Warning: Contains spoilers from Game of Thrones Season 7 Episode 5.
After last week’s sh*t show, Khaleesi fans have been waiting for her revenge against Euron Greyjoy. Who knew that the secret to destroying the Iron Fleet would be found in the Bloody Red Baron’s playbook?
(Maybe we all should have — there’s a reason he’s the most infamous fighter pilot of all time…)
One move in particular was the key to her success:
Daenerys attacking Iron fleet with dragons | Game of Thrones Season 8 Episode 5
Baron Manfred von Richtofen has been credited with 80 kills, most of which were won in planes painted bright red — not exactly the camouflage used on military aircraft today. He faced many obstacles in his military ambitions, but he had one major thing going for him: he was recruited by Lt. Oswald Boelcke, one of the most skilled fighter pilots of his time.
In World War I, Boelcke codified 8 rules for rookie combat pilots. The Red Baron — and the Mad Queen, it turns out — would secure victory through number 1: keep the sun behind you.
When target acquisition is accomplished through a visual scan of the skies, keeping the sun to their back blinds an aviator’s adversary. Just ask Euron Greyjoy.
Oh wait. You can’t.
There were many ways Daenerys could have attacked those ships. The nice thing about airpower is that gravity will really step up when taking care of your enemies. I always envisioned staying out of range and dropping barrels of burning pitch onto the ships, but of course she’d lose accuracy.
Instead, she chose to reward his ambush with one of her own, popping in from the clouds to overwhelm the naval sharpshooters. She then took advantage of their slow recovery time and destroyed them at close range as they attempted to re-load.
Gen. Arnold W. Bunch Jr. is the commander of Air Force Materiel Command, headquartered at Wright-Patterson Air Force Base, Ohio. He handles installation and mission support, discovery and development, test and evaluation, life cycle management services and sustainment of every major Air Force weapon system. The command employs approximately 80,000 people and manages $60 billion of budget authority.
AFMC delivers war-winning expeditionary capabilities to the warfighter through development and transition of technology, professional acquisition management, exacting test and evaluation and world-class sustainment of all Air Force weapon systems.
There are eight AFMC host bases: Arnold AFB, Tennessee; Edwards AFB, California; Eglin AFB, Florida; Hanscom AFB, Massachusetts; Hill AFB, Utah; Robins AFB, Georgia; Tinker AFB, Oklahoma and Wright-Patterson AFB, Ohio. In addition, the command operates associate units on several non-AFMC bases.
During an interview with Airman magazine, Bunch discussed AFMC’s mission and responsibilities and the roles of science, technology and innovation in increasing Air Force readiness.
Airman magazine: Air Force Materiel Command is a large and diverse command which a lot of Airmen may not understand. Can you talk about the mission of the command?
Gen. Bunch: I would say we are the most diverse (major command) that there is in the Air Force. When you consider the demographics, we are very diverse. AFMC has huge mission diversity as well. What I want to tell the Airmen is, we touch everything that they touch on a day-to-day basis. When a system comes into the Air Force, we do a lot of the (science and technology) research upfront and early. That work is done through the research lab. We do a lot of the acquisition planning either through the Nuclear Weapons Center or through the Life Cycle Management Center and that starts the acquisition process. We test systems and we do all the activities to get it into the Air Force. Then we sustain the system for the long term through the sustainment center, all the way to the point that we get rid of it or retire it and put it at (Aerospace Maintenance and Regeneration Group) in some cases.
So, from the beginning all the way to the end of any system we have within the Air Force, AFMC plays a key role. Underlying all that and at the foundation is the work the Air Force Installation and Mission Support Center.
The AFIMSC takes care of all facilities modernization and restoration. They also take care of contracting, security forces, housing privatization, dormitories and military construction. They take care of these things on our installations day-to-day to make sure that our facilities are up to date so that we can project power anywhere in the world.
So our mission diversity ranges from every mission system across the Air Force that we create, develop, test and maintain from the very beginning of the program all the way to the very end of a program’s life to support for the nuclear enterprise, and installation and mission support.. AFMC is involved in all of it, so it’s a very diverse mission.
Gen. Arnold Bunch Jr., Commander, Air Force Materiel Command, talks with members of the 412th Medical Group during his visit to Edwards Air Force Base, California, Oct. 18.
(U.S. Air Force photo by Giancarlo Casem)
Airman magazine: You talk about the importance of AFMC people. What is AFMC doing to attract top talent, develop and keep the workforce?
Gen. Bunch: Our Airmen, and when I use Airmen, I’m talking about military and civilian. I don’t distinguish within this command. We, more than any other command with (more than) 60,000 civilians, we are Airmen all focused on the Air Force mission. They are our most valuable resource and they are what make this organization tick. They’re the ones that get it done every day and execute their wartime mission each day.
We are trying to speed up the process of bringing the right people in and who we can recruit. We’ve actually taken some steps to speed that process up, to make it go quicker. We’re also doing some unique things where we’re doing job fairs to try to get at the right people. We’re using acquisition workforce development funds to pay off student loans to attract high quality, high caliber people in the skill sets we need. And what I’ve asked the team to start looking at is how do we communicate this so that we can keep people?
We had a lady who worked in the Air Force Test Center in May who retired after 68 years of service. We have 21 or 22 year-old young men and women coming in and I’ve got folks that have worked in the organization for 68 years. How you communicate across that diverse spectrum and how you motivate them all to keep going forward and how do you reward and award. Those are the things that we’re asking our people to take a look at and to help us drive our retention numbers the way we need them to go.
Since October of last year, we’ve seen about an 11% drop in the time to hire civilians. We’re not where we want to be, we’ve got to get better, but it’s a step in the right direction and something that I feel comfortable saying to the workforce. We know we’ve got to do better and we’re working at it.
Congress has been very helpful by giving us some additional authorities and we’re utilizing those authorities to try to go faster.
Air Force Chief of Staff Gen. David L. Goldfein congratulates Gen. Arnold W. Bunch, Jr. after assuming command of Air Force Materiel Command commander, shake hands during an assumption of command ceremony inside the National Museum of the United States Air Force, Wright-Patterson Air Force Base, Ohio, May 31, 2019.
(U.S. Air Force photo by Wesley Farnsworth)
Airman magazine: The (Former Secretary of the Air Force Heather Wilson) and Air Force Chief of Staff Gen. David Goldfein) have called out the “Air Force We Need.” Can you please describe the “AFMC We Need” initiative? What are some focus areas and objectives?
Gen. Bunch: We have the National Defense Strategy that came out that everyone’s focused on and (the Air Force) came out with the “Air Force We Need.” When I came into the job, what I wanted to do was define what do we, as AFMC, need to be to support the National Defense Strategy and to support where the chief and secretary want to go with the “Air Force We Need.”
I didn’t have any preconceived ideas of what we wanted it to be. I wanted to tap into our most valuable resource, our Airmen. They’re the ones that are executing the mission each day. So we wanted to, as Gen. Goldfein says, “squint with our ears” and listen to our men and women about what’s impeding their ability to get the mission done and what do they think it means to speed things up, go at the speed of relevance. So, we formed a team. We sent them out. They did a lot of surveys. We got a lot of results back in and a lot of great ideas that we’re now trying to review and see how we want to implement the suggestions or what we can put in place to move forward.
One of the books I’ve read about leadership is “Primal Leadership.” In the book there is a quote about, “None of us is as smart as all of us.” So, what I wanted to do was capture the essence of what the men and women believe in the organization and then glean through those comments to figure out what we need to get after. So we’re excited about going forward.
Airman magazine: The “AFMC We Need” addressed broad areas across the command. What are some of the challenges identified?
Gen. Bunch: We did do some external interviews and I would say they’re kind of consistent. One of the things is we’ve got to do a better job of communicating our impact and what our mission is. Some of our folks didn’t understand what we do, internally and externally, so we’ve got to do a better job at communicating some of that. A couple other challenges identified were facilities, infrastructure and information technology.
We’re telling people they’re coming to work in this remarkable organization, but they’re having tremendous impacts on a day-to-day basis with how our information technology systems work and it’s causing limitations. So those will be some of the initial challenges that we are going to focus on.
Another challenge we are going to focus on and we are starting to take some actions in is leadership training. Our people want their supervisors to be better leaders.
Last month, we had a senior leader conference where we talked about that with all our center and installation commanders. One of the things we’re trying to find out is who are the “no” people. The goal is to stop some of those noes and see what we can do to get to “yes” to move forward as an organization so we’re better prepared to support the future.
One of the installation commanders gave me a sign and I’ve got it in the office. I asked everybody at the senior leader conference to sign it. It says, “Find out where no lives and kill it.”
Capt. Joshua Lee talks with Gen. Arnold Bunch, Air Force Materiel Command commander, about unmanned aerial systems Oct. 15 at Eglin Air Force Base, Fla. The commander visited Air Force Research Lab Munitions Directorate’s newest networking test and design facility during an early stop on his two-day tour of the base.
(U.S. Air Force photo by Samuel King Jr.)
Airman magazine: You have stated the AFMC has to be better at anticipating Air Force needs. How will AFMC do this?
Gen. Bunch: We have to think forward. We have to think about the future. We can’t get caught up in what is Air Combat Command or Air Mobility Command or Global Strike Command asking for today. We need to focus our science and technology to go forward. (The Air Force) put out the Science and Technology 2030 strategy. We’re building an implementation plan to get after that. How do we create a competitive environment with what we’re doing within the research laboratory so that we are pushing ourselves and we’re scanning that horizon for what’s out there for the future. That’s one way that we can do that.
We also need to capitalize on a lot of what’s going on with commercial industry to get innovative ideas from outside that we may not have thought of. So we’re supporting the pitch days that (Dr. Will Roper, assistant secretary of the Air Force for Acquisitions, Technology and Logistics) implemented in small business innovative research.
We’re supporting the stand-up of consortiums so that we can get good ideas in and see what people can do. So, there are a lot of activities we as AFMC need to work on. We need to continue to look at industry strategies for how they’re doing business and how they develop software. We need to look at how can we do those things in a more responsive manner and change how we hire the workforce and how we recruit and retain them.
We’ve got to get a more operational tie and more linkage with what we’re doing across AFMC, and with the other major commands. How are they employing some of their aircraft? How are they doing their communication? What do we need to do? What can we glean from within to find answers? We need to make our ties stronger.
Air Force Vice Chief of Staff Gen. Stephen W. Wilson, left, and Dr. William Roper, assistant secretary of the Air Force for Acquisition, Technology and Logistics, center, discuss the April 20 TechStars Autonomous Technology Accelerator for the Air Force Demo Day at the Westin Hotel in Boston with John Beatty, right, executive director of the Massachusetts Military Task Force. Ten startup companies pitched their ideas to potential investors and Air Force senior leaders during the event, which is a partnership between Techstars and AFWERX.
(U.S. Air Force photo by Linda LaBonte Britt)
Airman magazine: How is AFMC utilizing partnerships with commercial tech companies and academia to have a better understanding and mine those advanced capabilities that may be on the horizon?
Gen. Bunch: So there are a couple of different areas that I’ll focus on. We’re working right now and we’ve got some good partnerships with Delta, Tech Ops, and Georgia Tech Research Institute on what we’re doing for condition based maintenance. We’re looking at what the commercial industry is applying in managing their large fleets of aircraft. Also what can we do with machine learning or artificial intelligence so that we can be more predictive for when some of our systems may be going to fail and help us keep the supply lines primed with repair parts. To me, we have great partnerships with a lot of great ideas that we can employ and we’re working down that path together, so that’s good.
We’ve got to get rapid. That’s all part of the Rapid Sustainment Office that we stood up with Lt. Gen. Robert McMurry as the program executive officer. The RSO team is looking at condition based maintenance, additive manufacturing or 3D printing and are there technologies out there we can use and capitalize on. We’re starting to make grounds in those areas. So those are a few of the ideas that are coming from the commercial end that we can utilize.
Airman magazine: You’ve said our peer adversaries are developing new capabilities modernizing existing capabilities, eroding our tech advantage. Please describe how AFMC is responding to the need for speed?
Gen. Bunch: There are a lot of different things we can do to get at that need for speed. But what we also want to make sure of is while we’re speeding, we’re doing it with discipline. We need to go fast, but we also need to put the disciplines in place so that we’re thinking our way through some of those systems and some of the decisions we’re making so that we are looking long term as well as immediate. We’re looking at, can I get a technology to the field faster? That means a viable product that we would evolve over time versus going for the solution that would take 10 years and a lot more effort. Can I give you something that gets me on that path in two years that you would be able to utilize in the field and be able to move out with.
So that’s one area that we’re looking at. Can I turn things faster and build over time? Another one that we’re continuing to focus on is open mission systems. If we can get open mission systems architecture into our weapons systems and into our designs, we can then bring in new technologies as technology evolves or the threat changes, because those are two things that are never going to slow down. They’re going to change. But by having open mission system architecture, we can piecemeal in parts over time as the technology and the threat changes so that we can adapt more quickly. We shouldn’t have to test systems as long. We should be able to be cyber secure. Those are a couple examples of things that we can immediately get after.
A good example of that is R-EGI, our Resilient Embedded GPS/Inertial Navigation System. That’s a program that we’re running out of the Life Cycle Management Center and it’s to get after having a resilient position navigation and timing solution over time. If that becomes threatened, what we have is an enhanced GPS/INS, most folks know. We fly it in all of our aircraft. It’s common with us, the Navy, the Army; it’s in all platforms. It’s something that’s almost universal. What we’re doing in this effort is trying to build open mission system architecture design so if I needed to inject new software or I needed to add a new component, I could evolve that over time as the threat changes and we could be more resilient.
Another good example is we’re using and trying to push to digital engineering and a digital enterprise. Right now, the ground based strategic deterrent team is doing a good job with some model-based systems engineering. We want to digitize and become a more digital enterprise with what we’re doing within AFMC. In digital we can change things in a more rapid manner and do things on a computer and look at options and look into digital areas before we ever start doing some of the other advances. It should eliminate some of our trial and error.
The Air Force Research Laboratory’s AgilePod is shown mounted on the wing of the Textron Aviation Defense’s Scorpion Light Attack/ISR jet. The AgilePod is an Air Force-trademarked, multi-intelligence reconfigurable pod that enables flight-line operators to customize sensor packages based on specific mission needs. A fit check in late December 2017 provided an opportunity to demonstrate the ability of the pod to rapidly integrate onto a new platform with short notice, highlighting the benefits of Sensor Open Systems Architecture.
(U.S. Air Force photo by David Dixon)
Airman magazine: In fall of 2017, the secretary challenged us to develop a new Air Force ST Strategy for 2030. That document is now published. From your perspective, what are a few of the key takeaways?
Gen. Bunch: Really, it’s about competition and how do I create competition within what we do, within our research laboratory and our ST so that we’re continuing to push the bounds. I think that’s one of the key ingredients. How do we as an enterprise capitalize on the various basic research activities that may be out there so that we’re pushing the envelope and we’re looking at things and going, “That has great promise, I need to continue to work in that area.” Or, “That’s not making the progress I need. I need to off ramp that and I need to go another way.” So I think that one is really important.
The other one is we have science and technology dollars and how do I, over time, take those and shrink the investments so that they’re more focused in game changer technologies that I’m going to put out in the field. How do we capitalize on that knowledge base and how do we drive to where we’re transitioning game-changing technologies and we’re getting them into the field and capitalizing on that transition. I think those are two of the key things that we’re really looking at.
Airman magazine: How are AFMC and AFRL going to support the execution of the strategy?
Gen. Bunch: So there are a lot of activities already underway. Right now, we’re working with AFWIC, Air Force Warfighting Integration Capability, and we’re working with Dr. Roper’s team to come up with an implementation strategy. So that’s in the works. We are also trying to make some changes so that we can handle our money with a little more flexibility, so that we can shift and put our focus where the dollars need to be for those bigger projects.
So we’ve got a great partnership right now. The team is working with me on a regular basis. Our team’s trying to set in place processes to review where our tech focus areas are so we can make the right investments. They’re looking at what we want to do in basic research. They’re looking at what we want to do at the next level and then what we’re doing in our advanced research, where we’re getting to the prototyping and how do we focus.
A Republic of Singapore air force F-16 Fighting Falcon fighter aircraft tactical aircraft maintainer assigned to the 425th Fighter Squadron, Luke Air Force Base, Arizona, performs a launch inspection June 10, 2019, on the flightline at Tyndall Air Force Base, Florida. The 425th FS is at Tyndall to take part in a Combat Archer exercise.
(U.S. Air Force photo by Airman 1st Class Bailee A. Darbasie)
Airman magazine: Is the Tyndall AFB rebuild an opportunity to take the Base of the Future off the drawing board and make Tyndall a proof of concept for new tech?
Gen. Bunch: We are looking at new technology for Tyndall. Tyndall, as devastating as that was, thank goodness we had a great team doing a lot of great work so that the damages were material damages to things that we can replace and it wasn’t to our Airmen and their families. That’s our number one focus, their safety. But now as we recover, we do have an opportunity to look at what would we want the base to look like for the future. How would we want the information technology system set up so that it’s more efficient? How would we set in the power lines? How would we build the buildings? We are looking at Tyndall as an example of what we may be able to do for the future.
We’ve actually had AFWERX bring in some outside companies to come in and pitch their ideas. So we’re trying to move as quickly as we can to get everything moving forward, to get the mission back to normalcy. We’re also looking at what would we do different now that we can make changes and we can look at the mission from a different perspective. How would we make it better when we rebuild it? How is it more resilient? How do we have a better information technology network? How do we design everything–from are we going to put anything above ground or are we going to put it all underground now that we have the time to be able to do that so that it’s safer and more secure and less likely to be damaged in the future. Those are all things that we’re looking at as we go forward.
Airman magazine: How does AFMC support the Air Force as a hub for innovation?
Gen. Bunch: Innovation’s been a foundation of what we’ve been as an Air Force from the very beginning. And it’s interesting, we have more than 80,000 people within AFMC and you ask them all what innovation means, you’d probably get 80,000-plus different definitions. And I’m good with that. Innovation can mean some groundbreaking revolutionary thing that we’ve never done or it could mean changing a process so that we can go faster because we’ve employed what the Sustainment Center uses which is the ‘art of the possible.’
I’m good with all of it. What we have to create, and I think we are doing a better job of it, is an environment where a good idea can come in. What I want to make sure, as the commander, is that our people understand I’m willing to let them try things. And I’m not talking crazy risks, but if they want to try a new idea or process, I’m okay with that. If it works, that’s great and if it doesn’t work, then we’ll learn from it and we’ll move on. So innovation can take many, many forms. I want people to come in with their good ideas and I want to capitalize on their innovative spirit. That is what we as an Air Force were founded upon.
We also tie in with AFWERX; the Pitch Days to me are innovative. We’re going to be doing an AFMC internal pitch day where we can pitch our own good ideas, not just try to capitalize on what industry does or what venture capitalists are doing. So we’re trying to actually harness those good ideas to go forward.
Dr. Will Roper, Assistant Secretary of the Air Force for Acquisition, Technology and Logistics, welcomed event attendees during the Air Force Space Pitch Day, Nov. 5, 2019, San Francisco, Calif. Air Force Space Pitch Day is a two-day event demonstrating the department’s willingness and ability to work with non-traditional start-ups.
(U.S. Air Force photo by Van De Ha)
Airman magazine: With declining mission capable rates and an aging fleet with an average 28 years of service, what do these numbers mean and do MCRs equate to Air Force readiness rates?
Gen. Bunch: So readiness depends on where you sit as to what you believe the right metric is. The one we’re driving right now, we’re trying to increase, is aircraft availability. That’s one that we’re really focused on with our legacy fleets. And there are multiple factors that play into that. One of the things that we’re finding is, we have, in some cases, a shrinking industrial base. And that’s one that we’ve got to focus on to help grow that industrial base.
What we want to do is make sure that the people who are operating the systems have as much up time as they can so they’re as ready as possible to do their mission. That takes research. How would I go do this? It could take reverse engineering. How do I reverse engineer this component that there’s no longer a vendor for and create it? So we either build it ourselves or we put the drawings out to get it manufactured.
The fact we are flying aircraft as old as they are with the mission capable rates that we have today is because of the Airmen working in the Sustainment Center and the focus of our maintainers out on the line who can keep these legacy aircraft up and running.
At an average age of 28 years, the fact that we keep mobility aircraft taking off and landing, delivering supplies and equipment every two minutes is amazing work by a lot of different people. We’re ready, but we’ve got to continue to try to up that game and continue to try to improve.
An F-16 jet engine in max power during a test in the 576th Aircraft Maintenance Squadron’s hush house engine facility at Hill Air Force Base, Utah, June 5, 2019. The shop is responsible for performing organizational level maintenance on more than 200 engines per year. The shop’s maintenance tasks include engine inspections, external engine component removal and replacement, repairs, and troubleshooting during flight line and test cell operations.
(U.S. Air Force photo by Alex R. Lloyd)
Airman magazine: Can you identify some of the success stories throughout AFMC in new technologies like additive manufacturing, 3D printing and data analytics to improve readiness and decrease maintenance downtimes?
Gen. Bunch: We had a meeting last month where we were looking at engines. I’ll just use that as one example. We started looking at the performance of the engines over time and as we reviewed data and did the analytics, we started doing scheduled replacements of engines. So we could pull them off at the time that was of our choosing versus downtime required because the engine went too far.
What this allows us to do is control when we do maintenance. It allows us to prime the pump in the supply system so we get the right parts at the right time. That’s just one example that I can say from a data analytics perspective where we are really already seeing some great progress. We’re using condition based maintenance and algorithms right now with the C-5 Galaxy. We’re doing it in some cases in the B-1 bomber and we’re looking at growing it into the KC-135 fleet. So we’re trying to take some of those lessons learned in technologies and capabilities that others are using and apply it into our inventory and we’re starting to see some benefits.
We really want to get to the point if we’re going to send an aircraft down range and it’s going to have something fail in five days and the deployment is for 10 days, let’s fix it before we deploy it. If we can get to that point, we’ll really increase our aircraft availability and our ability to generate sorties and improve the mission dramatically.
On additive manufacturing, that one’s one that’s more challenging. A lot of people look at 3D printing as that’s really something easy to do. When you start talking about airworthiness that becomes a little more challenging. There are components we can build that are not airworthy components, and we’ve already got approval to do those parts. We have innovation centers at each of our three logistics complexes and they can do some of those. We save money and get the mission done in a timelier manner.
So we’re demonstrating some of those. It’ll take more time to get to where we can do a lot of airworthy parts. We’re working on that. We must get the engineers involved and get them the analysis.
We are seeing a lot of ground being made in additive manufacturing and in condition based maintenance. And then the other one, we’re taking technologies like cold spray, which is a repair technique, and we’re actually employing that in some of our depots so that we can minimize the downtime.
Airmen from the 90th Missile Maintenance Squadron prepare a reentry system for removal from a launch facility, Feb. 2, 2018, in the F. E. Warren Air Force Base missile complex. The 90th MMXS is the only squadron on F. E. Warren allowed to transport warheads from the missile complex back to base. Missile maintenance teams perform periodic maintenance to maintain the on-alert status for launch facilities, ensuring the success of the nuclear deterrence mission.
(U.S. Air Force photo by Airman 1st Class Braydon Williams)
Airman magazine: Would you talk about AFMC’s support to the nuclear enterprise from both a sustainment and modernization perspective?
Gen. Bunch: Maj. Gen. Shaun Morris is our Air Force Nuclear Weapons Center (AFNWC) commander and his team is doing an outstanding job making sure that our nuclear deterrent is solid and that there is never a question that if they are called are they going to be able to respond. And that goes across the full spectrum.
The Minuteman-III program was built many, many years ago with a short lifespan; well we’re still maintaining them. We’re going to be maintaining them until the 2030 timeframe. We’ve stood up depot maintenance now on our Minuteman-III system, which was never intended to have a depot capability, but we’re doing that so we can sustain it and ensure that it’s reliable if ever called upon to do its mission.
AFNWC is on the front edge of making sure that our nuclear deterrent is really a nuclear deterrent and it’s credible and it’s safe and secure and it can answer the nation’s call.
The other part of the nuclear mission is the air leg; we have to make sure that we’re doing what we need to sustain our bomber force. AFMC is key in making sure that the force is supportable, sustainable, with upgrades where needed, while making sure all the activity we’re doing in the depot is supporting the mission.
Airman magazine: Could you talk about agile software development and the way we buy and develop software and how does this relate to Agile DevOps and cyber protection for all of our weapon systems?
Gen. Bunch: Software is everywhere. We’re going to have to change our mindset about software. The way that industry does it is they’ll modify and continue to push updates on a more regular basis. I don’t ever think we’ll get to the point we’re doing what industry does with our systems, but we have to get into a more Agile mindset. That’s a challenge for a lot of the way we’ve done business. It’s not just that you have to bring in coders and create an environment where they can develop Agile methods, that’s part of it, but you also have to change the culture of the men and women that are working on this because it’s not the way they’ve historically done it.
You’re developing. You’re testing. You’re fielding. You’re correcting deficiencies and it goes on and on. That is a culture change for AFMC and the men and women that are doing the acquisition. It’s also a culture change for all of the test community and anybody involved. It’s a culture change with how you handle your dollars. One of the things that I’ve been a proponent of is the need for money that has not binned by a specific definition of sustainment, development, or production. If you’re really doing Agile or secure DevOps, those money lines are blurry. We need colorless money so that we’re not hindered by some of the rule sets on how the money gets moved around.
So it’s a big change. We’ve got to be able to change that culture. The other thing is you have to be able to attract and recruit software developers. We have to capitalize on that skill set. And a lot of what we’re doing right now, we’re actually bringing in Airmen who just have a propensity and a love for doing software development and we’re putting them to work and they love it. We also have to capitalize on our own capabilities along the way, but it’s one that we’ll have to re-look at how we bring in manpower.
Pilot Training Next instructor, U.S. Air Force Capt. Orion Kellogg, discuses a future PTN version 3 student’s virtual reality flight with members of NASA as part of a collaborative research agreement between Air Education and Training Command and NASA October 22, 2019, at Joint Base San Antonio-Randolph, TX. The goal of the agreement is to help both AETC and NASA collect physiological and cognitive data and leverage each organization’s knowledge and skills to maximize learning potential for individual students.
(U.S. Air Force photo by Sean M. Worrell)
Airman magazine: With the advancements in AI/VR, how do you see the Air Force further capitalizing on technology to equip Airmen with quality training through simulation scenarios?
Gen. Bunch: AI and VR, those are big areas that we’re going to continue to look at. The best example right now is one that our Air Education and Training Command started with Pilot Training Next. What they’re really doing is they’re capitalizing off of the gaming industry and artificial intelligence to understand and to personalize the training they’re doing for each individual student.
The way they’re building Pilot Training Next allows the student pilots to learn in a simulated immersive AI and VR environment with an individualized training methodology, which really speeds up the learning process.
I think you’re going to see more growing in that area. We’re looking at trying to apply that for maintenance. We’re also looking at other avenues to try to capitalize so we’re better able to train the workforce in a timelier manner.
Airman magazine: You have a lot of experience in your resume in the test community. How do you see the community evolving for the speed of relevancy?
Gen. Bunch: So there are a lot of initiatives here. One of the things we did in my previous job was take the test community leadership to Silicon Valley to expose them to how commercial industry tests software. The goal was to figure out what can we change within our initiatives to be able to test software more quickly to support Agile development ops, secure DevOps and to push things out into the field faster.
That’s now something we’re working on. We’re changing our philosophy. We’re working with the operational test community to set that up. Another area that we’re looking at is how do we combine more developmental tests and operational tests earlier in the process? Gen. Mike Holmes [Commander, Air Combat Command] and I have kicked off an initiative to look at that. We’re looking at how we could combine our developmental tests and our operational tests so that we’re getting more data quicker. We can streamline the amount of testing. We can save costs. We can get things into the field more readily.
There are a lot of great strides going on at the Air Force Test Center with Maj. Gen. Chris Azzano about how do we test things in a more rapid manner. He’s asking the questions: How do we not over test? How do we use digital enterprise, model-based systems engineering? How can we utilize that digital enterprise to get after some of that testing so that we don’t have to do everything in open air and repeat things?
The worst answer you can give me is, “Gen. Bunch, we got to test this much because that’s how we’ve always done it.” That is not a good answer. So anybody out there, that’s not a good answer to give me. There are certain things we’ve got to go test. We want to make sure that it’s safe for the Airmen we’re putting in harm’s way. We want to make sure that they have a good product. But we are making a lot of strides at relooking at how we do our test enterprise.
Staff Sgt. Ruth Elliot, 412th Medical Group, takes a selfie with Gen. Arnold Bunch, Commander, Air Force Materiel Command, at Edwards Air Force Base, California, Oct. 18. Elliot was a presented a commander’s coin by the AFMC commander.
(U.S. Air Force photo by Giancarlo Casem)
Airman magazine: What has been some of the most rewarding part of your career?
Gen. Bunch: From what I’ve done in the military, I go back to all I’ve ever really wanted to be was a commander and work for Airmen. I firmly believe in servant leadership and that the commander works for everybody in the organization. Right now I work for more than 80,000 men and women within AFMC, the Airmen making the mission happen every day and doing all the hard work. Getting to talk with them, getting to watch them grow and feeding off of their energy is the most rewarding thing I get to do every day.
If you listen to some of our young Airmen when they talk about the great things they’re doing or you watch them respond in a time of crisis with what they do, if that doesn’t put a smile on your face and make it great to put the uniform on every day then you probably got a problem and it may be time for you to go find something else to do.
To me, just the interactions with the our people and watching our Airmen succeed and watching them do the mission every day with the passion they do is just remarkable for me.
Airman magazine: What would you like to say directly to the Airmen of AFMC?
Gen. Bunch: So for the Airmen of AFMC, thanks for what you do each and every day, your wartime mission makes us successful. Remember that what we’re doing is critical to the war fighter and remember that we are the most important major command within the Air Force. If we’re going to achieve the National Defense Strategy and if we’re going to drive to the Air Force We Need, we’re the ones that have to succeed. If we don’t succeed then the Air Force can’t succeed. Remember, the programs and systems we’re working to sustain and test is to make sure America’s most valued treasure, our sons and daughters we send into harm’s way, have the technological advantage they need to do their mission supporting our nation’s defense and to come home safely.
This article originally appeared on Airman Magazine. Follow @AirmanMagazine on Twitter.
At first sight, the Valentine Archer isn’t a terribly odd looking vehicle. The fighting compartment and gun appear to be at the rear with the barrel extending over the front deck; but they’re not. In fact, the fighting compartment is at the front of the vehicle and the gun faces backwards over the engine deck in the rear. This odd-looking vehicle was the Vickers-Armstrongs solution to the problem of mounting the heavy, but effective, 17-pounder anti-tank gun in a fighting vehicle; this is the Archer.
Early in the war, Britain quickly learned that the majority of the guns mounted on its armored vehicles were inferior to the firepower that their German counterparts brought to bear. In early 1943, prototypes of the new Ordnance Quick-Firing 17-pounder anti-tank guns were sent to North Africa in response to the appearance of heavy German Tiger tanks. The gun proved to be effective against German armor; the problem was that it was heavy and had to be towed around the battlefield. Britain’s new problem became mounting the 17-pounder on a mobile fighting vehicle.
Although projects were in development to mount the gun on a turreted tank (which led to the Challenger and Sherman Firefly tanks), the British Army needed to develop a vehicle that could carry the gun as quickly as possible. Vickers-Armstrongs was given the challenge and elected to use the outdated Valentine tank as the base of this new vehicle; its official designation being Self Propelled 17pdr, Valentine, Mk I, Archer. The Valentine’s engine was upgraded to a GMC 6-71 6-cylinder diesel with a higher power output of 192 bhp in order to carry the heavy gun without sacrificing mobility. Still the gun could not be mounted in a turret and was instead mounted in a low, open-top armored fighting compartment. As previously stated, this was at the front of the vehicle with the gun facing backwards.
The mounting of the 17-pounder in the Archer allowed for 11 degrees of traverse and elevation from -7.5 to +15 degrees. If the gunner required more lateral traverse, the driver would have to physically turn the vehicle. As a result, the driver would remain at his station (facing the opposite direction of the action) at all times. Aside from this, it would be difficult for the driver to get in and out quickly because of the tight confines of the fighting compartment. The gun took up a lot of space and recoiled in the direction of the driver’s head. That said, he was never in any danger of being struck thanks to the hydraulic recoil system that kept the gun well-clear of his head when it recoiled.
Although its odd layout was the product of necessity, it actually made the Archer an effective ambush weapon. An Archer could set up in a concealed position, fire at a target, and then quickly drive off in the opposite direction without having to turn around since it was already facing backwards. It had a top speed of 20 mph and was very adept at cross-country driving and climbing slopes.
Commonwealth military doctrine labeled the Archer as a self-propelled anti-tank gun rather than a tank or even a tank destroyer. As such, it was operated by the Royal Artillery rather than the Royal Armored Corps. The soldiers of the Royal Artillery eventually complained about the lack of overhead cover in the fighting compartment which led to the development of an optional armored roof. However, this addition saw very little, if any, use.
By the end of the war, a total of 655 Archers had been produced. After the war, the Archer saw service in Germany with the British Armored Corps in the British Army of the Rhine. 200 Archers were also supplied to the Egyptian Army with another 36 going to the Jordanian Arab Legion and National Guard.
Fans get to see Carrie Fisher one last time in “Star Wars: The Rise of Skywalker,” and it was no easy feat to bring her to the screen one more time.
“It was a massive kind of problem, I mean, puzzle really. It was a gigantic puzzle,” visual effects supervisor Roger Guyett told Insider of the challenge the Industrial Lights & Magic team at Lucasfilm faced.
Fisher died in December 2016 after her filming for the last “Star Wars” movie, “The Last Jedi” wrapped. At first, Lucasfilm president Kathleen Kennedy told “Good Morning America” the actress wouldn’t appear in “Episode IX.” But, in July 2018, Disney announced unused footage from “The Force Awakens” would be utilized to bring Fisher to life to close out the Skywalker saga.
How exactly do you repurpose footage from a previous film to work for “Episode IX”? Very carefully.
Guyett and creature effects supervisor Neal Scanlan spoke with Insider Monday on the Walt Disney Studios lot in Burbank, California, about the difficulty of bringing Fisher’s scenes to the screen and the importance of making sure her performance came across as authentic.
General Leia Organa is seen in “The Last Jedi,” above.
‘TROS’ director J.J. Abrams originally thought they could do Leia digitally. They realized that wasn’t going to work.
“The first conversation I had with [Abrams] about it was that he thought we could just do a digital version of Leia,” said Guyett.
That wasn’t going to work.
“So say you went along that path. The issue that he had with that was that the performances that she gave at any moment would just be authored by some other actress or actor,” he added. “[Abrams] didn’t want that. He wanted to be able to look at this movie and say, ‘That’s Carrie Fisher playing Leia.'”
The team accomplished that with a stand-in, a mix of Fisher’s past performances, and a digital character.
That’s not all footage of Fisher moving around in “TROS,” but it’s very convincing.
What are we looking at when we see Leia in ‘The Rise of Skywalker’? Fisher’s face was put onto a digital character.
“When you see Leia in ‘Episode IX,’ basically it’s a live-action element of her face with a completely digital character,” explained Guyett of what the audience is seeing.
This was done because they wanted to make sure that Leia’s look in “The Rise of Skywalker” was distinct from her look in the previous two films.
“The reality of doing this is that you want her to have a new costume,” said Guyett. “It would be weird if she just looked like she did in ‘Episode VII’ or ‘Episode VIII.’ You want her to have a new hairstyle because she’s very specifically part of ‘IX.’ So we knew that we were going to have to do all of that.”
If you’re imagining that ILM simply cut and pasted Fisher’s face onto a body, it wasn’t that simple. ILM visual effects supervisor Patrick Tubach told Eric Eisenberg at Cinemablend the team tracked Fisher’s posture and body movements from “The Force Awakens” to apply to their new scenes in “TROS.”
One of the biggest challenges was matching Fisher’s voice to specific scenes in ‘Episode IX’
This is where the puzzle comes into play. Abrams and co-screenwriter Chris Terrio wrote scenes based off of the dialogue available to them from Fisher’s unused footage.
“The mechanics of that then became very much in J.J.’s court, initially, about writing scenes using lines that we knew we had access to so you can break it down in this massive pre-plan thing where you write the script, and you base it around deliveries,” explained Guyett of how Leia started to come together.
There were times where they found the right dialogue, but it wasn’t the correct intonation. They had to just move on.
“We went back through all that footage and you can see, ‘Oh, how did she deliver this line?’ You know, ‘Never underestimate a droid.’ Once you’ve got whatever the line is, once you’ve got that kind of library, you can start feeling the emotional quality,” he continued.
Imagine sifting through footage to figure out the perfect place to utilize a line of dialogue or a particular delivery. It had to be just right. There were times where they found the right dialogue, but it wasn’t the correct intonation. They had to just move on.
“Some things just didn’t work,” said Guyett. “Even though [Fisher] might be saying the right thing, she’s saying it the wrong way. So sometimes we’d abandoned certain ideas within the script. But basically the premise is now you have to stage the scenes and integrate her into those scenes, which is a massive undertaking.”
Daisy Ridley was looking at someone dressed up to look like Princess Leia while performing scenes with the character.
There was a stand-in for Fisher on set so the actors had someone to play against
When you see Daisy Ridley, Kelly Marie Tran, or any other cast member acting next to Fisher in “TROS,” there was always someone acting opposite them.
“There was great effort made to represent Carrie in those moments as well,” Scanlan told Insider. “There was a huge respect. It’s not just a visual effect. It wasn’t, ‘Oh, she doesn’t exist.’ There was actually a person there and the hairstyle and straight makeup. [We] found a place for [the cast] to feel comfortable and to feel that there’s some way we were representing Carrie in some physical entity.”
“We had a fantastic stand-in for Princess Leia who looked at all the footage and tried to learn the lines and represent Carrie as best as possible so that if you’re acting against her you’re not just looking at an empty space, you’re looking at a human being who’s delivering the line,” added Guyett.
There wasn’t a lot of wiggle room to fix things after filming
“The thing that I reiterated to [Abrams] about a million times was we had to get it right on the day we shot it,” said Guyett.
Roger Guyett (left) is seen on the set of “The Rise of Skywalker.”
“When you do something, quite often, you might do something and go, ‘OK, well we can fix that.’ We can change the timing of that explosion of something or whatever later on in post [production] or maybe that creature’s moving too fast or whatever. This was something we couldn’t do that with. We had to get it right on a day.”
During production, when the team looked at a moment with Leia, they made sure it had elements that they were going to use. Test composites of scenes were done to make sure everything would fit right and then they would go back and re-edit the scene together to make sure it felt authentic and correct.
“Having been through this process, you can put your hand on your heart and you can say every one of those performances is delivered by Carrie Fisher,” said Guyett.
This article originally appeared on Business Insider. Follow @BusinessInsider on Twitter.
Few things have the power to transport people like the cinema.
Who can forget Robert Williams’ “Good morning, Vietnam” or Marine Corps DI Hartman’s memorable quotes?
The following list is of our favorite military movies to watch over Fourth of July weekend.
“The Longest Day” (1962)
“The Longest Day”tells the story of heroism and loss that marked the Allies’ successful completion of the Normandy Landings on D-Day during World War II.
The film stands out due to its attention to detail, as it employed many Axis and Allied D-Day participants as advisers for how to depict the D-Day landings in the movie.
“Lawrence Of Arabia” (1962)
Based on the exploits of British Army Lieutenant T. E. Lawrence during World War I, “Lawrence of Arabia” tells the story of Lawrence’s incredible activities in the Middle East.
The film captures Lawrence’s daring, his struggles with the horrific violence of World War I, and the incredible British role in the foundation of the modern Middle East and Saudi Arabia.
“The Great Escape” (1963)
“The Great Escape” is based on a novel of the same name, which was a nonfiction account of a mass escape from a German prison camp in Poland during World War II. The film follows several British German prisoners of war as they try to escape from the Nazis and make their way back to Allied-controlled territory.
“The Dirty Dozen” (1967)
Extremely loosely inspired by true acts during World War II, “The Dirty Dozen” tells the story of 12 Army convicts trained for a nearly impossible mission deep in Nazi-occupied France before D-Day, and the film follows their exploits in training and beyond.
“MASH” is a black comedy set on the frontlines of the Korean War. The story follows a group of Mobile Army Surgical Hospital officers as they carry out their mission against the bleak backdrop of the seemingly ceaseless conflict miles from their position.
A movie documenting the life and exploits of General George S. Patton.
A wartime hero of World War II, the film covers Patton’s exploits, accomplishments, and ultimate discharge.
“The Deer Hunter” (1978)
“The Deer Hunter” follows the story of a trio of Russian-American steelworkers both in Pennsylvania before their service and during the Vietnam War.
The film, which stars Robert De Niro, Meryl Streep, and Christopher Walken, won multiple awards, including the Academy Award for best picture, best director, and best supporting actor for Walken.
“Apocalypse Now” (1979)
Featuring an all-star cast (Marlon Brando, Martin Sheen, Robert Duvall, and Dennis Hopper) and directed by Francis Ford Coppola, “Apocalypse Now” is a modern adaptation of Joseph Conrad’s classic “Heart of Darkness.”
Set in Vietnam in 1970, the film shows to what depths men will sink during wartime.
“Das Boot” (1981)
“Das Boot” is a German film depicting the service of German sailors aboard fictional submarine U-96. The story has been lauded for personalizing the characters during World War II by showing both the tension of hunting ships, as well as the tedium of serving aboard submarines.
“Top Gun” (1986)
Starring Tom Cruise and Val Kilmer, “Top Gun” follows Cruise as he attends the Top Gun aviation school. An aggressive but extremely competent pilot, Cruise competes throughout his training to become the best pilot in training. The film was selected in 2015 by the Library of Congress for preservation due to its cultural significance.
“Platoon,” featuring Charlie Sheen, depicts the horrors and difficulties of the Vietnam War. The movie both shows the difficulty in locating potential insurgents in a civilian population, as well as the strains and struggles war can place on brothers-in-arms.
“Good Morning Vietnam” (1987)
Loosely based on a true story, “Good Morning Vietnam” is a comedy-drama starring Robin Williams as a radio DJ in Saigon during the Vietnam War.
Williams earned an Academy Award for best actor.
“Full Metal Jacket” (1987)
Directed by Stanley Kubrick, “Full Metal Jacket” follows two new recruits as they enter bootcamp during the Vietnam War. From depicting the struggles of training to the savagery of war, “Full Metal Jacket” remains a timeless classic.
Featuring Matthew Broderick, Denzel Washington, Cary Elwes, and Morgan Freeman, “Glory” follows the US’s first all African American regiment, the 54th Massachusetts Volunteer Infantry.
Denzel Washington won an Academy Award for his performance.
“The Hunt For Red October” (1990)
Based on Tom Clancy’s bestselling novel, “The Hunt For Red October” is set during the last stages of the Cold War.
The film stars Sean Connery as a rogue Soviet naval captain who is attempting to defect to the US with the Soviet Union’s most advanced nuclear missile submarine.
“Schindler’s List” (1993)
Directed by Steven Spielberg and starring Liam Neeson, “Schindler’s List” tells the true story of how businessman Oskar Schindler evolves from seeing Jews as nothing but human chattel to doing his best to save as many Jews from Nazi death camps as possible during the Holocaust. The film, based on a true story and painfully told, won the Academy Award for best picture.
“Saving Private Ryan” (1998)
Directed by Steven Spielberg and featuring Tom Hanks, “Saving Private Ryan” showcases both the brutality of World War II while also paying tribute to the amazing courage and honor that each person can rise to. The movie won Spielberg an Academy Award in 1999 for best director.
“Three Kings” (1999)
Featuring Ice Cube, Mark Wahlberg, and George Clooney, “Three Kings” shows a stark depiction of life on the ground in Kuwait and Southern Iraq following the end of the Gulf War.
The movie depicts the brutality that Iraqis faced from the regime of Saddam Hussein after trying to rise up against the government at the end of the war.
“Black Hawk Down” (2001)
Directed by Ridley Scott, “Black Hawk Down” follows the tragic exploits of US special forces that were sent into Somalia on a peacekeeping mission in 1993. The movie won the Academy Award for best film editing in 2002.
“Jarhead,” directed by Sam Mendes and starring Jake Gyllenhaal, depicts a realistic look at the mix of drudgery and tension that exists for soldiers in a war zone.
The movie spans from the late 1980s through the US involvement in the Gulf War.
“Downfall” depicts the end of the European stage of World War II from inside Adolf Hitler’s bunker in Berlin. The movie depicts Hitler’s final days as he, and his fellow high-ranking Nazis, realize the futility of their position in the war and the end of the Third Reich.
“Tae Guk Gi: The Brotherhood of War” (2005)
“Tae Guk Gi” follows the tale of two South Korean brothers during the start of the Korean War. Drafted into combat, the older brother continuously volunteers for the most dangerous missions in exchange for his little brother’s safety. But, as the movie depicts, such constant violence takes the toll of all involved.
“Letters From Iwo Jima” (2006)
Directed by Clint Eastwood, “Letters From Iwo Jima” tells the story of the Battle of Iwo Jima from the Japanese perspective. The film is a companion to Clint Eastwood’s film “Flags Of Our Fathers,” which also tells the story of the Battle of Iwo Jima but from the American perspective.
“Beasts Of No Nation” (2015)
Released on Netflix, “Beasts of No Nation” is based on a book of the same name by Uzodinma Iweala. Set in an unnamed West African country, the film depicts the horror of civil war and the use of child soldiers.
The film is told from the point of view of the child soldier Agu, played by Abraham Attah, as he attempts to survive and is forced to fight in the war.
If you look at a list of body parts men want to tone, somewhere up near the top, you’ll see abs. Sure, bulging biceps would be great, and you probably wouldn’t mind pecs that pop either. But abs — those elusive, sculpted, six-pack symbol of hyper-fitness — are universally sought on any fitness list. And yet, there is a cottage industry selling misguided, haphazard ab advice. The best abs workouts for men are pretty hard to come by.
The main problem is that many workouts don’t take into account that your midsection is actually composed of multiple muscles. The rectus abdominis is probably the one you know best: Running down your centerline from your sternum to pubic bone, this is the muscle people are typically talking about when they describe a six-pack. Then there are the obliques, technically two sets of muscles that run on diagonals beneath the rectus abdominis from your lower ribs to your hip bones. The transverse abdominus is even deeper still, wrapping around the sides of your torso and stabilizing your core. Your lower back muscles also play an integral role in defining your core — both aesthetically (they eliminate some of that side-fat overhang situation) and functionally (a strong lower back helps you rotate your core and stand more erect).
Not sure whether you’re hitting all the essential muscles in your core routine? The workout here has you covered. These 10 moves will sculpt your midsection into one lean, mean abdominal machine. Of course, no core workout will ever be a success if it’s not accompanied by eating smart and keeping up the cardio — if you’re carrying extra pounds, you’re going to have a gut, no matter how many planks you do.
One you can get through the below workout comfortably, add reps to your set, or sets to your circuit, to keep challenging yourself.
1. Flutter kick
Lie on your back, legs extended, heels about 6 inches off the ground. Place your hands by your sides or under the small of your back for support. Begin to scissor your legs up and down, as if you are doing the backstroke in the pool. Flutter kick for 20 seconds, rest 10, then do 20 seconds more.
2. Leg drop
Lie on your back on the floor, legs straight up in the air, feet together. Place your hands by your sides or under the small of your back for support. Without bending your knees, lower your legs to just above the floor, then raise them back to their vertical position. Do 10 reps, rest 10 seconds, then do another 10 reps.
Grab an 8-10 pound medicine ball or dumbbell. Sit on the floor, knees bent, feet flat in front of you. Hold the weight with both hands, arms straight in front of your chest. Lean back so that your body is at 45 degrees (mid-situp position). Twist to the right, letting your arms swing over to your right side. Twist back to the left, letting arms swing to the left side of your body. That’s one rep. Do 10 reps, rest 10 seconds. Do 3 sets.
Get into an extended pushup position, then lower yourself to your elbows. Keeping your body in a straight line from head to toe, hold the position for 60 seconds. For variations on the theme, try a side plank (prop yourself up on one elbow, then raise your hips off the ground to create a straight line from your feet to your shoulders).
From an extended pushup position, engage your abs and hike your hips into the air until your body forms an inverted V shape. Hold for three counts, then lower yourself back into an extended pushup position, keeping your back flat. Repeat sequence for 60 seconds.
Sit on the floor, knees bent, feet flat in front of you. Place a medicine ball between your feet. Lean back and lift your feet off the floor, straightening your legs until your weight is balanced in a V position. From here, either hold this position for 30 seconds, or for a more advanced challenge, bend and straighten your legs while maintain the V-hold. Relax, then repeat.
7. Side cable pull
Set the cable machine to a weight you can use for 8-10 reps. Stand perpendicular to the cable machine, left side closest, placing the pulley at chest height. Keeping your feet and hips stationary, twist your torso to the left and grab the pulley handle with both hands, arms straight. Pull the cable until your arms are straight in front of your body and your torso is straight over your legs. Hold for one count, then twist back toward the machine to return to the start position. Do 8-10 reps, then repeat on the opposite side. Do 2 complete sets.
8. Reverse crunches
Sit on the floor, knees bent, feet flat in front of you. Lean back so that your body is at 45 degrees (mid-situp position). Extend your arms in front of you as a counterbalance. Engage your abs and sink deeper toward the floor (don’t let your shoulders touch the ground), then immediately return to the start position. Pulse up and down for 30 seconds. Rest 10 seconds. Repeat for 30 seconds.
Using an overhand grip, perform a standard pullup. Once your head clear the bar, hold the contraction while bending your knees to your chest. (For a simpler version, hang from the pullup bar, arms extended. Bend your knees to your chest, then release them.) Do 8-10 reps, 30 seconds rest. 2 sets.
10. Diagonal chop
Set the cable machine to a weight you can use for 8-10 reps. Half-kneel perpendicular to the cable machine, left side closest to the machine and left knee bent in front of you (right leg on the floor). Place the pulley just above head height. Keeping your lower body stationary, twist to the left and grab the pulley handle with both hands, arms straight. Pull the cable on a diagonal until your arms are down at your right hip, torso twisted to your right side. Hold for one count, then twist back to the left to return to the start position. Do 8-10 reps, then repeat on the opposite side. Do 2 complete sets.
This article originally appeared on Fatherly. Follow @FatherlyHQ on Twitter.
While deployed to Iraq in 2007, the U.S. Army’s then-Captain Matt Gallagher started a blog called Kaboom that quickly became very popular … and controversial — so controversial, in fact, that the Army shut it down.
After he separated from the military, Gallagher compiled the best of the blog into his 2010 memoir, “Kaboom: Embracing the Suck in a Savage Little War.” He has since written for the New York Times, The Atlantic, The Daily Beast, and Boston Review, among others. Now, with an Master’s degree from Columbia, he’s writing fiction. This week saw the debut of his first work of fiction, “Youngblood: A Novel.”
The U.S. military is preparing to withdraw from Iraq, and newly-minted lieutenant Jack Porter struggles to accept how it’s happening—through alliances with warlords who have Arab and American blood on their hands. Day after day, Jack tries to assert his leadership in the sweltering, dreary atmosphere of Ashuriyah. But his world is disrupted by the arrival of veteran Sgt. Daniel Chambers, whose aggressive style threatens to undermine the fragile peace that the troops have worked hard to establish.
Irreverent but dedicated like a modern day Candide, Jack struggles with his place in Iraq War history. He soon discovers a connection between Sgt. Chambers and and a recently killed soldier. The more the lieutenant digs into the matter, the more questions arise. The soldier and Rana, a local sheikh’s daughter, appeared to have been in love and what Jack finds implicates the increasingly popular Chambers.What follows finds Jack defying his command as Iraq falls further into chaos.
Gallagher’s storytelling is compelling and his characters are vibrant. “Youngblood” immediately immerses the reader into the Iraq War, defying genre and perspective. We equally see the war from the soldiers who fought there and the Iraqis who lived it, while Gallagher weaves a narrative that is engaging, thoughtful, and thought provoking.
The US Navy’s latest aircraft carrier deployment began in an unusual way, and it appears to be part of efforts to make the service less predictable.
In a break from the norm, the USS Dwight D. Eisenhower and its strike group deployed immediately after completing a final certification exercise instead of first returning to the carrier’s home port.
Carrier Strike Group 10, a formidable naval force consisting of the Eisenhower, two cruisers, three destroyers and more than 6,000 sailors, set sail on deployment right after completing the Composite Unit Training Exercise, the Navy announced Thursday.
“Upon the successful completion of C2X, strike groups are certified and postured to deploy at any time,” US 2nd Fleet spokeswoman Lt. Marycate Walsh told Insider.
“IKE’s timeline for departure was demonstrative of the inherent agility of our naval forces,” she continued. “There is no one size fits all policy; operations at sea routinely flex for a variety of reasons.”
But the Eisenhower’s latest deployment, as The Virginian-Pilot notes, appears to be a part of the Navy’s efforts to implement dynamic force employment, which the Navy argues makes the fleet much less predictable and strengthens deterrence against potential adversaries.
The Truman executed the first DFE deployment in 2018, when it sailed into the North Atlantic and Arctic shortly after returning from the Mediterranean.
After that deployment, Adm. James G. Foggo III, commander of US Naval Forces Europe-Africa and Allied Joint Force Command Naples, Italy, said: “The National Defense Strategy makes clear that we must be operationally unpredictable to our long-term strategic adversaries, while upholding our commitments to our allies and partners.”
It is unclear where the Eisenhower is currently headed.
“The sailors of IKE Strike Group are trained and ready to execute the full spectrum of maritime operations in any theater,” Rear Adm. Paul Schlise, commander of Carrier Strike Group 10, said in a statement.
“Carrier Strike Groups,” he said, “are visible and powerful symbols of US commitment and resolve to our allies and partners, and possess the flexibility and sustainability to fight major wars and ensure freedom of the seas.”
The soldier nervously scanned the hotel lobby. Suddenly, his eyes lit up and a broad smile immediately filled his face.
“That’s my dad!” he said, and rushed to the hotel door. The soldier embraced his father, and it was clear he didn’t want to let go. Who could blame him?
This was June 24, 2019. He had waited 23 years for this moment.
U.S. Army Reserve Spc. Brandon Paiz, a carpentry/masonry specialist with the 358th Engineer Company from Chambersburg, Pa., nervously awaits the arrival of his father, Jorge, June 24, 2019, at the Intercontinental Hotel in Guatemala City, Guatemala.
(Photo by Master Sgt. Ryan Matson)
Spc. Brandon Paiz, remembered the day he learned he was going to leave his home.
“I was little, about nine and eight months,” Paiz reflected. “My mom said, ‘Hey we’re going to move to the United States with your stepdad, Roger.'”
Paiz, now a tall, muscular masonry/carpentry specialist with the 358th Engineer Company, talked about the apprehension he felt as a small child leaving his birthplace, Guatemala.
“It was a culture shock,” Paiz said. “The first thing I noticed about the United States is that is was really clean, the streets were really clean. It sounds weird, but they handed me a fruit — a banana — and I was like, holy cow, this thing is huge!”
Paiz said he was quick to adapt to his new home, starting with a new-found love of bacon. He also quickly learned to speak English from an unlikely source.
“Spongebob was my favorite cartoon when I was little,” Paiz said. “It was in Spanish, but when I came to the U.S., I kind of remembered the lines, what they were saying.”
Spc. Brandon Paiz, a carpentry/masonry specialist from Chambersburg, Pa., with the 358th Engineer Company, sweats during construction work on a medical clinic June 21, 2019, in Tojocaz, Guatemala.
(Photo by Master Sgt. Ryan Matson)
He took three years of English as a Second Language classes and, with the help of Spongebob, didn’t need any more classes. Still, it was not easy for the boy.
“There were times I just wanted to go back and see my friends again,” he admitted. He had some scattered memories, such as living in a tall apartment building in Guatemala City, where he would go to the roof and play soccer alone for hours. He remembered buying chips from a lady named Dora, and huge celebrations each March in Guatemala City where people would carry massive statues of the saints down the streets.
“I would make rugs for the celebration,” Paiz said. He spoke quickly and with excitement when recalling his tight-knit community.
Paiz first lived in New Jersey, where he had to re-adapt to being part of a new community. He said while he was learning English, some of the neighborhood kids didn’t want to involve him in activities. However, just as he had used Spongebob to improve his English, Paiz used another tool to make new friends: kickball.
“I was really good at soccer, so when I started playing kickball, then the kids finally started talking to me,” he said with a laugh.
Spc. Brandon Paiz, a carpentry/masonry specialist from Chambersburg, Pa., with the 358th Engineer Company, listens to the morning safety briefing before starting construction work on a medical clinic June 21, 2019, in Tojocaz, Guatemala.
(Photo by Master Sgt. Ryan Matson)
He was curious about his father. He didn’t know too much about him other than his name was Jorge and that he had seen some occasional pictures of him on his aunt Lorna’s Facebook. He didn’t understand why he had not been there, but he forgave him.
“People make mistakes,” Paiz said. “His mistake was he wasn’t really around as much as he should have been. I’m going to continue to build our relationship, because I can tell he regrets it. I don’t want to give him a hard time with more of the guilt he feels already, I’m just excited to get to know him more.”
Spc. Brandon Paiz, a carpentry/masonry specialist from Chambersburg, Pa., with the 358th Engineer Company, hands construction equipment from a connex to Spc. Pierre Mebe, a plumber, also with the 358th, before beginning construction work on a medical clinic June 21, 2019, in Tojocaz, Guatemala.
(Photo by Master Sgt. Ryan Matson)
Joining the Army Reserve
“I joined the military for opportunity and education, but above all, I wanted to give back to the country that opened up the doors for me,” Paiz said. “I wanted to do it for the longest time, but I didn’t know exactly how I wanted to do it — whether I wanted to be a cop, but I wanted to do something to give back to the community, so I decided on the military.”
Paiz said he didn’t want to leave his mother, who had at this time divorced from Roger, so he decided on joining the Army Reserve. He didn’t realize it yet, but Paiz was about to join another tight-knit community.
He enlisted as a masonry/carpentry specialist and joined a rowdy group of construction soldiers from throughout Pennsylvania, the 358th Engineer Company, located in New Cumberland, Pennsylvania.
Joining the military proved beneficial in many ways. First, Paiz, who works as a sales representative for a cable company, was able to get the sense of service and giving back to his country as a soldier.
Spc. Brandon Paiz, a carpentry/masonry specialist from Chambersburg, Pa., with the 358th Engineer Company, plays with some dogs outside a medical clinic construction site June 21 in Tojocaz, Guatemala.
(Photo by Master Sgt. Ryan Matson)
Secondly, Paiz was re-united with a friend from high school, Spc. Pierre Mede, who just like him, had migrated from another country — Haiti — to the United States as a child. The two quickly went from friends, to inseparable best friends.
But most of all, although Paiz didn’t know it yet, the tiny unit from Pennsylvania was about to bring him back to Guatemala. The unit’s annual training mission was in support of Beyond the Horizon, an annual training partnership between U.S Army South, and one of the nations in their area of responsibility in Central and South America. As it so happened, this year’s rotation was in Guatemala, where the 358th Engineers would be building a medical clinic in the mountain village of Tojocaz.
U.S. Army Reserve Spc. Brandon Paiz, a carpentry/masonry specialist with the 358th Engineer Company from Chambersburg, Pa., embraces his father, Jorge, June 24, 2019, at the Intercontinental Hotel in Guatemala City, Guatemala.
(Photo by Master Sgt. Ryan Matson)
Paiz knew his unit was going to be traveling to Guatemala. He knew that he would be flying in to Guatemala City where he would meet his aunt Lorna, who he had not seen in several years, but had been very close to growing up. But Paiz was not prepared for what would happen next at Guatemala City Airport.
“Obviously I recognized him, because I had seen him through photos,” Paiz said. “When I walked through the door … my heart just dropped. I knew this was the moment that I had been envisioning in my head for years — I just didn’t think it was going to be that day.
U.S. Army Reserve Spc. Brandon Paiz, a carpentry/masonry specialist with the 358th Engineer Company from Chambersburg, Pa., embraces his father, Jorge, June 24, 2019, at the Intercontinental Hotel in Guatemala City, Guatemala.
(Photo by Master Sgt. Ryan Matson)
“I hugged my aunt first, then my other aunt, and a family friend. Then it was his turn. I was really nervous when I finally met him.”
It was a moment he said had rehearsed in his mind countless times.
“I was really shocked, nervous, overwhelmed,” he said. “I had practiced what I was going to tell him for so many years, but it wouldn’t come out. I didn’t cry or anything, but I was glad that I finally closed that chapter in my life, and as it so happened, the military has done that for me.
“My heart was racing, and when I finally hugged him I was like, this is happening. This is real. Twenty-three years later I finally got to see my father.”
One of the soldiers snapped a photo of the brief, impromptu meeting. Paiz would carry it with him as he worked on the clinic with his friend Mede. It was a brief moment, but the two planned a second visit from Paiz in August.
Spc. Brandon Paiz, a carpentry/masonry specialist from Chambersburg, Pa., with the 358th Engineer Company, checks the level on a block during construction work on a medical clinic June 21, 2019, in Tojocaz, Guatemala.
(Photo by Master Sgt. Ryan Matson)
Paiz’ story affected his new brothers in the 358th. It provided the extra bit of motivation the soldiers needed on their construction rotation. Three weeks is not a long time, but if you ask the soldiers, three weeks high in the mountains of Guatemala, sweating and grinding in the hot sun for more than 12 hours every day can be very long. To add to it all, the 358th fell into a situation where they were already several days behind on the project.
The soldiers would leave at 5 a.m. every morning, and come home dirty, sweaty, sore and tired after laying brick until sometimes well after 8 p.m. But though they acknowledged their fatigue, none complained. Because of Paiz, this mission meant something more to them.
His non-commissioned officer, Sgt. 1st Class Andrew Pearce probably said it best: “We respect each other as people. Knowing the fact that one of the soldiers is originally from Guatemala, and that we’re here to help this community and this is his native country, I think everybody has pulled together to say ‘We want to do this.’ We are motivated to make this happen so we can say look what we did for this soldier’s native country.”
U.S. Army Reserve Spc. Brandon Paiz, a carpentry/masonry specialist with the 358th Engineer Company from Chambersburg, Pa., embraces his father, Jorge, June 24, 2019, at the Intercontinental Hotel in Guatemala City, Guatemala.
(Photo by Master Sgt. Ryan Matson)
Goodbye, for now
After waiting 23 years, Paiz had met his father and could look forward to the trip in August. As it turned out, he would not have to wait that long.
A couple weeks later, when some of the military leadership learned of Paiz’ unique situation, they arranged for him to hop on a helicopter that was already going from the base the soldiers were staying at with their Guatemalan counterparts in Huehuetenango to Guatemala City.
The flight was picking up some high-ranking officials and flying them back, so Paiz would only have a few minutes to see Jorge. They met for coffee at the Intercontinental Hotel in Guatemala City. Once again, his aunts were there and his cousin too. When everyone sat together at the table, it was as if the family had been together all along. Laughter filled the air.
The talk was of pride. Paiz’ cousin, Celia told him, “I am so proud of you that you became an American soldier. I am proud that you and the other soldiers work with the people here on this mission.”
U.S. Army Reserve Spc. Brandon Paiz, a carpentry/masonry specialist with the 358th Engineer Company from Chambersburg, Pa., poses for a photo with his cousin Celia taken by his aunt Lorna, June 24 at the Intercontinental Hotel in Guatemala City, Guatemala.
(Photo by Master Sgt. Ryan Matson)
There was more laughter, and then the room became quiet. Only Jorge spoke, and though he tried to remain composed, his son’s face brimmed with emotion. His father was apologizing.
“I’m very proud of you that you are an American soldier,” Jorge said. “I’m very proud that you are a good person and you make the right choices. You could have gone another path, but you chose the life of a soldier. That’s because you were raised well by your mother.”
He went on to say that although he had a family of his own, he still thought of his son even if it he felt as though he could not be there.
“That doesn’t mean that I don’t love you and I hope we can maintain strong communication moving forward. I’m grateful that life gave us an opportunity to reunite.” He went on to say that when he saw him now, even as a strapping 23-year-old man, he pictured an 8-year-old boy.
“My son. My blood. A good boy. A good son.”
Finally, Brandon Paiz had gotten what he really needed from his father.
The C-47 fulfilled a number of roles in World War II and Korea. It was a supply plane, a plane for dropping paratroopers, and a tow for gliders.
But it was in the Vietnam War that the “Gooney Bird” would get its greatest mission — flying three 7.62mm miniguns through the night to devastate North Vietnamese and Viet Cong forces.
The idea for a side-firing gunship had been floating around military circles since at least 1926. In fact, the technique had been tested successfully in 1927 when 1st Lt. Fred Nelson flew a DH-4 with a mounted .30-cal machine gun and destroyed a target on the ground.
But the Army Air Corps and the Army Air Forces never came around to the idea. It was 1963 before the idea of a side-firing aircraft got another serious test. A C-131B modified with gunsights and a minigun was successful in early tests and the experiment was repeated with a C-47.
The U.S. Air Force AC-47 Dragon aircraft flies missions over South Vietnam in support of allied outposts. (Photo: Public Domain)
The final combat variant of the AC-47 consisted of the cargo plane with three 7.62mm miniguns mounted on the left side — two in modified portholes near the cargo door and one in the cargo door itself. The triggers for the three guns were connected to a button in the pilot’s compartment.
If the threat was too large for the AC-47, the flares it dropped would light up the target for follow-on fighters. The AC-47 would stay in the area, directing the attacks by other aircraft.
The AC-47, dubbed “Puff, the Magic Dragon,” by an officer who saw it at work, was so effective that the Air Force launched Project Gunship II, the program which resulted in the AC-130 still in service today.
Though he was peppered by approximately 40 pieces of shrapnel in the blast, he noticed that a flare — activated by another crewmember just before the blast — was rolling around the cargo area.
The flare had yet to fully ignite, but it was only a matter of time before it would, possibly killing the crew on its own and almost certainly causing the cargo hold of ammunition to go off. Levitow crawled to the flare, held the burning implement against his already wounded body, and moved to the door with it.
He was able to throw it out just before the flare ignited.
Chief of Staff of the Air Force Gen. David L. Goldfein emphasized the essential role airmen have when it comes to space superiority during the 34th Space Symposium, April 17, 2018, in Colorado Springs, Colorado.
“Our space specialists must be world-class experts in their domain,” said Goldfein. “But, every airman, beyond the space specialty, must understand the business of space superiority. And, we must also have a working knowledge of ground maneuver and maritime operations if we are to integrate air, space and cyber operations in a truly seamless joint campaign.”
Space is in the Air Force’s DNA, said Goldfein. The service has been the leader of the space domain since 1954 and will remain passionate and unyielding as the service continues into the future, he added.
“Let there be no doubt, as the service responsible for 90 percent of the Department of Defense’s space architecture and the professional force with the sacred duty to defend it, we must and will embrace space superiority with the same passion and sense of ownership as we apply to air superiority today,” Goldfein said.
(U.S. Air Force photo by Scott M. Ash)
Space enables everything the Joint Force does, and space capabilities are not only vital to success on the battlefield, but are also essential to the American way of life.
Goldfein also discussed the importance of working with allies and partner in space.
“As strong as we may be as airmen and joint warfighters, we are strongest when we fight together with our allies and partners,” said Goldfein. “Integrating with our allies and partners will improve the safety, stability and sustainability of space and will ultimately garner the international support that condemns any adversary’s harmful actions.”
The importance of space is highlighted in both the recently published National Security and National Defense strategies. In addition, the President’s Budget for Fiscal 2019 offers the largest budget for space since 2003.
(U.S. Air Force / United Launch Alliance)
Goldfein acknowledged that investing in technology is vital, but investing in the development and training of our joint warriors is equally important, he said.
“We must make investments in our people to strengthen and integrate their expertise,” said Goldfein. “We are building a Joint-smart space force and a space-smart Joint force. That begins with broad experience and deep expertise.”
Goldfein went on to underscore how space enables all operations, but it has become a contested domain. The Air Force must deter a conflict that could extend into space, and has an obligation to be prepared to fight and win if deterrence fails.
“We will remain the preeminent air and space force for America and her allies,” said Goldfein. “The future of military space operations remains in confident and competent hands with airmen. Always the predator, never the prey; we own the high ground.”
This article originally appeared on Business Insider. Follow @BusinessInsider on Twitter.
Fire up the BBQ, get your multi-pack of fireworks ready to light and put some beers on ice because the 4th of July is right around the corner. The 4th is an awesome holiday. No one fights over who you should thank or appreciate (clearly, the Founding Fathers…and Lin Manuel Miranda for teaching a large chunk of Americans who the founding fathers were) and the biggest disagreement is whether it should be called “Independence Day” or “4th of July.” Let’s be honest: Either one is fine and everyone wins.
In addition to the aforementioned beers and bottle rockets, the 4th of July is a fantastic time to watch some super-charged ‘Merica!” movies in appreciation for the independence we all enjoy today. But who wants to watch Yankee Doodle Dandy or 1776? Patriotic they may be, but they’re also kind of a yawn fest. So while they may be unconventional, here are the four (see what we did there?) movies you should be watching over the holiday:
Sometimes we need guys in a dysfunctional buddy-cop partnership to protect our FREEDOM! (Fox)
Well that is sort of a given, because…well…it’s named for the holiday. But great naming conventions aside, this movie has Bill Pullman being a non-nerd for once AND Will Smith beating up an alien. If you don’t shed even a tiny little tear when President Pullman makes his “this is our Independence Day!” speech before hopping in a fighter jet and trying to blow up some aliens…you are made of stone. Special bonus in the movie is the brilliant Jeff Goldblum as a perfect comic partner to Will Smith, especially when they’re trying to do something as serious as set off a nuclear bomb on an alien mothership while simultaneously piloting a spaceship neither has ever flown before. It’s good stuff, man.
Sometimes one man is all that stands between oppression and FREEDOM! (Fox)
Every holiday is a reason to watch “Die Hard.” That is all. It’s a testament to the brilliant and plucky little guy (or girl) who, with their American spirit and street smarts, take down the foreign villain who is stealing from them, oppressing them and threatening their freedom (*cough* revolutionary war undertones *cough*). See? I just made “Die Hard” into a 4th of July movie. You’re welcome.
True FREEDOM requires that its heroes to pay attention in classes (“Top Gun”/Paramount Pictures)
Nothing says “celebrate American freedom” like shirtless aviators playing volleyball in the sand….oh and super cool jets, and call signs like “Iceman” and “Maverick” all fueled by a guitar-heavy Kenny Loggins soundtrack. One of the most quotable of all military movies, this one stands the test of time and revs your inner patriot as you try and figure out why all the aviators are wearing polo shirts under their flight suits. Or if cocky flybys really do earn you the honor of flying a cargo plane full of rubber dog sh*t out of Hong Kong. Goose dies, Mav reengages and the world is ultimately right again after our heroes chase off those pesky MiG-28s.
What could be more patriotic than some of that old Razzle Dazzle? (Paramount Pictures)
I cannot do justice to this amazing piece of American cinematic perfection so I won’t really try. I’ll just point out that it might be the greatest celebration of American ingenuity and good old-fashioned Army fun. When I retire, I’m having an EM-50 custom made so I can travel the country like a boss. The humor is timeless. Bill Murray, Harold Ramis, and John Candy are a trifecta of laughs and the graduation scene alone is worth watching on an endless loop. Who among those who have served hasn’t wanted to blurt out “razzle, dazzle!” during formation? I don’t know about you, but this 4th of July will include a viewing of “Stripes” and a HulkaBurger on the grill.
We can’t let a theoretical shark attack ruin our FREEDOM! (Universal Pictures)
BONUS MOVIE PICK: Jaws
Yes, “Jaws.” The movie is a tribute to summer, picnics, and the commercialization of the 4th of July…wait, what? Seriously, the whole movie centers on the Mayor’s reluctance to close the beach (despite body parts washing ashore and clear evidence there is a shark with a big appetite nearby) because 4th of July is a huge business weekend. Enter the hero and some friends who take matters into their own hands and save the day by doing the right thing. Kinda patriotic, don’t you think?
She doesn’t look like much. Weighing in at just under 19,000 tons, this ship doesn’t have much in the way of firepower, either. She’s relatively slow with a top speed of 23 knots. So, when you look at a Blue Ridge-class ship, you may wonder to yourself, “just what the heck is this thing’s purpose?”
The short answer: She’s the brains of the fleet. To be more precise, she’s there to “provide command and control for fleet commanders” according to the United States Navy. But it’s not entirely uncommon for a lesser-armed ship to take on such an important role.
Back in World War II, the auxiliary USS Argonne (AG 31) served as a flagship in the South Pacific for Admiral William F. Halsey. The transport USS MacCawley (APA 4) was used as the flagship for Admiral Richmond “Kelly” Turner until its loss in a friendly fire incident in 1943. The United States even converted a pair of amphibious ships, USS Coronado (APF 11) and USS LaSalle (AGF 3), to act as fleet flagships during the Cold War.
USS Blue Ridge (LCC 19) in the South China Sea.
(U.S. Navy photo by Mass Communication Specialist 2nd Class Jason Behnke)
The two-ship Blue Ridge-class, however, was built specifically for the task of enabling a fleet commander to handle his fleet. As a small, mobile command post, it is much less vulnerable to attacks from terrorists or enemies. There’s a lot of ocean to hide in, so you have to search really hard to find it.
If worst comes to worst, the Blue Ridge does have some emergency firepower. For self-defense, the ship is outfitted with two Mk 15 Phalanx Close-In Weapon Systems. These 20mm guns are a last-ditch defense against incoming missiles, but this ship is intended to be well out of harm’s way. Its primary weapons are its array of communications antennae, allowing commanders to handle operations across an entire theater if need be.
The reason for these ships in one photo: It provides a secure location for command and control, allowing admirals and generals to run operations.
(DOD photo by Cherie A. Thurlby)
The Blue Ridge-class command ships will be around for at least 20 more years, if not longer — not bad for ships that were commissioned nearly 50 years ago!
Learn more about the brains of the United States Navy’s fleet in the video below.