US Army Sgt. Charity Webb was reunited with a puppy named Pup Pup that she had bonded with while stationed as a cook in Eastern Europe last fall, which was first reported by the New York Post. The almost impossible task was made possible by a nonprofit organization out of New York called Paws of War, and this isn’t the first time the group has accomplished such a mission.
Robert Misseri, the founder of Paws of War, said the operation cost approximately $7,000 total, from finding Pup Pup, completing vaccines and any needed treatment through a local veterinarian, temporary foster care, travel costs, and many other factors.
“When we arrive, the soldier can play a little role in locating their dog. We have to learn where that dog is [from the soldier]. We have to find that dog,” Misseri said, “and we have to get that dog safely to a veterinarian and then start the process to get that dog to America.”
Locating a dog that a soldier bonded with overseas is no easy task, especially with COVID-19 restrictions severely complicating transport, but Misseri said it’s all worth it.
“The soldier will feel like a failure, thinking that ‘deployment is up’ and that this dog will think that this person abandoned it,” said Misseri. “And the soldier will always wonder whatever happened to that dog — it’s not like that dog’s going to go into a good home or someone’s going to take over caring for it. It’s going to go back to struggling. So it is so important for both soldier and dog to get back here and reunite.”
Misseri explained that reuniting a dog with a soldier can significantly help a soldier’s mental health when they get home. He said he’d been in touch with soldiers in the past who had to leave their dogs behind overseas, and “it was just something that they could not get out of their head.” The grief from leaving their dogs worsened some soldiers’ post-traumatic stress symptoms, he said, adding that some soldiers experienced nightmares about it.
Webb told the Post that while deployed, she was missing her other dog back home and her family. Pup Pup helped her through all of that.
“You miss your family, you’re missing Christmas, Thanksgiving, all of that, so it was good to have her occupy my time and my mind and not think about my time away and stuff, so she really did help with that,” Webb told the Post.
Misseri said they have located dogs in areas where locals and/or authorities will shoot them, or capture them and then put them down, or just outright mistreat them in abusive ways.
“For the puppies, they just kill them off because there’s so many strays,” Webb told the Post. “So we didn’t want them to get the puppies because we knew they’d kill them — there was no doubt about it.”
According to the Post, a fellow soldier told Webb about Paws of War, and she reached out for help. A financing issue was preventing them from getting Pup Pup back, but after the Post published the initial story, Misseri said they accomplished their goal of getting Pup Pup back in Webb’s hands on Feb. 24. The dog and the sergeant reunited at Fort Campbell, Kentucky, where Webb is stationed. Enough donations came in that there was enough to get a second dog to another soldier.
Misseri said Paws of War has reunited more than 100 soldiers with dogs that they had to leave behind when returning to the states.
A new monument at Arlington National Cemetery, near the U.S. capital, will honor American helicopter crews who flew during the Vietnam War.
The Military Times reports Congress has approved the monument, which will be near the Tomb of the Unknowns.
Spearheading the memorial campaign is retired Air Force Lt. Col. Bob Hesselbein, who flew AH-1 Cobra gunships in Vietnam. Hesselbein says Arlington has the greatest concentration of helicopter-crew casualties from the war.
Democratic Sen. Tammy Baldwin of Wisconsin says the monument will create a “teachable moment” for people to understand the story of pilots and crew members. The U.S. relied heavily on helicopters to transport troops and provide support to ground forces near enemy soldiers in Vietnam.
The nonprofit Vietnam Helicopter Pilots Association is paying for the monument.
According to a pair of memos produced in during Theodore Roosevelt’s administration, the Union and the Confederacy combined for roughly one thousand generals during the Civil War. Of those hundreds of generals, only one was a Native American — and he fought for the South.
Brigadier General Stand Watie isn’t that well-known, mostly because he was fighting in what the Confederates called the Trans-Mississippi Department. This region did not see battles on the scale of Antietam, Gettysburg, or Shiloh. Instead, the Civil War was more a collection of raids or guerilla warfare – and it wasn’t always the nicest of affairs.
Stand Watie was familiar with violence. As a major leader of the Cherokee Nation, he had seen family members killed and had himself been attacked in the aftermath of the removal of the Cherokee to Indian Territory in what is now Oklahoma. Many of the Cherokee owned slaves, and took them west during that removal. This lead a majority of the Cherokee to support the Confederacy when the Civil War started.
The Oklahoma Historical Society notes that Stand Watie was commissioned as a colonel in the Confederate Army after he had raised a cavalry regiment. He was involved in a number of actions, including the Battle of Pea Ridge.
The Cherokee soon were divided in the Civil War, and a number began defecting to the Union. Watie and his forces were involved in actions against pro-Union Cherokee. Watie was promoted to brigadier general, and his command would encompass two regiments of cavalry as well as some sub-regimental infantry units. His best known action was the capture of the Union vessel J. R. Williams in 1864 and the Second Battle of Cabin Creek.
By today’s standards, his unit also committed some grave war crimes, including the massacre of Union troops from the First Colored Kansas Infantry and the Second Kansas Cavalry regiments in September 1864.
Watie would later be given command of the Indian Division in Indian Territory, but never mounted any operations. By 1865, he would release his troops. He would be the last Confederate general to surrender his forces, doing so on June 23, 1865. After the war, Watie tried to operate a tobacco factory, but it was seized in a dispute over taxes.
American Presidents are civilians by design, some with little or no military experience at all – and are unlikely to ever serve in a combat role while in office (unless they’re in office while aliens attack Earth). In the voters’ minds, military experience always seems to be a plus when considering who would be the next Commander-In-Chief. It probably helps when they actually take the office.
But not every veteran POTUS saw action. Eisenhower was a great logistical planner but never served in a direct combat role. George Washington’s combat record as a junior officer is spotty, but his decision-making capacity, strategic vision, and ability to inspire those around him were infinitely more essential to his legacy and to the history of the United States.
And then there were those whose service would affect the outcomes of battles, of entire wars, and of the nation itself. Here are 8 presidents who actually saw combat in a big way:
1. Andrew Jackson (War of 1812, Indian Wars)
No president ever held a grudge like Andrew Jackson. This was a guy who fought 103 duels before he was ever elected President. Yet he only killed one man (in a duel, I mean).
When he was 13, he served as a messenger for a militia unit in the Revolutionary War. When captured, he refused to shine the boots of a British officer, who then used his saber to give the Young Jackson the scars that would be on his face for the rest of his life. That sort of thing stays with a young man.
As a general, his most famous military success was at New Orleans during the War of 1812. The British threatened the city under Jackson’s command. Jackson pulled together Army regulars, militia, sailors, Marines, citizens, Choctaw warriors, and a band of pirates under Jean LaFitte, to a force of 4,700 men. They held off 11,000 British troops and the Royal Navy fleet in a battle that couldn’t be won.
His victory would (eventually) put Jackson in the White House, where Old Hickory would be the first US President anyone tried to assassinate. An unemployed house painter pulled two pistols on Jackson but they both misfired, allowing Jackson to beat the would-be killer with his cane.
2. William Henry Harrison (War of 1812, Indian Wars)
Harrison was the commander of American forces at Tippecanoe, architect of Shawnee leader Tecumseh’s defeat, and gave the United States its first victory against violent religious extremists. Not bad.
Tecumseh and his brother, a “prophet” called Tenskawata, began using visions and magic to incite Natives in the Indiana territory against American settlers. In 1810, Tecumseh met then-Governor Harrison with 400 warriors to demand the rescission of a treaty. When Harrison refused, Tecumseh ordered his warriors to kill Harrison, who responded by drawing his sword. A Potawatomi chief intervened and Tecumseh’s warriors left for the time being.
When the war came, Harrison assaulted the tribes repeatedly – most notably at Tippecanoe, where the magical forces were defeated by actual forces.
Guns over Magic. Every time.
Tecumseh made a comeback in the War of 1812, backed up by the British. Harrison quickly captured Detroit (for better or worse) and then invaded Canada. He defeated the British and got some vengeance against Tecumseh at the Battle of the Thames. Tecumseh was killed, the Americans burned a local settlement (built by pacifists probably to avoid getting their settlement burned down), and then went back to Detroit.
Harrison delivered the longest inaugural speech in American history without a coat on a cold, wet day, which resulted in the shortest presidency in American history.
3. Zachary Taylor (War of 1812, Indian Wars, Mexican-American War)
Taylor also cut his teeth fighting Tecumseh during the War of 1812, famously holding Fort Harrison with 20 men against 600 under the “inspiring” battle cry “Taylor Never Surrenders!” Turns out, he was pretty good at checking native tribes. He also fought them in the Black Hawk War and Seminole War.
By the time war with Mexico broke out, Taylor was a general and was widely known as “Old Rough and Ready.” He lost only 37 men against an army that vastly outnumbered his own, marched on the “impregnable” city of Monterrey, and captured it in four days. This wasn’t even his biggest victory.
President Polk deliberately gave all but 4,650 of Taylor’s troops to General Winfield Scott to capture Veracruz in an effort to check Taylor’s growing popularity back home. Having learned of Taylor’s weakened army, Mexican General and dictator General Antonio Lopez de Santa Anna sent his entire army of 15,000 to annihilate him.
As Taylor’s army turned the Battle of Buena Vista into a complete rout of the numerically superior Mexicans, his order “Double-shot your guns and give ’em hell” was used as a campaign slogan to catapult Taylor to the presidency.
He was so popular, he was elected as the Whig Party candidate despite disagreeing with almost every issue for which the party stood.
4. Franklin Pierce (Mexican-American War)
Franklin Pierce was so itchy to fight for his country, he turned down President Polk’s nomination as Attorney General. For this he gets a lot of respect. The first part of his military career, however, was less like Zachary Taylor’s and more like Ernest goes to Mexico.
He volunteered to join the Army as soon as war with Mexico broke out in 1846, despite the lack of New England regiments actually existing. When Congress authorized those regiments, he was appointed the Colonel in command and sent to Veracruz.
When he arrived in Mexico, he was promoted to Brigadier General and linked up with General Winfield Scott at the Battle of Contreras. Everything was okay until his horse was startled, causing his saddle to jam his groin as hard as possible. The horse then fell into a crevice, pinning Pierce under it and forcing someone else to take command. He injured his knee the next day and fell so far behind his men, the battle was over by the time he caught up.
General Scott wasn’t going to let Pierce command his brigade at the Battle of Churubusco the next day, but he eventually did. But Pierce’s wounded leg hurt so much, he passed out on his horse in the middle of the battle.
5. Ulysses S. Grant (Mexican War, Civil War)
Grant famously became the general the Union needed to win the Civil War. He was forced to resign from the Army for drunkenness before the war. But when the South seceded, he raised a regiment of volunteers that he used to take the fight to the Confederates in the West.
Eventually, he commanded friend and General William T. Sherman to burn the South to the ground.
He always showed this level of doggedness in his military career. During the Mexican War, he led cavalry charges despite only being a quartermaster. As a messenger, he braved the sniper-lined streets of Monterrey while hanging off the side of his horse, using it as a shield.
At the Battle of Chapultepec, he carried a howitzer to the top of a church steeple, a move essential to the final assault on Chapultepec Castle and to winning the war itself.
6. Rutherford B. Hayes (Civil War)
Not much is really said about Rutherford B. Hayes these days, but the former President has probably one of the most active war records of any Chief Executive. He was a Union officer during the Civil War, volunteering after Fort Sumter fell and serving in an active combat role until the Confederate surrender at Appomattox.
In September 1862, Robert E. Lee’s Army of Northern Virginia was advancing northward into Maryland. The Union Army under General George B. McClellan met the divided Confederates in a series of three pitched battles. At the head of the lead regiment was Lieutenant Colonel Rutherford B. Hayes.
As Hayes’ 23d Ohio charged an entrenched Confederate position, a bullet tore through his arm, shattering the bone. After tying a handkerchief tourniquet around it (and presumably rubbing some dirt on it), he continued the attack.
While most Civil War veterans would lose an arm to such an injury, Hayes probably didn’t get an infection because gangrene was afraid of him. Instead, he spent the next two years skirmishing with Confederate forces in Tennessee and Virginia.
He had his horse shot from under him Battle of Kernstown, where he was then shot in the shoulder. He was also struck in the head by a spent round at Cedar Creek in 1864, the year he was promoted to Brigadier General and Brevet Major General.
He was elected to the Presidency by sheer force of will in 1876, despite not winning a majority of electoral or popular votes.
7. Theodore Roosevelt (Spanish-American War)
Colonel Roosevelt was an adventurer, explorer, scholar, author, historian, boxer, cowboy, big game hunter, and elected official. Teddy, as he hated being called, was also fearless and nearly indestructible even before he went to war.
Unfortunately for Spain, when the USS Maine was sunk in Havana harbor, Roosevelt resigned as Assistant Secretary of the Navy to go and liberate Cuba. He and Colonel Leonard Wood raised the 1st Volunteer Cavalry Regiment – known to this day as the “Rough Riders.”
They distinguished themselves at the Battle of San Juan Hill. During the fight for nearby Kettle Hill, he lead the charge as the only man on horseback. Roosevelt moved from position to position as his men advanced up the hill, over open ground, against an entrenched enemy. When his horse was stopped by barbed wire, he walked the rest of the way.
The Americans reached the top of the hill fighting hand-to-hand to dislodge the Spaniards. In Spain’s defense, there’s no shame in getting dropped by a punch the face from Teddy Roosevelt.
Roosevelt would be posthumously awarded the Medal of Honor for that action (he is still the only President with one), blocked at the time for political reasons – the most likely being that he was Theodore Roosevelt and everyone else was not.
8. Harry S. Truman (World War I)
Truman was initially denied enlisting into the Missouri National Guard because of poor eyesight – well past the standard for legal blindness. Not one to let not being able to see keep him from killing Germans, he secretly memorized an eye chart and passed the vision test. He was even elected to be the lieutenant of his unit.
By the time he arrived in France, he was the captain of an artillery company. He was unpopular at first… until his unit was overrun by the Germans in the Vosges Mountains. His men started to break and run but Truman let rip a string of profanity so awful and venomous his men were actually more afraid of him than the Germans – and they stayed to fight.
His time in the mud didn’t stop there. At the start of the Meuse-Argonne Offensive in 1918, Captain Truman observed German artillery setting up to attack a unit out of his area of responsibility. An animal lover, Truman waited until the Germans moved their horses before lighting them up.
As the founder and president of Ranger Up, Nick Palmisciano now commands an empire of apparel sales, MMA sponsorships, digital content, and social media mastery. 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. But the part-time passion that followed him into the corporate world became a full-time job after he refused a promotion that would’ve slapped on the “golden handcuffs,” according to an interview he gave to Steven Pressfield Online.
“I knew that if I took that promotion, the golden handcuffs were being slapped on and Ranger Up was going to die,” he told the site. “And I was going to spend my life working for other people doing something I really didn’t care about that much.”
He left the corporate world soon after his promotion was announced, but it wasn’t an easy decision.
“I was scared, to be honest,” Palmisciano told WATM. “I was scared about giving up the security of the whole thing, but I also felt very free for the first time in ages, because I just — I controlled my destiny — 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.”
But less than two months after he went all-in with Ranger Up, Palmisciano was facing disaster when his bank account dwindled to just $1,300. “I was going through a divorce, so I rapidly ran out of personal [funds]. I sold everything that I had, and 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.”
His business improved, Palmisciano said, after he broke down tasks into manageable blocks that would get him to where he wanted to go. He looked at costs and realized the company was bleeding money. Then he found out that most of his sales were coming from just 20 percent of his inventory. “It was embarrassing because I knew this stuff from business school, but it’s completely different when you’re in it, day to day,” he said.
His account went up to $1,350 next month, then to $1,500. The company began growing and it never stopped, due in large part to social media. Though, Palmisciano admits, it never gets easier. “There’s a new [challenge] every year,” he said.
According to Internet Retailer, the company saw $750,000 in sales in 2013 driven from social networks like Facebook, Twitter, and YouTube, where it has a large audience of die-hard fans.
“Our whole concept is we want to entertain our friends. That’s the way that we look at our business,” Palmisciano said. “How can we entertain, educate, or just generally amuse our friends, and if we do that right everything falls into place. And if we don’t do that right, we’re just another t-shirt company.”
Now, the company sponsors MMA fighters and also owns rugby apparel brand American Sin Bin and Unapologetically American, a brand meant to reach beyond the military veteran demographic. And Palmisciano personally helps fellow entrepreneurs and continually supports veterans’ causes.
Entertaining friends is what has given rise to Ranger Up’s latest venture: making a feature film. On Tuesday, the company announced its intention to make a movie titled “Range 15,” a post-apocalyptic comedy film made by and for veterans. In partnership with fellow veteran-owned business Article 15 Clothing, Ranger Up launched a crowdfunding campaign to ensure it would be the “military movie you’ve always wanted someone to make.”
At this writing, they are about 75 percent of the way there.
“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. You know we don’t care if someone’s offended by it, we don’t care if this isn’t Hollywood appropriate,” Palmisciano said. “We don’t care about any of that stuff. Because we’re doing a movie that our fans want us to do.”
Want to hear more from Nick? Check out his “how to get a job” series for veterans below, or follow him on Twitter at @Ranger_Up.
A former first lieutenant with the 221st Signal Company in Vietnam, Paul Berkowitz, created a website to help former unit members connect. And one day, he was surprised to receive an audio tape from former member Rick Ekstrand. It was the audio portion of film shot on Hill 724 in Vietnam where a pitched battle followed a highly successful Vietnam ambush in November 1967.
During the Battle of Dak To, U.S. troops maneuvered against a series of hills covered with thick jungle vegetation, including Hill 724. In this footage from Nov. 7, two American companies attempted to maneuver on the hill and were ambushed by a North Vietnamese Army Regiment.
Alpha Company, the lead regiment, was pinned down and the two companies were outnumbered 10 to 1. Rockets, mortars, artillery, and machine gun fire rained down on the men as the camera operator narrated and filmed. Check out the amazing footage below from the American Heroes Channel:
Jeremy Butler is a successful CEO, Naval officer and husband. He’s also a Black man in America, a title that has impacted many pages of his story.
“I had intended to go to college and never really gave the military a thought. During my junior year though, I was studying in Europe and it just really opened my eyes – not only to the world – but that I just didn’t want a traditional job,” Butler explained. Although he would look into the Peace Corps, he ultimately decided he wanted to be a sailor.
The Navy recruiter continually asked him if he wanted to take the test to fly and be a pilot but Butler was adamant that he would be on a ship or nothing at all. He attended Officer Candidate School in 1999 and had full intentions of just doing four years and getting out.
But then 9/11 happened.
Butler was on a ship out of Washington on a counter-narcotics mission when America was attacked. “I was completely separated from the country for three months and really came back to this changed world — and it was jarring,” he shared.
Soon, he was stationed on a new ship in Japan. Butler shared that when he joined the Navy, it was the one place he had always wanted to be stationed. It wasn’t long before his ship was joining the fleet for a counter-strike mission aimed at Iraq. He and his crew escorted ships in and provided defense for the carriers and ships launching tomahawks during the invasion.
After finishing his deployment to Iraq and tour in Japan, Butler headed back stateside to teach at the Naval Academy. “It was a really incredible experience to teach those midshipmen about Navy life,” he said. He also got married and made the decision to come off active duty and go into the Navy Reserves.
Butler became a defense contractor, doing work for the likes of the Pentagon and Department of Homeland Security but wasn’t feeling the fulfillment that wearing the Navy uniform every day brought. “As a reservist, I ended up mobilizing a couple of times, going to places like the Philippines and West Africa,” he said. Butler also spent a few years working in the Pentagon for the Navy in between all of that.
When he and his wife were ready to leave Washington D.C. a few years later, they headed to New York City. It was there he began his work with Iraq and Afghanistan Veterans of America, in 2015. He moved up quickly within the organization, eventually becoming their COO and then, in 2019, their CEO. “It’s been an incredible journey and I found that it gave me that sense of fulfillment that I wasn’t getting in my previous civilian jobs,” Butler shared.
A year later, Butler was successfully leading the organization when the murder of George Floyd sent shock waves across the world. “It really brought me to a reckoning about who I am and to become much more outspoken about how life has been for me as a Black man in America,” he said.
The notion of racism wasn’t a new concept for him. Butler grew up in rural Illinois in a predominately white town. “I was in schools where people would regularly use the n-word and then look at me and say, ‘Oh, but I’m not talking about you,'” he shared. He was also frequently followed around in stores and the clerks would regularly check his pockets before he could leave.
It also wasn’t uncommon for people to stop him while he was with his white mother to ask if he was adopted. They never asked when he was with his father, an Army veteran, who is Black.
Despite these ongoing experiences, Butler thought everyone went through the same thing. It wouldn’t be until he was older that he would recognize it for what it was: racism. Though he knew it existed, he still attended good schools and had great opportunities. “I felt like I never had the right to be more outspoken about the struggles for Black people in America,” he said. Butler also noted that as a Black officer, he’s sure that his military experience was much different than that of an enlisted person of color.
IAVA struggled in the past to get legislation passed that targeted issues around race and gender, although it was always on their radar. After George Floyd’s murder, Butler was understandably angry. He felt strongly that he needed to use his voice and within the IAVA, the team encouraged him to do so – regardless of repercussions. The words he wrote were powerful. Here is a small excerpt from his statement posted to the IAVA website:
“When in uniform, I am thanked for my service. When in a suit, I’m treated respectfully as I walk into a store or restaurant, a customer worthy of gracious attention. But catch me on a weekend, two days behind on a shave, wearing a hoodie and I am now a threat. This is not me being sensitive. It is evident in the guarded reactions of fellow pedestrians rounding the corner and seeing me in their path. It is evident in the less accommodating reaction of the restaurant host when I walk in alone, hoping to catch a seat for a meal and a drink. It is evident in the expression of the department store clerk who sees me not as a possible sale but someone to be followed.”
Though Butler’s challenging experiences as a Black man and veteran aren’t ones he wishes on anyone, he does see hope on the horizon. His message to those who hear his story? Shore up on empathy.
“I think regardless of who you are personally, everyone should try a little harder to understand what it’s like for others,” Butler explained. “A rising tide raises all boats and I think that’s something a lot of people don’t understand. When we make things better for those who have the least, we are improving things for everyone.”
It’s no surprise that heroes emerged from D-Day, the largest amphibious assault in history. What is surprising is that three of the four recipients of the Medal of Honor for that day came from one division. The Army’s 1st Infantry Division was sent to Omaha Beach, the most heavily defended beach of D-Day. Sheer cliffs and fortified positions blocked the Allied assault against the dug-in German units.
Here are 4 men who were key in breaking the “Atlantic Wall” around occupied France.
1. Teddy Roosevelt’s son, Brig. Gen. Theodore Roosevelt, Jr.
Brig. Gen. Theodore Roosevelt Jr., the 56-year-old son of President Theodore Roosevelt and a senior officer in the 4th Infantry Division, had twice verbally requested to join the assaulting forces on Utah Beach and was denied twice due to his age and rank. Finally, a written request was approved and Roosevelt became the only general officer to land in the first wave on D-Day. He walked on to the beach with his cane and began leading troops over the sea wall. He also provided key information to the senior officers of each new wave that landed, including his boss who didn’t want him on the beach.
He died of a heart attack the night before Gen. Dwight D. Eisenhower called to inform him that he’d been nominated for the Medal of Honor and promotion to major general, one month after D-Day. The award was given to his widow by his distant cousin, President Franklin D. Roosevelt. His citation reads:
“For gallantry and intrepidity at the risk of his life above and beyond the call of duty on 6 June 1944, in France. After 2 verbal requests to accompany the leading assault elements in the Normandy invasion had been denied, Brig. Gen. Roosevelt’s written request for this mission was approved and he landed with the first wave of the forces assaulting the enemy-held beaches. He repeatedly led groups from the beach, over the seawall and established them inland. His valor, courage, and presence in the very front of the attack and his complete unconcern at being under heavy fire inspired the troops to heights of enthusiasm and self-sacrifice. Although the enemy had the beach under constant direct fire, Brig. Gen. Roosevelt moved from one locality to another, rallying men around him, directed and personally led them against the enemy. Under his seasoned, precise, calm, and unfaltering leadership, assault troops reduced beach strong points and rapidly moved inland with minimum casualties. He thus contributed substantially to the successful establishment of the beachhead in France.”
2. An infantry officer who led tanks when they got too scared to move up the beach
1st Lt. Jimmie W. Monteith, Jr.was drafted into the Army during World War II but quickly climbed the ranks, attaining corporal in basic training in 1941. He was accepted into officer school a few months later and was sent to the 1st Infantry Division after his commissioning. He fought with them in Sicily and Italy before the assault on Omaha Beach.
On D-Day, he saw two tanks buttoned up and unable to fire due to heavy artillery and machine gun fire. He walked up, completely exposed, and led the tanks through a minefield before directing their fire onto German positions. After that, he led a group of men onto the bluffs and repulsed Nazi counterattacks until he was killed.
His citation reads:
“For conspicuous gallantry and intrepidity above and beyond the call of duty on 6 June 1944, near Colleville-sur-Mer, France. 1st Lt. Monteith landed with the initial assault waves on the coast of France under heavy enemy fire. Without regard to his own personal safety he continually moved up and down the beach reorganizing men for further assault. He then led the assault over a narrow protective ledge and across the flat, exposed terrain to the comparative safety of a cliff. Retracing his steps across the field to the beach, he moved over to where 2 tanks were buttoned up and blind under violent enemy artillery and machinegun fire. Completely exposed to the intense fire, 1st Lt. Monteith led the tanks on foot through a minefield and into firing positions. Under his direction several enemy positions were destroyed. He then rejoined his company and under his leadership his men captured an advantageous position on the hill. Supervising the defense of his newly won position against repeated vicious counterattacks, he continued to ignore his own personal safety, repeatedly crossing the 200 or 300 yards of open terrain under heavy fire to strengthen links in his defensive chain. When the enemy succeeded in completely surrounding 1st Lt. Monteith and his unit and while leading the fight out of the situation, 1st Lt. Monteith was killed by enemy fire. The courage, gallantry, and intrepid leadership displayed by 1st Lt. Monteith is worthy of emulation.”
3. The radioman who kept shrugging off mortal wounds until he got comms up on Omaha Beach
Joe Pinder was a professional baseball player before he joined the Army. His first battles were in Africa and he fought in Sicily as well. At D-Day, Pinder was wounded multiple times and nearly lost some radio equipment during the struggle to reach the beach. He kept going back and forth in the surf, retrieving needed items despite sustaining other injuries.
“Almost immediately on hitting the waist-deep water, he was hit by shrapnel,” 2nd Lt. Lee Ward W. Stockwell said, according to Baseball’s Greatest Sacrifice. “He was hit several times and the worst wound was to the left side of his face, which was cut off and hanging by a piece of flesh.”
After refusing medical treatment multiple times and finally getting his radio equipment all back together, Pinder was killed by a burst of machine gun fire to the chest.
His citation reads:
“For conspicuous gallantry and intrepidity above and beyond the call of duty on 6 June 1944, near Colleville-sur-Mer, France. On D-day, Technician 5th Grade Pinder landed on the coast 100 yards off shore under devastating enemy machinegun and artillery fire which caused severe casualties among the boatload. Carrying a vitally important radio, he struggled towards shore in waist-deep water. Only a few yards from his craft he was hit by enemy fire and was gravely wounded. Technician 5th Grade Pinder never stopped. He made shore and delivered the radio. Refusing to take cover afforded, or to accept medical attention for his wounds, Technician 5th Grade Pinder, though terribly weakened by loss of blood and in fierce pain, on 3 occasions went into the fire-swept surf to salvage communication equipment. He recovered many vital parts and equipment, including another workable radio. On the 3rd trip he was again hit, suffering machinegun bullet wounds in the legs. Still this valiant soldier would not stop for rest or medical attention. Remaining exposed to heavy enemy fire, growing steadily weaker, he aided in establishing the vital radio communication on the beach. While so engaged this dauntless soldier was hit for the third time and killed. The indomitable courage and personal bravery of Technician 5th Grade Pinder was a magnificent inspiration to the men with whom he served.”
4. The infantryman who swam back and forth in the D-Day surf, saving his floundering comrades.
A high school dropout and former cook, Carlton W. Barrett volunteered to join the Army in 1940, just before he turned 21. On D-Day, he was assigned to be a guide, showing the way for each successive wave of troops to hit the beach. This meant Barrett had to land at D-Day not once, but multiple times. During the fierce fighting, he ferried wounded troops from the water and beach to evacuation boats, despite fierce small arms fire and mortar attacks. What’s more, he also carried messages between assaulting elements on beach.
He survived D-Day and stayed in the military, retiring as a staff sergeant in 1963. His citation reads:
“For gallantry and intrepidity at the risk of his life above and beyond the call of duty on 6 June 1944, in the vicinity of St. Laurent-sur-Mer, France. On the morning of D-day Pvt. Barrett, landing in the face of extremely heavy enemy fire, was forced to wade ashore through neck-deep water. Disregarding the personal danger, he returned to the surf again and again to assist his floundering comrades and save them from drowning. Refusing to remain pinned down by the intense barrage of small-arms and mortar fire poured at the landing points, Pvt. Barrett, working with fierce determination, saved many lives by carrying casualties to an evacuation boat lying offshore. In addition to his assigned mission as guide, he carried dispatches the length of the fire-swept beach; he assisted the wounded; he calmed the shocked; he arose as a leader in the stress of the occasion. His coolness and his dauntless daring courage while constantly risking his life during a period of many hours had an inestimable effect on his comrades and is in keeping with the highest traditions of the U.S. Army.”
When the Fitzgerald collided with the merchant ship, 37-year-old Fire Controlman 1st Class Gary Leo Rehm Jr., “leapt into action,” according to The Daily Beast.
The Fitzgerald was struck below the waterline, and Rehm Jr.’s family was told by the Navy that he went under and saved at least 20 sailors, according to WBNS-10TV in Columbus, Ohio.
But when he went back down to get the other six sailors, the ship began to take on too much water, and the hatch was closed, WBNS-10TV said.
“That was Gary to a T,” Rehm Jr.’s friend Christopher Garguilo, told NBC4i in Columbus, Ohio. “He never thought about himself.”
“He called [the sailors on the ship] his kids,” his uncle, Stanley Rehm Jr., told The Daily Beast. “He said, ‘If my kids die, I’m going to die.'”
Rehm Jr. was known to invite “his kids” over to his house in Virginia when their ship was docked in the US, his uncle said. “He was always ready to help anybody who needed it. He was just that kind of guy.”
“Gary was one of those guys that always had a smile on his face,” Daniel Kahle, who had served with Rehm Jr. on the USS Ponce, told The Chronicle-Telegram. “(Gary was) such a great guy and (it’s) such a great loss. He needs to be remembered for the person we all knew him to be.”
Rehm Jr.’s uncle told The Daily Beast that he followed in the footsteps of his grandfather by joining the Navy straight out of high school.
Rehm Jr. was considering retiring soon but also hoped to make captain one day, his uncle told The Daily Beast.
The USS Fitzgerald, damaged in a collision at the US naval base in Yokosuka, Japan, June 18, 2017. Thomson Reuters
The Fitzgerald is named after another sailor, Navy Lt. William Fitzgerald, who, like his father, also joined the Navy right out of high school.
In August 1967, he was advising South Vietnamese forces at a compound near the Tra Khuc River delta when they came under heavy Vietcong fire.
Fitzgerald ordered the South Vietnamese forces and civilians to escape into the river on small boats, but he was killed while covering their escape with small-arms fire.
Rehm Jr. was raised in Elyria, Ohio, and is survived by his wife, Erin.
Prior to America’s official entry into World War II, the U.S. Navy was involved in “short of war” operations against Nazi Germany. In some cases this involved escorting merchant ships that were steaming to help supply England.
Tensions between the U.S and Germany increased after a Nazi submarine fired on the destroyer USS Greer (DD 145).
But, as Samuel Eliot Morison pointed out in the “Battle of the Atlantic,” the U.S. was still operating under neutrality legislation. So, when they did stuff to Nazi vessels, they needed to have some legal grounds outside of a war declaration.
On Nov. 6, 1941, the light cruiser USS Omaha (CL 4) and the destroyer USS Somers (DD 381) were on patrol in the South Atlantic looking for a German raider. Two months had passed since the Greer had been fired on, and since then, the destroyer Kearny (DD 432) had been torpedoed and the destroyer USS Reuben James (DD 245) had been sunk.
The Omaha and Somers then came across a ship claiming to be an American merchant vessel out of Philadelphia. The interaction with the vessel drew suspicions, and the Omaha, under the command of Capt. Theodore E. Chandler, ordered the vessel to stop. A boarding party came aboard just as scuttling charges went off. The boarding party kept the ship from sinking, and determined its true identity as the German blockade runner Odenwald.
The ship was taken to Puerto Rico, where the cargo – over 6,200 tons, including 103 truck tires and lots of rubber – and the vessel were sold off. According to Samuel Eliot Morison, the Navy justified the intercept by claiming that the Odenwald was a suspected slave trader.
In 1947, the Odenwald’s owners sued the Navy over the seizure. It didn’t pan out for them at all. The boarding party and prize crew assigned to the vessel, though, made out big-time: $3,000 each. Crew on board the Omaha and Somers got two months of pay and allowances.
That’s a prize worth as much as $34,000 today.
Chandler, though, never got that bonus. Although he was promoted to rear admiral, in January 1945, his flagship, the heavy cruiser USS Louisville (CA 28), was hit by kamikazes off Iwo Jima. While assisting in fighting fires, his lungs were badly injured, and he died of his wounds soon after.
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 June 4, 1942, the Battle of Midway kicked off between the U.S. and Japan. When it was all over on June 7, it was hailed as a decisive American victory — and much of it was captured on film.
That’s all because the Navy sent director John Ford to Midway atoll just days before it was attacked by the Japanese. Ford, already famous in Hollywood for such films as “Stage Coach” and “The Grapes of Wrath,” was commissioned a Navy commander with the Office of Strategic Services (OSS) and thought he was just going to document a quaint island in the South Pacific.
“The next morning – that night we got back and evidently something was about to pop, great preparations were made,” Ford told Navy historians after the battle. “I was called into Captain Semard’s office, they were making up plans, and he said ‘Well, now Ford, you are pretty senior here, and how about you getting up top of the power house, the power station, where the phones are?’ He said, ‘Do you mind?” I said ‘No, it’s a good place to take pictures.’
He said, ‘Well, forget the pictures as much as you can, but I want a good accurate account of the bombing,” he said, “We expect to be attacked tomorrow.'”
A thousand miles northwest of Honolulu, the strategic island of Midway became the focus of his scheme to smash U.S. resistance to Japan’s imperial designs. Yamamoto’s plan consisted of a feint toward Alaska followed by an invasion of Midway by a Japanese strike force. When the U.S. Pacific Fleet arrived at Midway to respond to the invasion, it would be destroyed by the superior Japanese fleet waiting unseen to the west. If successful, the plan would eliminate the U.S. Pacific Fleet and provide a forward outpost from which the Japanese could eliminate any future American threat in the Central Pacific. U.S. intelligence broke the Japanese naval code, however, and the Americans anticipated the surprise attack.
The three-day battle resulted in the loss of two U.S. ships and more than 300 men. The Japanese fared much worse, losing four carriers, three destroyers, 275 planes, and nearly 5,000 men.
Ford was wounded in the initial attack, but he continued to document the battle using his handheld 16mm camera. Here’s how he described it:
“By this time the attack had started in earnest. There was some dive bombing at objectives like water towers, [they] got the hangar right away. I was close to the hangar and I was lined up on it with my camera, figuring it would be one of the first things they got. It wasn’t any of the dive bombers [that got it]. A Zero flew about 50 feet over it and dropped a bomb and hit it, the whole thing went up. I was knocked unconscious. Just knocked me goofy for a bit, and I pulled myself out of it. I did manage to get the picture. You may have seen it in [the movie] “The Battle of Midway.” It’s where the plane flies over the hangar and everything goes up in smoke and debris, you can see one big chunk coming for the camera.
Everybody, of course, nearly everybody except the gun crews were under ground. The Marines did a great job. There was not much shooting but when they did it was evidently the first time these boys had been under fire but they were really well trained. Our bluejackets and our Marine gun crews seemed to me to be excellent. There was no spasmodic firing, there was no firing at nothing. They just waited until they got a shot and it usually counted.”
Now see his 1942 film “The Battle of Midway,” which won the Academy Award for best documentary: