceans in World War II had a much different life than their modern counterparts.
For one thing, the submarines of World War II were much smaller. Though only about 60 feet shorter than a modern submarine, the Gato and Balao-class submarines the U.S. Navy operated in World War II had a displacement of only about one third that of modern Virginia class submarines.
In that small space, the submariners — some 60 to 80 in all — had to store themselves, their gear, and provisions for 75 days.
A submarine of that size simply could not fit all of the necessary provisions for a long war patrol in the appropriate spaces. To accommodate, the crew stashed boxes of food and other things anywhere they would fit — the showers, the engine room, even on the deck until there was space inside to fit it all.
There was one upside though. Because of the dangerous and grueling nature of submarine duty, the Navy did its best to ensure that submariners got the best food the Navy had to offer. They also found room to install an ice cream freezer as a small luxury for the crew.
Unfortunately, there wasn’t much time or space to enjoy that food. Most of the time the men were lucky to get ten minutes to eat as the boat’s three “shifts” all had to pass through the tiny galley in a short amount of time.
The serving of food was often times also dictated by restrictions on the submarines movements. Submarines were under strict orders not to surface during the day when they were within 500 miles of a Japanese airfield in order to avoid aerial observation and attack. In the early days of the war in the Pacific this meant just about everywhere as the Japanese were in control of vast swaths of territory and ocean.
This meant that the submarines stayed submerged during the day and only surfaced at night. In order to compensate, many crews flipped their schedules doing their normal daily routines at night. The crews called this “going into reversa.” This allowed the crew to take advantage of the time the sub was on the surface.
This was important because once the submarine dove after running its diesel engines for hours, the boat would quickly heat up. The engine room temperature could soar to over 100 degrees before spreading throughout the sub. Combine that with the 80 men working and breathing and the air inside could quickly become foul.
The men knew the air was getting bad when they had trouble lighting their cigarettes due to the lack of oxygen (oh the irony).
To make matters worse, there was little water available for bathing and on long patrols most men only showered about every ten days or so. Laundry was out of the question. Because of these conditions submarines developed a unique smell – a combination of diesel fuel, sweat, cigarettes, hydraulic fluid, cooking, and sewage.
On older submarines, the World War I-era S-boats — often referred to as pigboats — the conditions were even worse. Without proper ventilation, the odors were even stronger. This also led to mold and mildew throughout the boat as well as rather large cockroaches that the crews could never quite seem to eradicate.
If the conditions themselves weren’t bad enough, the crews then had to sail their boats into hostile waters, often alone, to attack the enemy.
Submarines often targeted shipping boats, but sometimes would find themselves tangling with enemy surface vessels. Once a sub was spotted, the enemy ships would move in for the kill with depth charges.
Of the 263 submarines that made war patrols in World War II, 41 of them were lost to enemy action while another eleven were lost to accidents or other reasons. This was nearly one out of every five submarines, making the job of submariner one of the most dangerous of the war.
A further danger the submarines faced was being the target of their own torpedoes. Due to issues with the early Mk. 14 torpedo that was used, it had a tendency to make a circular run and come back to strike the sub that fired it. At least one submarine, the USS Tang, was sunk this way.
On special missions, submarines landed reconnaissance parties on enemy shores, and in a few cases used their 5″ deck guns to bombard enemy positions.
The bravery of the submarines was well-known in World War II. Presidential Unit Citations were awarded 36 times to submarine crews. Seven submarine skippers were awarded the Medal of Honor for their actions at sea.
American submariners in World War II set a tradition of duty and bravery that is carried on by American submarine crews today.
Happy Thanksgiving! Here’s hoping you were too smart to engage in the Black Friday madness. But regardless of whether you’re killing time standing in line at the store or hiding out in the bathroom to get away from your crazy aunts, here are 13 memes to keep you occupied:
There’s no shortage of heroic war stories — truth or fiction — with heavy amounts of glory and honor in them, which can cause young adults to crave certain adventures. Although serving in the infantry does bring a level of individual satisfaction, many facts tend to get left out regarding what it’s really like to be a ground pounder.
So before you run to your local recruiting office to sign on the dotted line and become a hero or whatever, here are a few things you might need to know:
1. It’s a dangerous job
Movies do a great job depicting how dangerous war can be as directors add in cinematic kills and awesome camera work.
In real life, there’s no pulse-pounding theme music or slow motion effects — the sh*t is real.
Once you make a friend in the infantry, you always have that special bond no matter what.
Hopefully, you’re the “Maverick” in the relationship. (Image via Giphy)
3. It can be really, really boring
You’ve probably heard the phrase “hurry up and wait.” In a grunt unit, everything takes more time than it should and you’re going to have plenty of down time. So make sure you have games downloaded on your smartphone to play and help you stay awake while you wait for the higher-ups to “pass the word.”
It’s called a “working party.” This sounds way more fun than it actually is. Instead of plenty of beer and drunken coeds, you’ll be outside in the heat “police calling” cigarette butts or mopping your boss’s office.
If this looks fun, being a boot in the infantry may be your calling(Image via Giphy)
Even while he was working long hours at the Joint Special Operations Command and then later overseeing all NATO forces in Afghanistan, Gen. Stanley McChrystal was eating just one meal per day.
The 60-year-old retired general continues to maintain the strict diet as a civilian, but why? He likes the “reward” of food at the end of the day, as he explained on “The Tim Ferriss Show” podcast.
“When I was a lieutenant in Special Forces many many years ago, I thought I was getting fat,” said McChrystal, who cofounded The McCrystal Group and recently penned the book “Team of Teams.” “And I started running, and I started running distance which I enjoyed. But I also found that my personality is such that I’m not real good at eating three or four small disciplined meals. I’m better to defer gratification and then eat one meal.”
For McChrystal, the one meal he eats is dinner after he’s finished with work, which he said was usually around 8 to 8:30 p.m.
“I sort of push myself hard all day, try to get everything done, and [then] sort of reward myself with dinner at night.”
Still, he doesn’t cut out everything during the day. He drinks coffee and water throughout, and he admitted to grabbing a snack during especially strenuous times, like when he’s on a road march. On certain days “your body says eat and eat right now,” McCrystal said. During those times, he grabs a handful of pretzels or some small snack to keep him going.
His unusual diet ended up rubbing off on some of his soldiers while he was in Afghanistan, explained his aide-de-camp Chris Fussell, while noting that he would warn soldiers about the diet.
“He doesn’t do this as a demonstration of personal strength,” he would say. “Don’t think you’re impressing him by not eating lunch or whatever.”
But since he was always with him, McChrystal’s command sergeant major ate just one meal per day like his boss. Then about a year later, he found pretzels in his quarters in Afghanistan and completely lost it.
“I almost whipped out my gun and shot him,” Fussell recalled the sergeant major saying. “You’ve been eating pretzels? I’ve been eating one meal a day for a year and you had pretzels in your room?!”
The Naval Criminal Investigative Service is reportedly looking into allegations that a company which runs military housing at one of California’s largest bases is scamming its residents out of money they don’t owe.
Lincoln Military Housing has reportedly been trying to get military residents to pay hundreds of dollars more than they owe for energy bills, according to statements from families obtained by We Are the Mighty. And if the residents don’t pay up, the Lincoln Military Housing’s San Onofre district office allegedly threatens to have the service members and their families evicted, these families claim.
The exact number of families who have received these eviction notices is unknown, though WATM spoke with multiple military spouses and service members who had been notified by their commands that Lincoln was ordering them out of their homes just before the Christmas holidays.
The residents, all of whom claim they are paid up on rent, all spoke on the condition of anonymity for fear of reprisal from the housing office in question.
According to one couple who spoke to WATM, an eviction notice was sent to them in early December in response to an article that appeared on the website USMC Life, which is run by military spouse Kristine Schellhaas.
“This program has been hurting our military families since its inception,” Schellhaas told WATM in a statement. “Our families should be able to live on base without the financial burden and threat of eviction from poorly executed billing.”
Schellhaas wrote about the couple on her site in December, calling for the housing office to look into its exorbitant energy bills over the previous two months. Though Schellhaas declined to use their real names, the couple had posted about their frustrations in a Facebook neighborhood group page after being threatened with eviction.
Schellhaas indicated that NCIS was investigating the allegations. When reached for comment, NCIS said it was “unable to comment on an ongoing investigation.”
The residents of the San Onofre II district aboard Camp Pendleton claim that, until roughly two months prior, their bills had been at or below the grace period, meaning they were not billed for utilities.
According to documents obtained by WATM, the residents all saw extreme hikes that had nothing to do with increased power usage.
Lincoln Military Housing declined to respond to multiple requests for comment on these allegations.
Lincoln Military Housing takes part in a program where, if residents manage to conserve energy, they can receive money back from the housing office. If they go over the allotted amount, they pay extra.
The energy bills are managed by a company called Yes Energy Management. The premise behind the company is simple — they are essentially a paid middleman for the middleman. Basically, Lincoln Military Housing — who is contracted by the Department of Defense to manage the housing on some military installations — pays Yes Energy Management to send an electric bill to the base residents.
Rather than having the actual electric company send the bill directly to the residents, both Lincoln Military Housing and Yes Energy Management oversee these bills privately — effectively eliminating any contact between the resident and the electric company.
Each of the homes is fitted with a third party Yes Energy meter that the company uses to determine how much electricity has been used.
The way the system works is that each neighborhood gets their energy usages during a trial period combined and an average is determined by Yes Energy. Those who are above that average get penalized. Those who are below it get rewarded.
Once the residents pay their bills every month, Yes Energy pays the actual energy company, takes its fee from the remainder, and sends what’s left back to Lincoln Military Housing, according to residents.
One of the problems, according to the residents of San Onofre II, is that the neighborhoods they live in weren’t built to have their energy usage measured individually. The residents say that an unnamed employee at their housing office explained that things like Camp Pendleton street lights are wired into their houses, which means that the residents are responsible for paying much more than just their own electric bill.
One resident told We Are the Mighty, “It’s just me and my husband, so when we received the outrageous bills we said something about it and come to find out, our house was hooked up to several street lights.”
Other residents allege that, in addition to paying for the streetlights, empty houses around them drive their monthly usage allotments down. Because there are no residents in those homes, according to neighbors, there is no usage – severely impacting the average usage in that community.
That isn’t a hard thing to imagine, considering Yes Energy has this on its website:
Neither of these theories exactly explain why an entire group of residents suddenly saw a significant increase in their bills despite not having changed anything in their homes, residents say.
Several residents say they questioned their bills, first going directly to Yes Energy; they claim that Yes Energy told them that the issue was not with them or the energy provider and that they should be speaking with the housing office regarding the way the communities were built.
These same residents allege that they then took their concerns to base housing, where it took months for just a handful of them to receive any type of response. Those that were fortunate enough to get a response also received messages that hinted Yes Energy was to blame for the outrageous bills.
Chelsea Levin, a service coordinator for Lincoln’s San Onofre Housing office, wrote in an email to a resident dated Dec. 7, “I am e-mailing as a follow up regarding the issues you have been having in the home with the Yes Energy account. I wanted to let you know that we are now waiting on the utility company to make the changes.”
The email is in response to a phone call placed to the housing office in September, according to the resident who provided the original email.
So where does that leave the residents?
Right where they were, for now.
The resident who originally spoke with Schellhaas alleges that they were served an eviction notice the day after Schellhaas’s post went live. According to that resident and the resident’s active duty spouse, the housing office contacted the service member’s command to deliver the notice.
In a Facebook post, the resident said that Lincoln cited the resident’s use of salty language in a phone call with the office as the reason they were being evicted.
The resident claimed that the office gave that reason directly to the service member’s command.
“They’re saying I was verbally abusive,” the resident wrote.
When We Are the Mighty reached out to the couple, the resident responded, “I feel as if the housing office saw the article that was posted in USMCLife and that is what caused them to call this morning as well as tell us we were being evicted.”
Other residents who spoke with us cited a fear of retaliation after it became public information that the original residents in Schellhaas’s story were being evicted. One resident wrote: “If you wouldn’t mind, could you please not mention our names or resident IDs? He’s a Marine.”
And another resident wrote to us regarding her husband’s concern about her speaking with us, “He’s terrified we will get evicted. I kept trying to reassure him, but the longer I was looking [at our bill] the more he started to freak out. … He says he’d rather get screwed than be homeless.”
Recently, Schellhaas was tasked with updating Joint Chiefs Chairman Gen. Joe Dunford’s wife Ellyn on “hot-button” issues facing the military community.
In preparation for that meeting, she collected energy data from 17 base homes and four off base homes. What she found was that base residents were charged nearly 45 percent more for comparable energy usage off base. An entire breakdown of her findings can be reviewed here.
Schellhaas issued this statement to We Are the Mighty in regards to the entire energy program:
“I believe there hasn’t been enough due diligence in its implementation and no one authority has demonstrated that the organizations can be made accountable for their actions,” she said. “Privatized housing blames Yes Energy and vice-versa, meanwhile our families are suffering.”
“The captain goes down with the ship” is a maritime tradition suggesting that a captain is honor-bound to stay on a sinking ship until all passengers and crew members have been safely evacuated.
In 2012, Captain Francesco Schettino of the Costa Concordia came under fire for allegedly leaving the ship while passengers were still on board when the vessel crashed off the coast of Italy. Thirty-two passengers died, and Schettino was sentenced to sixteen years in prison: ten years for manslaughter, five years for causing the shipwreck, and one year for abandoning his passengers.
The expectation that a ship’s captain would stay on board until everyone had been evacuated developed in the mid-19th Century, but it could be argued that the sentiment has gone too far. What about ship captains that go down with their ship even after they’ve ordered it abandoned?
Here are four notable cases of captains who went down with the ship:
Rear Admiral Giovanni Viglione
On May 30, 1918, the U-boat UB-49, captained by Kapitänleutnant Hans von Mellenthin, torpedoed the Pietro Maroncelli, an Italian steamer ship off the coast of Sardinia in the Mediterranean Sea. Rear Admiral Giovanni Viglione, who was on board as the convoy commodore, ordered all the survivors into the lifeboats, then chose to stay aboard and go down with the ship.
Capitano di Corvetta Lorenzo Bezzi
On June 27, 1940, an Allied destroyer group spotted the Italian submarine Console Generale Liuzzi while she was on patrol in the Mediterranean Sea. Her captain, Capitano di Corvetta Lorenzo Bezzi, determined that the submarine was unable to flee nor fight the destroyers, so he therefore, ordered his crew to abandon and scuttle the ship. Bezzi, however, decided to go down with the Console Generale Liuzzi, for which he would be posthumously awarded the Gold Medal.
Captain Ryusaku Yanagimoto
On June 5, 1942, U.S. naval forces launched an attack against the Japanese Imperial Navy that would turn the tide of World War II in the Pacific. The Japanese carrier fleet was crippled with multiple losses, including the Akagi and Kaga, and later the Hiryu, but it was the loss of the Soryu — and her beloved captain — that would strike at the hearts of the Japanese sailors.
After Captain Ryusaku Yanagimoto gave the order to abandon the burning ship, it was discovered that he had remained aboard. When Chief Petty Officer Abe was chosen to retrieve the captain, Abe found Yanagimoto standing on the Soryu’s bridge, sword in hand. Abe reported that the “strength of will and determination of his grim-faced commander stopped him short.” Abe left Captain Yanagimoto, who calmly sang Kimigayo, the Japanese national anthem.
He watched with the other survivors as the Soryu sank along with the bodies of 718, including her captain.
Commander Howard W. Gilmore
On Feb. 7, 1943, a Japanese gunboat attacked the American submarine USS Growler, captained by Commander Howard W. Gilmore, who gave the order to clear the bridge. Two Americans were shot dead while Gilmore and two others were wounded — and time to save the crippled sub was running short. When the survivors entered the sub, Commander Gilmore gave his final order: “Take her down.”
His executive officer closed the hatch and submerged the USS Growler to safety. Commander Gilmore posthumously received the Medal of Honor:
“For distinguished gallantry and valor above and beyond the call of duty as commanding officer of the USS Growler during her Fourth War Patrol in the Southwest Pacific from 10 January to 7 February 1943. Boldly striking at the enemy in spite of continuous hostile air and anti-submarine patrols, Comdr. Gilmore sank one Japanese freighter and damaged another by torpedo fire, successfully evading severe depth charges following each attack. In the darkness of night on 7 February, an enemy gunboat closed range and prepared to ram the Growler. Comdr. Gilmore daringly maneuvered to avoid the crash and rammed the attacker instead, ripping into her port side at 11 knots and bursting wide her plates.
“In the terrific fire of the sinking gunboat’s heavy machine guns, Comdr. Gilmore calmly gave the order to clear the bridge, and refusing safety for himself, remained on deck while his men preceded him below. Struck down by the fusillade of bullets and having done his utmost against the enemy, in his final living moments, Comdr. Gilmore gave his last order to the officer of the deck, ‘Take her down.’ The Growler dived; seriously damaged but under control, she was brought safely to port by her well-trained crew inspired by the courageous fighting spirit of their dead captain.”