Since it was announced that Spider-Man would no longer be a part of the MCU, fans around the world have been devastated by the thought of the web-slinger no longer getting to fight alongside Thor, Doctor Strange, and the rest of the Avengers gang. However, it turns out at least one person is happy to see Peter Parker return to Sony Studios, as Joan Celia Lee, the daughter of Marvel Comics legend Stan Lee, called out Marvel for failing to respect her dad and the career he built.
“When my father died, no one from Marvel or Disney reached out to me,” Joan told TMZ. “From day one, they have commoditized my father’s work and never shown him or his legacy any respect or decency. In the end, no one could have treated my father worse than Marvel and Disney’s executives.”
It’s not entirely clear what Joan is referring to beyond Disney and Marvel not reaching out to her after her father’s death in November 2018 but it is abundantly clear that she feels the studios mistreated her dad. She also showed her support for Sony Studios getting another shot at bringing Spider-Man to the big screen.
“Marvel and Disney seeking total control of my father’s creations must be checked and balanced by others who, while still seeking to profit, have genuine respect for Stan Lee and his legacy,” she said. “Whether it’s Sony or someone else’s, the continued evolution of Stan’s characters and his legacy deserves multiple points of view.”
This article originally appeared on Fatherly. Follow @FatherlyHQ on Twitter.
In a stunning story of split-second decision-making under pressure, heroic, selfless action, and remarkable airmanship, the drama of what really happened in a burning B-1B bomber over Texas on May 1, 2018 has finally been revealed.
June 2018 in Washington, Secretary of the Air Force Dr. Heather Wilson finally told reporters and Air Force personnel what has been secretly talked about on back-channels since the incident occurred, Air Force Times Tara Copp reported.
A B-1B supersonic heavy bomber from the 7th Bomb Wing at Dyess Air Force Base in Texas was returning from a routine training sortie on May 1, 2018. The aircraft’s young crew of four, the senior aircraft commander — likely the instructor, the copilot, an offensive systems operator, and the defensive systems operator were on board. The names of the crew have not yet been released.
A fire warning light illuminated in the cockpit. According to credible reports, it was likely the number three engine on the aircraft’s right wing located closest to the fuselage. The number two and number three engines are the closest to the complex apparatus that moves the B-1B’s variable geometry swept wings. They are also close to the aircraft fuel tanks.
The crew initiated the emergency checklist procedures for extinguishing a fire in an engine. It was likely calm but businesslike in the cockpit.
The fire continued. The final item on the emergency checklist is: “Eject”.
The early B-1A prototypes were originally designed with a crew escape capsule that rocketed off the fuselage as one unit. The escape capsule was not engineered into production B-1B bombers when the program was renewed in 1982 by the Reagan administration. As a result, four lighter weight individual Weber Aircraft ACES II (Advanced Crew Ejection Seat II) ejection seats were installed in production B-1Bs. The ACES II is a proven and effective ejection seat with well over 600 successful crew escapes and the lowest frequency of user injuries of any ejection seat in history.
When the aircraft commander ordered the ejection of the crew from the burning aircraft over Texas the first crewmember to actuate their ejection seat was the right/rear seat on the aircraft, the Offensive Systems Operator.
When the crewmember pulled the ejection seat handles the hatch above the OSO’s ejection seat exploded off the aircraft. But the Offensive Systems Operator ejection seat did not fire. The Offensive Systems Operator was trapped under an open hatch on an armed ejection seat in a burning aircraft. Other than having a fire in the cockpit, this was a worse-case scenario.
Dr. Wilson told reporters that, “Within two seconds of knowing that had happened the aircraft commander says, ‘Cease ejection. We’ll try to land.”
Secretary Wilson told reporters on Monday that after the ejection sequence was initiated in the B-1B, “That did two things. First the airman who’s sitting on an ejection seat where he’s pulled the fire pins ― and sits there for the next 25 minutes. Wondering whether ― it’s like pulling out the pin on a grenade and holding it as you come in to land. And not knowing whether the next piece of turbulence is going to cause you to launch.”
Having cancelled the ejection of the crew from the burning bomber, the aircraft commander declared an emergency and diverted to Midland International Air and Space Port between Midland and Odessa, Texas, over 150 miles from their original base at Dyess AFB.
The pilot and flight crew flew the B-1B the entire way to Midland while it was on fire with a missing hatch, had no cockpit pressurization and an armed ejection seat that could fire at any moment without warning. Even the impact of a normal landing could have triggered the ejection seat to ignite its rockets and leave the aircraft.
The crew recovered the aircraft to Midland without injury or further damage to the aircraft, saving every member on board and the 400 million-dollar B-1B.
Dr. Heather Wilson concluded her recounting of the heroic B-1B crew’s actions by acknowledging, “The courage it took and the valor represented by that aircraft commander who decided, ‘We are going to try for all of us to make it, rather than sacrifice the one guy who can’t get out.’ Those are the men and women who choose to wear the uniform of the United States Air Force.”
The B-1 incident led to a temporary stand-down of the whole B-1 fleet as all ejection seats were inspected. The grounding was lifted on Jun. 19, 2018.
Featured image: the B-1B from Dyess AFB after the May 1, 2018 emergency landing in Texas. Notice the missing hatch on top of the aircraft. (Time Fischer/Midland Reporter-Telegram)
This article originally appeared on The Aviationist. Follow @theaviationist on Twitter.
Deploying is just one of those things every troop knows will happen eventually. There are two ways troops look at this: Either they’re gung-ho about getting into what they’ve been training to do for years or they’re scared that they’ll have to do what they’ve been training years to do for years. No judgement either way, but it’s bound to happen.
The truth is, combat only makes up a fraction of a fraction of what troops do while deployed. There are some troops who take on an unequal share of that burden when compared to the next, but everyone shares some of the same downsides of deployment.
Today’s troops have it nicer than those that came before them and some units may inherently have an easier time of things. Still, everyone has to deal with the same smell of the “open air sanitation pits” that are lovingly called “sh*t ponds.”
Yep. And the VA is still debating whether this is unhealthy or not.
Sand will get everywhere no matter how many times you sweep. Black mold will always creep into your living areas and cause everyone to go to sick call. That’s normal.
What’s not normal is the amount of lazy, disgusting Blue Falcons that decide that using Gatorade bottles as piss pots is more convenient than walking their ass to a proper latrine but get embarrassed by their disgusting lifestyle so they horde that sh*t under their bunk in some sick, twisted collection. True story.
That is, if you can get to an uncrowded USO tent to actually talk to your folks back home.
(U.S. Navy photo by Petty Officer 1st Class Jonathan Carmichael)
Everyone knows they’re going to have to be away from their family, but no one really prepares you for the moments when you’re going to have to tell them you can’t talk a few days because something happened — “Comms Blackouts.” They’re totally normal and it freaks out everyone back home. it’s up to the troops to explain the situation without providing any info that would incur the wrath of the chain of command.
We’ve all heard the constant, nebulous threats. “The enemy is always listening!” “All it takes is one puzzle piece to lose the war!” Such concerns aren’t unfounded — and it leaves troops clammed up, essentially without anything interesting to talk about while deployed.
I’m just saying, we’re doing you a favor by not saluting you where there could be snipers…
(U.S. Marine Corps photo by Cpl. Alejandro Pena)
Other units’ officers
Every unit falls under the same overarching rules as set forth by the Uniform Code of Military Justice. So, if someone’s doing something that breaks said code, any troop can (and should) step in to defuse the situation. That being said, every unit functions on their own SOPs while downrange and there’s always going to be a smart-ass butterbar who raises hell about not being saluted in a combat zone.
Don’t worry, though. This guy will probably have a a “totally legitimate” copy of all the seasons of ‘Game of Thrones’ on DVD.
(Official Marine Corps Photo by Eric S. Wilterdink)
Everything you’re going to miss out on
Being deployed is kind of like being put in a time capsule when it comes to pop culture. Any movie or television show that you would normally be catching the night of the release is going to end up on a long checklist of things to catch up on later.
To make matters worse, troops today still have an internet connection — just not a very good one. So, if some big thing happened on that show you watch, it’s going to get spoiled eventually because people assume that, after a few weeks, it’s all fair game to discuss. Meanwhile, you’re still 36 weeks away from seeing it yourself.
You’d think this isn’t comfy. But it is.
Sleep (or lack thereof)
Some doctors say that seven to nine hours of sleep are required for the human body to function. You will soon laugh in the face of said doctors. You’ll be at your physical peak and do just fine on five hours of constantly interrupted sleep.
War is very loud and missions occur at all hours of the day. What this means is just as soon as you get tucked in for the night, you’re going to hear a chopper buzz your tent while a barely-working generator keeps turning over which is then drowned out by the sounds of artillery going off. Needless to say, when the eventual IDF siren goes off, you’ll legitimately debate whether you should get out of bed or sleep through it.
Ever wonder why so many troops make stupid films while in the sandbox? Because we’re bored out of our freakin’ minds!
The fact that you’re actually working 12-hour days won’t bother you. The fact that you’re going to get an average of five hours of sleep won’t bother you. Those remaining seven hours of your day are what will drive you insane.
You could go to the gym and get to looking good for your eventual return stateside. You could pick up a hobby, like learning to play the guitar, but you’d only be kidding yourself. 75 percent of your time will be spent in the smoke pit (regardless if you smoke or not) and the other trying to watch whatever show is on at the DFAC.
“Oh, look! It seems like everyone came back from deployment!”
All that money (and nothing to spend it on)
Think of that episode of The Twilight Zone where the world’s end comes and that one dude just wants to read his books. He finally finds a library but — plot twist — he breaks his glasses and learns that life is unfair. That’s basically how it feels when troops finally get deployment money. It’ll be a lot more than usual, since combat pay and all those other incentives are awesome, but it’s not like you can really spend any of it while in Afghanistan.
If you’re married, that money you’re be making is going to be used to take care of your family. Single troops will just keep seeing their bank accounts rise until they blow it all in one weekend upon returning.
The Navy has plenty of interesting and unique milestones for its sailors to strive for. Though they never appear on official paperwork and not all of them have ceremonies, they’re a fun bragging-rights challenge that sailors can use to flex on the uninitiated (aka ‘pollywogs’).
By accomplishing one of several feats, sailors are inducted into an unofficial ‘order’ and, with that order, typically comes eligibility for a specific tattoo. While not every order is represented by a tattoo, sailors with these markings are either full of sh*t or are undeniably badass.
Check out these 5 unofficial Navy ‘certificates’ for the seasoned sailor.
5. Shellback variations
The shellback is simple enough: a sailor on official duty “crosses the line” of the equator. A golden shellback is more impressive; it means they’ve crossed at or near the International Date Line. Even rarer, crossing at the Prime Meridian grants you access into the Order of the Emerald Shellback.
There is also the ebony shellback for crossing the Equator at Lake Victoria (which is almost entirely in Ugandan waters) and a top-secret shellback for submariners who cross the equator at a “classified” degree of longitude.
4. Order of the Sparrow
To be initiated into this order, one must sail the seven seas. While the ancients had a different idea and classification of the term, “seven seas,” it is used in context of sailing the seven largest bodies of water. They are the four oceans (Atlantic, Pacific, Arctic, and Indian), the Mediterranean Sea, Caribbean Sea, and the Gulf of Mexico.
Checking a few off a sailor’s list isn’t hard — stay in long enough and you’ll get them. The challenge is getting on a voyage that goes through the last one you need.
3. Order of Magellan
This order goes out to every sailor that completes what Ferdinand Magellan couldn’t well, alive anyways, circumnavigating the world.
The Navy doesn’t really care or recognize fun ceremonies like these. They typically have a mission to set out, so we go from point A to point B efficiently. There is some leeway for morale purposes, which is why most ship Captains don’t mind taking some time out to go through the “Golden X.” Circumnavigating the world, on the other hand, requires a specific mission to do so.
2. Order of the Square Rigger
Square Riggers just need to serve on a ship with square rigs.
Sounds simple enough — until you realize there’s only two left in the entire Armed Forces. One in the Navy, USS Constitution, and one in the Coast Guard, USCGC Eagle. Serving on either of those ships requires you to be the best of the best at looking pretty for tourists.
1. Double Centurions
While the Century Club exists for pilots who’ve made their 100th carrier landing or flown through hurricane winds over 100 mph, you’ll need to double it to get into the Double Centurions.
It’ll take a long time to reach that number and hurricane hunters usually aren’t willing to fly in CAT 5 winds that could shred their aircraft in seconds.
The Russian Oscar-class nuclear-powered guided-missile submarine, also known as an SSGN, is one of the most fearsome adversaries a carrier strike group could face. When one goes out to sea, NATO dedicates a lot of assets to finding it. Why? It may have something to do with the fact that an Oscar-class submarine packs 24 SS-N-19 Shipwreck cruise missiles, which can go Mach 2 and pack a 1,000-kilogram warhead (or a nuclear warhead), in addition to powerful 650mm torpedoes.
NATO spent a lot of time tracking Oscar-class submarines.
The United States has never had a true counterpart to the Oscar. Four Ohio-class nuclear-powered ballistic missile submarines (or SSBNs) were modified to pack 154 Tomahawk cruise missiles each, but the Tomahawks in question are land-attack missiles. Furthermore, these submarines, to some extent, still operate like the “boomers” they were, often finding a spot to park their very powerful arsenal.
USS Georgia (SSGN 729) is one of four Ohio-class submarines converted to carry BGM-109 Tomahawk cruise missiles.
(US Navy photo by Mass Communication Specialist 1st Class James Kimber)
This is because, when it comes down to it, the SSBN isn’t exactly intended to sink an enemy ship. Yes, they carry torpedoes, but those are only for self-defense. Their real purpose is to keep 24 UGM-133 Trident II D-5 ballistic missiles, each loaded with as many as 14 375-kiloton W88 nuclear warheads, safe and ready for use.
Well, those Ohios are getting old and now, there’s a need to replace them. What this also means is that the U.S. Navy will soon have a true answer to the Oscar in the form of the Block V Virginia-class nuclear attack submarine. According to a handout obtained at the SeaAirSpace 2018 expo in National Harbor, Maryland, these subs will be somewhat longer than the earlier Virginia-class due to the addition of a plug that will hold 28 additional Tomahawks. Since some Tomahawk variants are capable of targeting ships, this makes the Block V Virginia-class sub a more versatile SSGN than the Oscar was.
A 2012 Congressional Budget Office report indicated the Navy planned to buy 20 of these submarines. With the increase in defense budgets in recent years, however, there’s no telling just how high that total can go.
Heading into Sunday’s Battle of Winterfell “Game of Thrones” episode, fans had their sights on the crypts of Winterfell and were prepared for horror to be unleashed inside. But, strangely, none of the characters on the HBO show seemed concerned about hiding out among decaying bodies when their enemy had the ability to raise the dead.
“We’re in a crypt. Nobody thought of that,” Peter Dinklage, who plays Tyrion Lannister, said in an HBO video. “[The Night King is] bringing all the dead people back to life. And they’ve put the women and children in a crypt with all the dead people so … blah.”
Game of Thrones | Season 8 Episode 3 | Game Revealed (HBO)
Dinklage appears clearly flummoxed by the characters’ lack of foresight when it came to the dangers of the crypts.
“Tyrion is smart, but I guess not that smart,” Dinklage continued.
Ahead of the episode, fans were theorizing the many different ways the fight against the Night King might shake down. The dead Starks buried in the crypts being raised by the Night King and attacking all the people hiding in the “safe” place was among the chief predictions.
Some people, including us, thought this was a terrible guess because surely Jon Snow and the Starks would’ve thought about this possibility? But nope. The dead were raised, and many people were killed. (Though not any of the main characters who were in the crypts.)
Varys even joked about how the crypts were a good place to die.
We were surprised to see nobody defending the living against the dead inside the crypts, either. Arya had given Sansa a dragonglass dagger, but she hid with Tyrion and didn’t use it.
In the above HBO video, behind-the-scenes footage seems to show Dinklage and Sophie Turner (Sansa) getting in on the action and taking down a pair of wights. But either that wasn’t a real scene they were filming, or that moment never made it into the episode.
And so many lives were sacrificed both inside and out of the crypts of Winterfell. For a full rundown of the major fallen characters, read our list of the dead here.
“Game of Thrones” season eight continues on Sunday at 9 p.m. ET.
This article originally appeared on Insider. Follow @thisisinsider on Twitter.
Discipline is of paramount importance to the military’s operation. There are so many moving pieces in the armed forces that when one gear goes off course, many others feel the disruption. When a leader inevitably finds themselves in charge of a subordinate that’s not pulling their weight, it’s time to break out what the military is best known for: ass chewings.
A good leader knows that, even when it comes to discipline, every problem should be solved with the right tool — no using sledgehammers for thumbtack-sized problems. The “sledgehammer,” in this case, is paperwork. Paperwork should always be the last resort in a leader’s disciplinary arsenal.
For most problems an idiot may give you, there are more effective options outside of paperwork. You can get the same, if not better, results by using methods that don’t leave a blemish on a troop’s permanent record for being late to formation that one time.
Any exercise is hard if you add 45 lbs of resistance.
(Photo by Spc. Nicholas Vidro)
No single method is more tried and true than making someone do push-ups until you get tired of watching them push. “Sweating out the stupid” (as it was so eloquently put by one of my NCOs) should be the first response to anything that warrants a slap on the wrist.
But don’t just stick to the standard push-ups — that’s child’s play. Break out some of the free weights your supply sergeant has in the locker and really make them feel it.
Find a relevant example for every problem. It may be other troops who’ve failed.
(Photo by Staff Sgt. Benjamin Raughton)
Show them why it matters
Nobody’s perfect and mistakes happen. Most troops don’t know what they did wrong because they don’t understand why it’s wrong in the first place. By telling a troop why what they did was wrong, you’re applying the same logic used when the garrison commander places vehicles wrecked from DUI-related crashes near the main gate. That is what happens when people don’t follow the rules of drinking and driving and that is the result.
You could have a genuine heart-to-heart with your troop and explain the situation to them on an adult level — or you could take extremes. Say they missed shaving: take them to the CS chamber and they’ll quickly understand.
Your knifehand should be sharp enough to make your drill sergeant proud.
(Photo by Sgt. Ken Scar)
A good, old-fashioned ass chewing
Sometimes, the easiest way to show someone they f*cked up is to let them know. When something looks more like a pattern of misconduct than a genuine mistake, it’s time to take action: Inform them of wrongdoing with a proper ass chewing.
You’re not yelling, you’re speaking with your rank. There should be no empathy in your voice. Showing signs of emotion distracts from the point. Don’t use body language — but if you do, only use knifehands.
What would really drive the point home is to actually take their ass to the barbershop and dictate the haircut to the barber.
(Photo by Mass Communication Specialist 2nd Class Jordan KirkJohnson)
Inverting the problem
Was a soldier ten minutes late to work call? Make them show up ten minutes early until they get it right. Is someone lacking a proper haircut? Shave their head bald. Did somebody lose their weapon? Make them carry something twice as heavy.
This one takes some creativity — each consequence should directly juxtapose each given problem. The goofier you can make the discipline, the more readily the lesson will stick.
But if the company area actually does need cleaning…
(Photo by Lance Cpl. Austin Livingston)
If there’s one thing young troops have, it’s time. When it comes time for discipline, take advantage of that fact and fill that time.
Honestly, the more menial an extra duty the better. A troop shouldn’t think that what they’re doing is just part of the job — it’s punishment, and there should be no doubt in their mind of that fact. The reason they’re “giving the stones a new paint job” is because of their mistake.
That’s what this is all about anyways. Not to hurt your troops but to make them grow.
(Photo by Master Sgt. Michel Sauret)
Give them responsibility over others
This may sound like the dumbest idea at first, but hear me out. Troops don’t usually see the bigger picture from where they’re standing in the formation. The moment someone else depends on a troop is the moment that many would-be NCOs step into the bigger world.
This is the most psychologically deep disciplinary action on this list. When others hold them accountable, any failure is compounded by all the troops who look to them for guidance. If the experiment fails, cut sling-load and take back over. If not, you just set up someone to be a fine NCO some day.
Come April 1st, it’s time to keep your ears opened and your eyes peeled, ready for whatever mischief might come your way. It’s a day where folks of all cultures plan and perform their best tricks, service members from all branches included. From physical pranks, to things that are somehow out of place, to flat-out destructive jokes, April Fools’ Day is known for mischief. There are even historical events, including elaborate and heart-stopping examples of how soldiers took advantage of this day of lighthearted fun.
Take a look at these fun pranks among the military community for a good laugh and possibly some ideas for weeks to come.
German Camp, 1915
On this day in 1915, the Geneva Tribune reported a French plane dropped a large object over a German camp. From a distance, the object appeared to be a huge bomb. Upon seeing it, soldiers ran for cover, though no explosion took place. Eventually, they approached the object, which was actually a giant football. On it was a tag that read, “April fool!”
Europe, 1943, the 30-Day Furlough
In a newspaper article in Stars and Stripes, a European publication for overseas soldiers, readers learned of a 30-day furlough available for overseas service members. They were said to be brought home by the newly refurbished ship, Normanie, which would be manned by Women’s Army Corps. What’s more is it stated on-ship entertainment provided by Gypsy Rose Lee and Betty Grable, two big names at the time.
Did you know that Irish bearskin helmets grow hair, so much so that it became a problem wherein they needed trimming? Specially requested by the staff of Buckingham Palace. That was the subject of an April Fools’ article in Soldier, a British magazine published in 1980. They even included scientific evidence on how the hair was able to grow once removed from the animal.
While members on the USS Kennedy suspected nothing more than a delivery of mail during a six month deployment in the Mediterranean, jokesters had other intentions. Navy members planned a surprise drop off on April Fools’ Day in 1986. The helicopter landed and released three greased piglets — each painted red, white and blue — who ran across the deck. The event was even filmed for future generations to see!
Old Guard Virginia, 2013
There are working dogs in the military, so why not working cats? Back in 2013 an announcement was made via the U.S. Army that they were launching a trained cat program, wherein felines would help the military moving forward. Specifically, their duties were to help Military Police track narcotics and catch criminals in their tracks.
Okinawa, Japan 2019
In perhaps one of the most widespread pranks in history, on April Fools’ Day, 2019, the Marine Corps base in Okinawa announced via social media that service members could grow facial hair openly … and have pets in their barracks rooms. Putting safety first, the post even mentioned that pets would need to wear reflective belts to ensure their visibility, likely during early morning hours of PT. Funny enough, right? The problem is people believed it! Some went as far as to throw out razors or take on pets, not realizing the whole announcement was a joke.
Traditionally, April Fools’ Day has been a time to bring in jokes and laughter, often with creative pranks. It’s a look back at how military members still saw the bright side of things, whether in time of war, deployment or simply in everyday situations.
Do you have a favorite military-related April Fools’ Day prank? Let us know about it!
Aaron Shamo went from being a clean-cut Eagle Scout and deacon in the Mormon church to a clean-cut but alleged fentanyl drug lord on the darknet. When police raided his home in 2016, they found $1.2 million, another $2.2 million worth of product – some 95,000 pills.
Shamo was just 26-years-old, living in a quiet, affluent suburb in Utah when police took him into custody. He was playing his Xbox like any other twenty-something when DEA agents and a SWAT team kicked in his door.
Shamo grew up like most kids in Suburban Utah, a member of the church of Latter-Day Saints, and a pretty normal kid by his sister’s account. He may not have been good at sports and didn’t excel at his studies, but he wasn’t in any serious trouble as a teen, either. His parents still thought he was headed down a bad path because he rebelled against their authority, skipped school and church, and began smoking marijuana, so they sent him to a “lockdown facility” in La Verkin, Utah. That’s where Aaron graduated from high school and earned his Eagle Scout status.
He seemed to have changed, no longer had a temper, and was even pleasant to be around. He soon went to college, but that wasn’t for him. He would much rather spend time outdoors than going to class. His parents soon stopped paying his tuition. It was in college he got interested in Bitcoin, the popular cryptocurrency. He thought he could make real money in Bitcoin. But he went a different route.
A Dark web drugstore similar to the one Aaron Shamo ran as “Pharm-Master.”
Shortly after his interest in Bitcoin grew, around 2014, he and a partner ordered latex gloves, postage, bubble wrap and gelatin capsules – everything needed to set up a pill press. His skills using the dark web for Bitcoin also provided an area of exchange to ship those pills. Aaron Shamo was now Pharma-Master on AlphaBay, the biggest darknet market. He was ordering his product from China and having it delivered to the homes of nearby friends and was the only bulk distributor around.
Pharma-Master offered anything from valium, Xanax, oxycodone, and MDMA, to Viagra and fentanyl powder. His wealth surged during this time, and everyone thought it was solely due to Bitcoin. Because few people truly understand how Bitcoin works, that was usually as far as the questioning went. Not for U.S. Customs or the Drug Enforcement Agency, however.
Pure fentanyl is so powerful, it can cause an overdose with direct skin contact. Officers wore HAZMAT suits to raid Shamo’s house.
The Feds began seizing his shipments in June 2016, but that didn’t stop Shamo from conducting business as usual. His longtime partner became less involved with the business. Shamo began to feel like he was being followed, and he was right. Homeland Security flipped a number of confidential informants who spilled the beans on his whole operation. Shamo was shipping fentanyl labeled as oxycodone around the country, significantly contributing to the nationwide opioid crisis and causing potential overdoses everywhere he shipped.
On Aug. 30, 2019, Shamo was convicted by a federal jury in Salt Lake City of organizing and directing a drug trafficking organization that imported fentanyl and alprazolam from China and used the drugs to manufacture fake oxycodone pills made with fentanyl and counterfeit Xanax tablets.
“The opioid crisis has devastated individuals, families, and entire communities across the nation. Aaron Shamo controlled and led a highly profitable organization that delivered fentanyl-laced counterfeit pills to every state in the union. Though his customers remained faceless on the dark web, their despair was real. Shamo profited off that despair and a jury of his peers has held him accountable,” U.S. Attorney John W. Huber said.
Shamo will be sentenced on Dec. 3, 2019. Prosecutors want him to spend the rest of his life in prison.
Sharks have a reputation for being fearsome, man-eating killers — you can thank 1975’s Jaws for that. The shark, in nature, claims dominion over the seas, but its ferocious countenance has been painted on planes since the American Volunteer Group (also known as the “Flying Tigers”) put it on noses of their P-40s.
Russia has its own aeronautical shark, and it’s one of two attack helicopters the Soviet Union was developing in the 1980s to supplement — if not actually replace — the famous Mi-24 Hind. That helicopter is the Kamov Ka-50 Hokum, a single-purpose gunship.
The Kamov Ka-50 Hokum is a very unique helicopter. Like the vast majority of other Kamov designs, it uses contra-rotating main rotors. Most of Kamov’s helicopters have been used by the Soviet Navy — and were passed on to the Russian Navy once the USSR collapsed. Mil helicopters, like the Mi-24 Hind and the Mi-8/Mi-17 Hip, have historically gone to the Soviet Army (and, afterward, the Russian Army).
Kamov’s primary customer was the Soviet — and later the Russian — Navy. They’ve delivered a high-performance attack helicopter.
(Photo by Dimitri Pichugin)
While in development, the Hokum was competing with the Mi-28 Havoc. In fact, the Russian Army first selected the Hokum, but later settled on the Havoc. The end of the Cold War delayed the programs, but now both helicopters are being procured.
This three-view graphic shows off some of the Hokum’s unique features: The main rotors and the lack of a tail rotor, for instance.
The Hokum has a number of other unique features. It is a single-seat helicopter, while most other attack helicopters require a crew of two. It has an ejection seat for the pilot, which is commonly found on fixed-wing vessels, but not on rotary-wing aircraft.
A look at some of the weapons the Ka-50 can pack. Not easily seen: the same 30mm cannon on the BMP-2 infantry fighting vehicle is mounted on this helicopter.
(Photo by Tomasz Szulc)
The Hokum has a top speed of 193 miles per hour and a maximum unrefueled range of 393 miles. It can carry AT-16 missiles, rocket pods, gun pods, and even bombs, and it packs the same 30mm cannon as the BMP-2 does.
Currently, Russia has 32 of these lethal helicopters in service. Learn more about this airborne “Black Shark” in the video below!
In thinking about who to select as the Navy’s next generation of senior leadership, the Nation should be fully engaged, particularly with the increasing potential of war at sea against a peer competitor. The Chief of Naval Operations (CNO), Admiral John M. Richardson, who wrote an article for Proceedings Magazine in June 2016 entitled, “Read, Write, Fight,” understands this. So too does Admiral Scott H. Swift, former Commander, Pacific Fleet, who suggested a way to better prepare for a fight in his March 2018 Proceedings piece, “Fleet Problems Offer Opportunities.” Given the possibility of high-end warfare facing the nation now for the first time since the end of the Cold War, picking the right leaders will be key. The question is: Is the right leadership being picked today? Is there a different, better way to consider who will lead the Navy in war?
Since 1974, every Chief of Naval Operations (CNO) has come to the office with the following credentials: command of a carrier strike group (CSG); command of a fleet, and; an operational, four-star command, either Pacific Fleet (PACFLT), Atlantic Fleet/U.S. Fleet Forces Command (LANTFLT/FFC) or Naval Forces, Europe (NAVEUR). The one exception to this formula is that submariners do not command CSGs: Instead, they command submarine groups at the one-star level.
In the last 44 years, there have been only three anomalies: Admiral Jeremy M. Boorda, the 25th CNO never commanded a fleet. Then, in 1996, Admiral Jay L. Johnson, the Vice Chief of Naval Operations (VCNO) who had been scheduled to command Naval Forces, Europe, instead became the 26th CNO when Admiral Boorda took his own life. The current CNO, Admiral Richardson, is the third anomaly in that he has neither commanded a fleet nor had an operational four-star command.
Chief of Naval Operations Admiral Richardson.
Not surprisingly, there are considered reasons in this successive, operational flag, command rule: First, the Navy exists to support the operational element of the fleet – the so-called, “pointy end of the stick.” It is believed that the leader of an organization whose mission is to “conduct prompt and sustained combat operations at sea,” should be a person who is closely acquainted with firing shots in anger, from ensign to four stars. Second, perhaps of even greater import, the CNO sits in the “tank,” with the other Joint Chiefs. It is imperative that he or she knows the score out in the various combatant commands, and this requires genuine joint expertise attained at a high level. This sort of experience comes in places such as the forward fleets, and especially to those who command PACFLT, NAVEUR, or FFC.
This is not to say that the formula works perfectly. By the turn of the century, Surface Warfare Officers dominated a majority of significant leadership positions in the Navy, and held the office of the CNO, without pause, between 2000 and 2011. It was also this generation of leaders which presided over the diminution of the entire surface community. Still, this may all say more about either the struggle against increasing budget restrictions or a misplaced spirit of selflessness on the part of these CNOs than it does about a faulty selection approach. Nor is this to say that those who were anomalous did not perform admirably as CNO. That is for others to decide, in time.
Either way, the questions are these: How does an officer arrive at the Office of the Chief of Naval Operations in the first place? What are the implications which arise when there are sustained and dramatic perturbations at the flag-level? And finally, what does (or should) the future hold in preparing the Navy to face a new era of potential conflict at sea?
A process defined
Sustained superior performance is essential, but beyond that, a careful choreography occurs in every community beginning at first command if not before. Selection to flag is seldom, if ever, accidental or unanticipated. This management becomes even more meticulous once flag officers are selected. At that point, there is a determination made as to who will be groomed for the three and four-star levels, and who will serve in other, still important flag positions. To effectively regulate this complex daisy-chain, a detailed, long-term, name-to-job interaction occurs between all of the warfare communities and the Navy’s (and ultimately government’s) top leadership.
There are really only a few, key, operational flag positions available, and they are earmarked for those bound for the top. This is important as the timing and positioning associated with getting the right officers through those wickets is not a matter of chance. Here is one example: In the surface community, presume that eight officers make flag each year. Of these eight, only four will go on to command a CSG. Of those four, only two will deploy. These deployers are those who have been selected for upward movement, and this is easily observed in a historical review of those who rose higher. Likewise, while there are any number of important three-star commands, they are in not all equal regarding carrying an officer to the office of the CNO.
The Arleigh Burke-class guided-missile destroyer USS Roosevelt (DDG 80) left,the guided missile destroyer USS Arleigh Burke (DDG 51) and the Ticonderoga-class guided-missile cruiser USS Philippine Sea (CG 58) transit the Atlantic Ocean.
(U.S. Navy photo by Mass Communication Specialist 3rd Class Scott Barnes)
Moreover, it is necessary to mention the one outlier in this job pecking order; Chief of Naval Personnel (CNP). A remarkable number of four-star admirals, some of whom achieved senior operational command, have passed through the CNP’s office, including Admirals Leon A. Edney, Ronald J. Zlatoper, John C. Harvey, Mark E. Ferguson III, and former CNOs Jeremy Boorda and James D. Watkins. Evidently, excelling in this position imparts a unique cachet, though it is neither joint nor operational.
The point here is that delicate timing and positioning are required to marshal those deemed to be most deserving to the top. Though off and on-ramps may be built into the process to allow for surprises and opportunities, the whole process is quite fragile. In recent years, this fragility has been demonstrated through two events; The “Fat Leonard” scandal, and the aftermath of the two warship collisions in Seventh Fleet.
Gutting the operational side in the Pacific
As every sailor knows, there are two sides to any chain-of-command – operational and administrative. The administrative side of the equation is responsible for the manning, training and equipping of units provided to the operational side of the chain. The operational side employs these “all-up rounds” in carrying out the nation’s business at sea.
Following the collisions in Seventh Fleet in the summer of 2017, justice was meted out on behalf of the Navy, through the agency of a Consolidated Disposition Authority (CDA), Admiral James F. Caldwell Jr, Chief of Naval Reactors, appointed by the CNO, Admiral Richardson. Ultimately in this effort, the entire operational chain-of-command in the Pacific, from the ships’ officers of the deck, to CIC watch officers, to the command master chiefs, to the executive officers, to the commanding officers, and then up through their destroyer squadron commander, task force commander, fleet commander and all the way to the Commander, U.S. Pacific Fleet, was implicated and then either actually or effectively fired. It was a scorched earth approach never before seen in the Navy, and it appeared to be aimed at not only justice but at sending a message to the American people.
Though the punishment handed out to Commander, Naval Surface Forces (CNSF), Vice Admiral Thomas Rowden may seem to have been appropriate, particularly in view of the fact that he was the responsible administrative agent charged to provide fully ready ships to the operational commanders, the fact is that he was only a small part of the responsible administrative chain-of-command. Actually, CNSF relied on a universe of other administrative commands to carry out its mission effectively. For example, the Chief of Naval Personnel (CNP) was responsible for providing schools and personnel (both of which were in demonstrated to be in short supply), and the Office of the CNO was responsible for the provision of funding. U.S. Fleet Forces Command was the “parent” command of CNSF, just as Pacific Fleet was the parent of Seventh Fleet. So, while it may have been desirable, for whatever reason, to create a firewall between the operational commands and those administrative commands responsible for providing the necessary wherewithal to the fleet, it also meant that significant responsibility was evaded by nearly half the chain-of-command, top-to-bottom.
The long reach of Fat Leonard
A crisis was created when Admiral Scott H. Swift, then Commander, Pacific Fleet, was implicated in the Seventh Fleet collisions. Admiral Swift had long been expected to become the next Commander, Indo-Pacific Command, and his removal from the field meant that the Navy was in danger of losing control of its most historic and treasured combatant command to the Air Force. The solution hit upon was to send Admiral Phil Davidson, Commander, U.S. Fleet Forces, to command the U.S. Pacific Command. Not only was Admiral Davidson one of the few viable candidates with sufficient credential and seniority, but he was arriving fresh from completion of the Comprehensive Review (CR) of the collisions, and was unsullied by that disaster. Though that may have been good news regarding saving Pacific Command for the Navy, Admiral Davidson’s last and only tour in the Pacific was a single one as a commander, serving as a staff officer at Pacific Fleet headquarters. Whether a conscious part of the decision or not, his lack of Pacific-experience meant that he was beyond the potential taint of Fat Leonard.
Admiral Phil Davidson.
Numerically speaking, only a few flag officers have been caught in the Fat Leonard scandal. Nevertheless, there have been many more who were frozen in place while the investigation continued. This “freezing” caused some of these officers to miss their planned wickets, resulting in an extraordinary upset in the carefully mapped-out flag progression. As for the collision aftermath, it is impossible to know the exact impacts of those events on the “daisy-chain.” Certainly, the loss of ADM Swift and the shifting of ADM Davidson are significant.
Regardless, all of this begs the question of who may be the next CNO? Watchers had long considered Admiral Davidson to be a leading candidate for the position, and his shift to INDO/PACOM has stirred debate regarding who might be a viable relief for Admiral Richardson.
Based on the historical template, the next CNO likely will be one of the following:
Commander, U.S Pacific Fleet: Admiral John G. Aquilino
Commander, U.S. Fleet Forces: Admiral Christopher W. Grady
Commander, U.S Naval Forces, Europe: Admiral James G. Foggo III
Vice Chief of Naval Operations: Admiral William F. Moran
Each of these officers has all of the historical credentials of operational command and joint experience at the highest level, with the exception of Admiral Moran. However, Admiral Moran merits inclusion in that he would not be the first former Chief of Naval Personnel to become the CNO, though he has not had either fleet nor four-star operational command. Moreover, the current CNO, Admiral Richardson likewise arrived at the job with credentials other than the classic operational command/joint ones which have been common. In other words, a new template may have been set.
Reset the grid for war
If the Nation is moving from a “Profound Peace” into a period of “Great-Power Competition,” then every effort must be bent to ensure that America is fully preparing to meet what may well be an existential challenge. If, as suggested by Captain Dale Rielage, in his May, 2018, USNI General Prize-winning essay, “How We Lost the Great Pacific War,” the United States were to be defeated in a conflict with China – a conflict which would most certainly be primarily a fight at sea – the United States would, for the first time since World War II lose primary control of the sea lines of communication, in the vital Pacific. China would assume dominance of at least Asia and become a prime hegemon all the way to the Arabian Gulf.
In thinking about who the Nation selects for our Navy’s senior leader, it is understood that he or she must be fully and unselfishly engaged in preparing the Fleet for war at sea against peer competitors. What are the characteristics and experiences of peace-time Navy leaders (beyond the aforementioned operational positions)? Are these characteristics the same as those which might be sought leading into a major conflict? History suggests that they are different. One needs only consider the last, great war-at-sea. Many of the Navy’s leaders at the start of World War II were cast aside in favor of those who could bring fire to the enemy. For many of those officers, including Admirals Earnest King, Chester Nimitz, and William Halsey, it is fair to say that they might never have arrived at flag rank based were they measured against today’s standards. To win that war no one cared who was charming or polished or politically astute or properly connected. The question had nothing to do with who had attained a “zero-defects” record. It had everything to do with who could and would defeat the enemy.
More recently, there have been other “reaches” undertaken to identify the right person for the job. In 1955, President Dwight D. Eisenhower reached deep to select Admiral Arleigh Burke as the 15th CNO. At the time of his appointment, Burke was still a rear admiral (two-star). He was promoted two grades and over the heads of many flags of far greater seniority. In 1970, President Richard M. Nixon selected Admiral Elmo Zumwalt as the 19th CNO for very specific reasons and aims, despite his lack of “traditional” credentials.
Today, more than ever, modern war is a “come-as-you-are” affair. There will be no slow, years-long buildup allowed. Economies and modern weapon systems suggest that a real fight will ramp up to criticality almost immediately and that wide-spread, cannot-be-quickly-replaced/repaired damage will be done to the fleets in a matter of months, if not weeks. In other words, what the Navy has, regarding leadership and wherewithal, on day one, is the best that it may have throughout the conflict. The point is this: The right leadership needs to be found and selected, now.
Prove your readiness
Cast a wide net, and seek leaders who are determined to resist the self-interested pressures of outside agencies, prioritizing lethality in the Navy above whatever else may be prized. Who in today’s ranks is best equipped to lead the Navy in waging a high-end war?
An answer may lie in Admiral Swift’s March 2018 piece, “Fleet Problems Offer Opportunities.” Deeper opportunities may be offered to the Navy in this Fleet Problem concept. If, as he suggests in his piece, the new Fleet Problem is designed to do more than check a box, before the deployment of carrier strike groups…if Pacific Fleet is determined to truly test leadership in simulations which approach the real world…if officers will be challenged to do more than just go through the motions…if failure is an option, is this not a chance to really put officers, at a variety of levels, to the real test?
Ships from Carrier Strike Group 8 in the Atlantic Ocean.
(U.S. Navy photo by Mass Communication Specialist 2nd Class Julia A. Casper)
And this test need not only apply to strike group commanders, and their respective warfare commanders. A variety of officers, all at different places in their careers, can be tested in this crucible. Is there any reason that an upward-bound submariner could not take command of the Maritime Operations Center (MOC) for the duration of the game? Stand up an exercise Joint Forces Maritime Component Commander (JFMCC). Stand up an exercise Joint Forces Command. Is there any reason for an officer under consideration for fleet command could not play fleet commander during the game?
Admiral Swift offers a key point in all of this: “We have to guard against the natural byproduct of this training reality, which is an aversion to the risk of failure that is associated with learning at the leading edge of knowledge. We had to convey to the operational leaders that failure during the Fleet Problem was not just tolerated but expected. Without pushing our operational art to the point of failure, learning would be subdued and subtle, not stark and compelling. High-velocity learning happens at the leading edge of knowledge, not at its core, and certainly not at its trailing edge.”
Learning yes, but also testing. Officers at every level can be regularly assigned to the game, and throughout their careers, to test whether they possess skills beyond administrative? The Navy needs lions for leadership in war. The Navy also needs able administrators. Certainly, there are officers in the ranks who are both.
The Navy regularly pulls officers out of their employment to serve in a wide variety of boards. Is there any reason to think that this proposal would not be infinitely more valuable to the service, both in developing the entire officer corps for real, war-time thinking at the operational and strategic level? Let officers merit their promotion beyond unit-level by demonstrating the skill necessary to fully grasp that which is imperative in fighting a war…and that which is chaff.
The next CNO has, in all likelihood already been selected. The process of selection and vetting in long and complex and it is unrealistic to think that ADM Richardson approaches the end of his tenure without a relief already having been selected. The question is, and should be, this: Is the next CNO equipped to lead in war-time?
“Discipline is the bridge between goals and accomplishment.” Jim Rohn
Discipline is the heart and soul of military life.
It makes the military run effectively and efficiently. If a young Soldier does something wrong, he will likely find himself doing pushups. If an Airman repeatedly misses formations, she may find herself performing extra duty. Discipline is not necessarily a punishment in the military, but rather a tool that builds character and teaches valuable and ultimately, lifesaving lessons.
Our children, especially in their teenage years, are like young servicemembers. They don’t always make the best choices, and at times, they rebel against authority by exerting their independence. When this happens, how do we discipline our children? How do we teach them right from wrong? Does the military discipline that is engrained in us spill over into how we discipline our children?
This article examines whether military parents are stricter than civilian parents with their children. While there is no conclusive answer to this question, there is evidence that our military backgrounds and experiences, both as servicemembers and spouses, filter into firm, even-handed discipline. Research has found that while servicemembers and military spouses may be stricter when disciplining their children than civilian parents, military children ultimately grow up into responsible, trustworthy, productive members of society.
So, why are we often stricter with our children? Military culture creates several characteristics that create stress and cause anxiety that may impact our parenting style, including frequent moves, forced separations including deployments, and regimented lifestyles.
Frequent moves can impact parenting. A typical military family moves every three years. Moving often causes stressors and disruptions to our lives. It also creates unknowns. When we are not familiar with new areas, we are more protective of our children. We are more reluctant to allow them uninhibited freedom since we don’t know the area or the people. We are also typically not near our extended families, so we rely more heavily on each other. When we move, we are in essence starting over and need to find new friends to rely on. Before you move, reach out to people at your upcoming duty station and begin to make connections. We are all in the same situation, and we all have similar experiences. The longer we are in the military, the more likely we will reconnect with old friends at new duty stations. Reconnect before you get there to help ease the transition.
Deployments and other separations
Deployments and other separations, such as for training and schools, also contribute to stress and cause disruptions to military families. These stresses and disruptions may directly impact parenting. The military spouse suddenly finds himself or herself as the sole parent, described often as pulling double duty, meaning we take on the role of both parents during separations and deployments. Deployments also cause anxiety among spouses. We worry about our deployed servicemembers and deal with the unknowns of where our spouses are and what they are doing on a day-to-day basis. The longer the deployment, the more stress and anxiety we face.
Deployments also impact and change the role of military children. The deployment of a parent is a strong emotional event for a child, and it causes similar stresses and anxiety that military spouses face. Military children worry about the deployed parent, and this worry can cause distractions with schoolwork. During deployments, military children are required to step up and assume more responsibility around the house. This can cause tension and conflict between the parent and child. The additional stressors can impact parenting and cause a strained relationship.
The military is a regimented and disciplined lifestyle. The lifestyle permeates our home lives. A high percentage of military children consider their households as very disciplined with high expectations of conformity. This is not a negative, however, because research has shown that military children are more responsible and disciplined than their civilian counterparts.
So, what does all of this information mean? The bottom line is that while we may be stricter with our children than civilian parents are with their children, it is not usually in a negative or damaging way. To the contrary, the positives far outweigh any negative implications. What can we do, though, to minimize the stresses often associated with military life so it doesn’t hinder our relationship with our children? Are there things we can do to help lessen the stress and anxiety we face so it doesn’t negatively affect our parenting? Notice that I said “lessen,” because we aren’t going to eliminate it altogether. The biggest advantage we have is each other. Rely on your friends and fellow military spouses to help out when needed. Talk to each other and agree to watch the other’s kids for a few hours when you reach that boiling point and a much-needed break is required. We all need time to ourselves, so don’t be afraid to reach out to your fellow military spouses. We are all in this together, and we are all there for each other.
Prepare for separations before they occur. Sit down as a family and discuss pending deployments. Talk about the stress that the separation will cause. Let your children know that it is okay to worry and be scared, but also let them know that you are there for them when they need to talk. If your children are not coping well during a separation, reach out to health care professionals to speak with your children. This will help your children to develop coping mechanisms, and it will lessen your stress and anxiety in knowing that your children are effectively coping with separation. Finally, talk with your children about helping out more around the house during the deployment. Allow your children to help decide who will do what. When they are part of the decision-making process, they will be more willing participants and better helpers around the house.
Military life is hard, but it is also extremely rewarding. Our children are incredibly resilient, and together, there isn’t anything we can’t accomplish!
Scott Kelly didn’t always know that he was going to be an astronaut. In fact, he wasn’t even a particularly good student.
“As a student, it’s just really hard, especially at first, when you don’t have the habit-patterns to study and pay attention,” Kelly told Business Insider for the podcast “Success! How I Did It.” “But once I got over that, I was able to go from a kid at 18 years old that was always like a very average, underperforming student and then fast forward almost to the day 18 years later, I flew in space for the first time. It was a pretty remarkable comeback, I think.”
Kelly remained an average student until he went to college, where he stumbled across Tom Wolfe’s book, “The Right Stuff.”
“I read this book, and I could relate to a lot of the characteristics these guys had, with regards to their personalities, their risk-taking, their leadership abilities, ability to work as a team. That made me think,” Kelly said.
“I related to a lot of those characteristics with one exception, and that is I wasn’t a good student, especially in science and math,” he continued. Kelly said he then thought, “Wow, you know, if I could fix just that thing, then I could maybe be like these guys.”
“At the time I was thinking you’ve got to be really smart to be an engineer or scientist. What I realized is really what it takes is just hard work, and it’s not any particular gift you might have.”
He continued: “It was the spark I needed to motivate me to do more with my life than I was currently doing.”
You can subscribe to the podcast and listen to the episode below:
“The Right Stuff” inspired Kelly, but it was a phone call from his brother that showed him what hard work really looks like.
According to Kelly, his twin brother Mark, who also became a NASA astronaut, was also a mediocre students — but Mark turned things around in high school, while Scott kept skating by. Mark pinpoints his turnaround to an event Scott doesn’t remember.
“I was this kid that could not pay attention. Was not a good student,” Kelly said. “Always wondering how in the ninth grade my brother went from being like me to getting straight A’s — I never knew how that happened.”
“But apparently, what [Mark] tells me, is that our dad sat us down in like the eighth grade, and said, ‘Hey, guys. You know, you’re not good students, not college material. We’re going to start thinking about a vocational education for you.'” Kelly said. “And my brother thought, ‘Whoa! I want to go to college and do something more.”I, on the other hand, had no recollection whatsoever of this conversation,” Kelly said. “Probably only because there was like a squirrel running outside the window and I was like, ‘Squirrel!’ Otherwise, I probably would have been a straight-A student, too.”
In his memoir “Endurance,” Kelly wrote that his mind began to wander and he lost focus as a student at the State University of New York Maritime College.
His grades had risen above average and he was studying for his first calculus exam. Having decided to take a break, Kelly planned to attend a big party at Rutgers. When Mark found out about his brother’s attempt to forgo more studying for a party, he scolded Kelly over the phone.
“Are you out of your goddamn mind?” Kelly remembered Mark telling him. “You’re in school. You need to absolutely ace this exam, and everything else, if you want to get caught up.”
Scott Kelly buckled down, became a NASA astronaut, and has been to space four times.
This article originally appeared on Business Insider. Follow @BusinessInsider on Twitter.