Each year, hundreds of movies are released for audiences to enjoy worldwide. A small fraction of those films fall under the “war movie” genre and, of those, an even smaller fraction are worth heading out to your local cineplex to watch.
Critics could debate for days on which movies are the best acted and directed of all time. However, the majority of them don’t have the military resumés to properly judge levels of authenticity.
So, we asked several veterans what war movies of the last decade they loved the most.
Written and directed by Martin Zandvliet, Land of Mine takes place in post-World War II Denmark as a group of hated, young German POWs are ordered to clear thousands of landmines under the watch of a Danish sergeant who slowly learns to appreciate their worth.
9. War Horse (2011)
Brought to the big screen by Hollywood legend Steven Spielberg, this film captures the story of a young man who enlists in the military after his horse is sold off to the cavalry. The story takes audiences through deadly World War 1 trenches and dazzles with stunning imagery and incredible performances.
(Image via DreamWorks)
8. 12 Strong (2018)
Directed by Nicolai Fuglsig, the film chronicles one of the first deployments of a Special Forces teams to Afghanistan after 9/11. The team joins forces with the Afghan resistance and rides into battle against the Taliban on horseback.
The film stars our friend Rob Riggle, Chris Hemsworth, Michael Pena, and Michael Shannon.
7. American Sniper (2015)
Directed by a filmmaker who needs no introduction, Clint Eastwood is one of the creative minds behind bringing the real-life story of former Navy SEAL Chris Kyle to the big screen. The story chronicles Kyle’s multiple combat deployments and his tragic, untimely death.
After crashing their plane in WWII, Olympian Louis Zamperini spends 47 days on a life raft with two fellow crewmen. Eventually, he’s caught by the Japanese and sent to a prisoner-of-war camp where he’s tortured and forced to endure hard labor — but he never gives up.
5. Lone Survivor (2014)
Based on the heroic tale of Navy SEAL Marcus Luttrell, the film showcases the power of human will and man’s ability to push forward against incredible odds.
4. Fury (2014)
When David Ayer’s World War II film debuted in theaters, the realistic and diverse cast of characters, including the likes of Gordo, Bible, and the seasoned Don “War Daddy” Collier, made the dangers of being a tanker feel real to enraptured audiences.
3. Dunkirk (2017)
Directed by Christopher Nolan, this epic story covers the enormous evacuation of allied soldiers from Belgium as the German Army surrounded them during “Operation Dynamo.” The detailed account puts extreme human courage on display on multiple levels.
Directed by Mel Gibson, the story follows an American Army Medic, Desmond T. Doss, as he serves in the Battle of Okinawa, becoming the first man in American history to earn the Medal of Honor without ever firing a shot.
1. 13 Hours (2016)
Directed by Hollywood powerhouse Michael Bay, this movie focuses on a security team who struggles to make sense out of chaos during an attack on a U.S. compound in Libya. Based on actual events, the team members do everything they can under strict, Libyan rule.
A once quiet landscape turned battlefield, the clash of gunfire and shouts ripped through the Shahi-Kot Valley in the early hours of March 4, 2002. As part of an early war effort that targeted al Qaeda and Taliban forces in Afghanistan, the Battle of Roberts Ridge is still known as one of the deadliest engagements during Operation Anaconda.
Above the Takur Ghar mountain top, an MQ-1 Predator aircrew became an unforeseen, close air support asset for a desperate joint special operations team in their time of need.
Deep, black smoke from a crashed, bullet-riddled MH-47 Chinook helicopter filled the air. Among the wreckage were the lead combat controller on the ground, Maj. Gabe Brown, then a staff sergeant, along with the rest of the special operations team who worked to secure casualties and defend their position on the summit.
Pinned down on the landing zone and under direct fire, Brown established communications with an MQ-1 aircrew in the area who had visual of the team. Col. Stephen Jones, then captain and Predator pilot, had already been in the cockpit and was ordered to support just moments after the crash.
Before Jones arrived on station that early morning, he had no idea what he and his team were in for.
An MH-47 Chinook Helicopter.
(U.S. Air Force photo by Airman 1st Class Christopher Callaway)
“I remember coming in on shift that night and there was a lot of commotion,” Jones said. “I was told to get out to the ground control station as soon as possible.”
Throughout the day, Brown said he developed rapport with the Predator pilot as he gave situational awareness updates and assisted with targeting enemy combatants.
“When I had fighters check in, he would buddy lase for those inbound fighters and would help me with the talk-on, so it cut my workload dramatically having him there,” Brown said.
Many other U.S. and coalition aircraft were simultaneously entering and exiting the area. Before authorizing a strike, Brown needed to “talk-on” the respective aircrew, which meant he briefed the situation on the ground to every aircraft that entered the airspace.
With a bird’s-eye view, Jones and his aircrew alleviated some of Brown’s duties and took control of liaising information within the zone, while serving as forward air controllers in the battle.
“(From our cockpits) we were serving as forward air controllers airborne or FACA, and I was serving as the on-scene commander,” Jones said.
He began looking after the survivors, deconflicting airspace for coalition aircraft coming in and out, as well as communicating back to the joint command and control elements about the survivors’ condition as they put together an evacuation plan.
“Gabe was doing a phenomenal job being a controller on the ground calling in close air support, but it was a lot of work,” Jones said. “There were a ton of coalition aircraft coming in and out and some of them didn’t have much play time, meaning they had to get in, develop an understanding of what was going on, receive a nine-line and then drop bombs or shoot their missiles.”
The aircrew took some of the burden from Brown who remained on frequency with Jones, ready to voice commands at any moment.
A U.S. Air Force MQ-1B Predator.
(U.S. Air Force photo by Senior Airman Julianne Showalter)
Brown was able to conserve radio battery life due to the aircrew’s initiative and the MQ-1’s ability to loiter over the battlefield for extended periods of time.
Ground forces were still pinned down from continuous bunker fire when Jones relayed the evacuation plan to Brown. Their team was in need of a precise airstrike that could eliminate the enemy hunkered down deep in the mountainous terrain.
Brown first called upon fighter aircraft.
“We were basically trying to use walk-in ordinance off the fighters, using 500-pound bombs to frag (blast) the enemy out of the bunker and we were unable,” Brown said.
After numerous attempts, Brown and his team were running out of options and daybreak quickly approached…
Brown and his team were considered danger-close due to their proximity to the target, causing concern for aircrew and senior leaders. However, Brown’s need for immediate aerial support outweighed any apprehension.
“It was late in the morning, he (Jones and aircrew) had one shot left and we had been on the ground for a few hours,” Brown said. “I gave my own initials and cleared him hot.”
Jones released the hellfire missile and successfully destroyed the bunker, which allowed U.S. forces on the ground to recuperate and devise a mission plan going forward.
“When that hellfire went into that bunker, beyond a shadow of a doubt, that bunker had been neutralized,” Brown said.
The enemy may not have seen the MQ-1 as it soared overhead, but radical terrorists felt the Predator’s wrath.
Jones and the rest of the MQ-1 aircrew loitered above the combat zone for approximately 14 hours, relaying critical information and laser-guided munitions during the entire fight. Their actions provided key reconnaissance for senior leaders commanding the situation, and directly enabled visual relay between forces on the ground and the combatant commander.
“I credit that pilot, the technology and that airframe with saving my life, as well as the team’s and getting the wounded and KIA (killed in action) off the hilltop that day,” he said.
The Littoral Combat Ship has been nothing short of problematic for the US Navy. Engineering and mechanical issues have repeatedly sidelined a number of active LCS warships, sometimes in foreign ports for months at a time. Oddly enough, as much as the LCS has been a pain in the figurative neck, it’s far from the worst frigate-type vessel afloat in today’s modern navies.
In fact, that dubious distinction goes to the yet-to-be-accepted F125 series of “super frigates” commissioned by the German Navy.
Though the first of the F125 ships, the Baden-Württemberg, has already been built and has sailed under its own power, it was returned to its builder by the German government — which isn’t a very good sign.
The German military originally sought a replacement for its Bremen-class frigates in the early 2000s. While the Bremen boats were still fairly young at the time, they were rapidly walking down the path toward obsolescence. With operational costs steadily climbing at a time when the German military planned to make deeps cut in spending, a plan formed in the minds of the country’s highest-ranking civilian and uniformed defense officials.
Instead of ordering frigates that could fulfill just one or two types of missions, they would order and commission the largest frigates in the world to serve as multi-mission platforms. They would, hypothetically, be able to operate away from their German home ports for up to 24 months at a time, function using a smaller crew, and serve on humanitarian and peacekeeping operations around the world as needed.
Additionally, similar to the LCS frigates, these new surface combatants would be able to field modules for various missions, quickly swapped out in port as varying objectives demanded. Special operations forces could also use the new ships as floating staging areas, with the ability to carry four smaller boats and two medium-lift NH90 helicopters.
In 2007, the first contracts for the new frigates — dubbed the F125 class — were inked, outlining an order for a batch of four ships with the potential for more in the future. The deal tallied up to nearly $3 billion USD with an expected delivery date of 2015-2016.
During the construction program, problems began to manifest, and with them came delays and cost overruns. By the time of the lead ship’s christening in 2013, German officials anticipated a commissioning date in 2016 or 2017 at the latest. However, by 2017, the situation had worsened when scores of defects were discovered during testing and evaluation.
The F125 class is far closer in size and constitution to a destroyer than a frigate. Coming in at around 7200 tons, the weight of the vessel (which includes its mission systems, propulsion, machinery, etc.) makes for a major speed disadvantage. The Baden-Württemberg can’t go faster than 26 knots (30 miles per hour) while underway. By comparison, Arleigh Burke-class destroyers, which are just 15 feet longer than the F125s and are in a similar weight class, has been known to achieve speeds in excess of 30 knots (+35 miles per hour) with its engines are cranked up.
Not only does this have an impact on the F125’s performance, it also makes the ship considerably more expensive to operate in the long term.
Hardware and software woes are among the most damning issues plaguing the F125s. Defective mission-critical systems means that the ship is unreliable when at sea and probably completely unusable in combat situations. At this point, the F125s are more like extremely expensive military yachts than they are warships.
To top it off, the Baden-Württemberg has a consistent list to starboard, meaning that the ship is on a permanent lean to the right side.
In late December, 2017, the German military refused to accept the Baden-Württemberg for active service, citing the above flaws and defects. This is the very first time in German history where a warship was actually returned to its builder because it didn’t meet minimum operating standards and requirements.
There is no timeline on when the German Navy will finally accept the F125s into its surface fleet. That won’t happen until all four ships have been refitted and repaired to the satisfaction of German defense officials. Before that, millions of dollars will have to be reinvested into the already highly-expensive program.
Chief of Naval Operations (CNO) Adm. Mike Gilday sent a message to the fleet to celebrate the 245th Navy Birthday.
Below is the text of his message:
Shipmates, this year we are celebrating our 245th Birthday virtually, around the world, together.
Although this birthday is different than in past years, what has not changed is how proud we can be of two and a half centuries of tradition, as well as our Sailors and civilians who continue to build our legacy with family members and loved ones at their side.
Today, Sailors stand the watch from the Western Atlantic to the South China Sea, and from the High North to the South Pacific. Your Navy enables prosperity 24/7/365 – at home and abroad – by helping keep the maritime commons free and open. And I promise you that our allies and partners – as well as your fellow Americans – all sleep better because you are there.
Our birthday is an important occasion because we celebrate our rich past, recognize the accomplishments of our shipmates today, and look to our bright future ahead.
The Navy needs you to be the best that you can be. Serve others. Be courageous. And always remember that America has a great Navy.
Happy 245th Birthday Navy Family. See you in the Fleet, Shipmates.
Many military service members and veterans have significant amounts of experience initiating, planning, leading, and briefing missions. Missions that have completion dates, and deliver unique results, capabilities, goods, or services to the commander. Since this is the very definition of projects, endeavors that are temporary and unique, it follows then that many military service members and veterans have significant amounts of project management experience.
The trick is translating it, as in our above example of mission and project.
service members and veterans can use the Project Management Body of Knowledge and the PMP Examination Content Outline (PMPECO) documents to translate their Military experience into a language that civilian hiring managers understand, value, and hire for. This article describes how.
When we write a mission up as a project, i.e. create a project description, it needs to be complete so it is more meaningful. What I mean is that we need to construct the project description with five or six full sentences, each describing one major project activity per process group. Examples of project activities we can use are found in the PMPECO, with each arrayed to its respective process group.
A soldier with the 110th Composite Truck Company, attaches a trailer to a vehicle as evening falls on Sept. 13, 2018. Soldiers worked into the night preparing vehicles for rapid deployment to hurricane-affected areas along the American East Coast.
Each project description needs to be concise; it should fit nicely within 550 characters or less, to include spaces, so we can transfer it onto the PMP Exam Application at some point. Doing so allows us to sit for the PMP exam so we can ‘validate’ all of our mission experience with this universally accepted, sought after project management credential. Think NCOER, OCER, or FitRep-type statements here.
Each project description should be coherent, i.e. readable. These project activity statements should be sequenced according to their presentation in the PMBOK; starting with Initiating Process Group and moving through the Planning, Executing, Monitoring and Controlling, and Closing Process Groups. That walks the reader through the project start to finish. Furthermore, the verb tenses should agree; past tense led stays led throughout the description, not I lead this and I led that. It makes the reading easier.
The description should be precise, using the terms and concepts depicted in the PMPECO (and PMBOK). Commander becomes Sponsor; Mission Paragraph 2 becomes Charter; POAM (plan of action and milestones) becomes project schedule; Soldier, Sailor, Airman, or Marine becomes project team member; and foreign national becomes stakeholder.
They should also be accurate and personalized to the author’s experience. This can be done by counting the number of stakeholders involved in the briefings, or the types of risks analyzed and managed, or the total dollar value of the equipment purchased and shipped to units downrange. This quantification and qualification personalizes the statements to the authoring project manager.
Anything temporary and unique counts! Military, volunteer, recreational. Many veterans engage in volunteer activities, and these count as projects as well. Toys-for-Tots, command dine-ins, special event hosting on base, church functions, Scout trips and the like are just some examples. You want to document between 4,500 hours and 7,500 hours of experience leading and directing the project activities you see listed in the PMPECO. Doing so will qualify you to sit for the PMP or CAPM project management credentials, which ‘validates’ your experience because hiring managers know PMI saw it to approve you to take the exam.
Speaking of examples
Our first mission-to-project example is a weapons qualification event. The 542 character-long copy follows:
Obtained approval of Combat Marksmanship training event for USMC platoon and wrote Letter of Instruction as project charter.
Planned procurement of ammunition and developed schedule from event date backwards.
Acquired Corpsman, drivers, and range personnel as project team members.
Controlled risks through personnel monitoring and operating procedure compliance.
Closed project by cleaning up range, returning radios, arms, and vehicles, documenting shooter performance, and briefing the platoon and Battalion leadership on project results. It is sequenced, verb tenses agree, it is complete, accurate, and individualized, and it uses precise project management terms to root our military experience in.
The second example of a project description is a command inspection, and it too shows all process groups, is complete, and weighs in at 544 characters, to include spaces:
Developed charter for approval, to include inspection scope, reason, inspector(s), and inspected units. Defined scope by identifying the date, time, and location of the command inspection, and planned inspection of which units/elements/equipment when.
Sgt. Shuntaneque Greenwald, assigned to U.S. Army NATO Brigade, plots points on a map for night land navigation during the 2018 U.S. Army Europe Best Warrior Competition Aug. 16, 2018, at Grafenwoehr, Germany.
Managed stakeholders’ expectations through frequent communication with X key personnel during the planning and execution.
Controlled water, chow, and personnel formations, documented deficiencies during the inspection, and took corrective action.
Briefed commander on results and way ahead.
Our third and final example is extremely representative in today’s global environment, and helpful considering the nature of the prolonged Global War on Terror. It documents a fundamental military mission in the language of project management, a security patrol. In 368 accurate characters, we discuss it as Identified high-level risks and constraints for Charter inclusion and approval:
Planned personnel needs and equipment, and conducted risk planning.
Conducted project activities in accordance to schedule, logistics plans, and monitored and controlled risks; responding to triggered risks as planned.
Closed project through collected lessons learned and sponsor debrief.
The work civilian project management professionals, governing bodies, and academicians have done in the project management space has created a way for military service members and veterans to tell the story of their military experience in a language civilian hiring managers understand, value, and hire for.
We can use the PMBOK and the PMPECO to write up each temporary and unique mission as a project. When we aggregate these individualized, precise, accurate, coherent project descriptions, we have a resume full of project management experience.
And when we add the PMP or CAPM to this resume, it becomes validated in the minds of civilian hiring officials because they know PMI saw thousands of hours of project management experience before allowing to sit for the PMP or CAPM exam. Telling our military story in project management allows us to overcome one of the biggest challenges we will face during our transition.
This article originally appeared on G.I. Jobs. Follow @GIJobsMagazine on Twitter.
Supporting the military is nothing new to T-Mobile. The carrier is one of America’s most dedicated veteran employers. In keeping with the practice of asking customers what they want and giving it to them, T-mobile asked its veteran employees what they needed. The veterans answered truthfully. T-Mobile listened — in a big way.
“We change to adapt to our customers’ needs, we listen to their pain points” says Matt Staneff, Executive Vice President and Chief Commercial Officer of T-Mobile. “Our veteran employees and customers transitioning out of the military were just making ends meet during long periods of unemployment.”
And so began the company’s Military Support Initiative.
(Twitter @JohnLegere, T-Mobile CEO)
T-Mobile decided to go all-in for the military-veteran community in a number of ways. On top of the benefits of buying into T-Mobile’s ONE family plan (of which there are many, including a Netflix subscription), T-Mobile will now offer that plan at half-off for military families — along with half-off of popular Samsung smartphones. It’s not just the biggest discount T-Mobile has ever offered, it’s the biggest discount in the wireless industry. Ever.
But the carrier’s plan is more than just a discount and some great service, it’s a real investment in military communities. It starts with the discount, but T-Mobile quickly recognized that making it easier for transitioning military families to make ends meet was solving only part of the bigger problem: the long period of unemployment. So, T-Mobile decided to do something about that, too.
“Our plan to hire military veterans has had phenomenal success to date,” says Staneff. “We have vets in every department performing very well. What veterans bring to the culture of T-Mobile is one of the keys to our success.”
A few years back, the company pledged to hire some 5,000 veteran employees, and not just for entry-level positions. The company employs vets at all levels and in all areas. Now, they’ve pledged to hire 10,000 more veterans — and their spouses — in the next five years.
“It took a lot of time thinking about what I wanted to do during transition,” says Tana Avellar, once an active duty Army officer who now serves in the Washington State National Guard. She is also a T-Mobile employee. “I can’t be more proud to work for a company that is such an advocate for their employees, veterans, and their families overall.”
(Photo from Tana Avellar)
But T-Mobile is looking to help out all veterans, not just the ones who want to work for them. It’s teaming up with FourBlock, a career readiness nonprofit designed for veterans and their families. The company is funding FourBlock’s Massive Open Online Course, a training course based in 15 cities in the U.S. (with four more on the way). The training helps spouses gain employment while giving them the confidence to pursue the jobs they’re more than qualified to do.
The last part of T-Mobile’s investment plan is a real investment, in both T-Mobile’s future and military families. The company is rolling out a $8 billion investment in new infrastructure, and will start that with a $500 million plan to build new 5G towers in military communities.
“Our mission is to have the best coverage for all Americans,” says Staneff. “And bases aren’t always near big cities. So, we wanted to make sure everyone had access to the fastest networks, whether they live in cities or rural small towns, military bases or somewhere in between. They all deserve the same access.”
The Army’s pathfinders are elite airborne infantrymen capable of slipping into enemy territory to prepare drop zones and landing zones, conduct reconnaissance, place navigational aids, provide air traffic control, and recover wounded personnel. Basically, they have more applications than an iPhone, and they can do all it at night, on their own, without reinforcements or resupply while under fire.
The units got their start in World War II after parachute drops into North Africa in 1942 and Sicily in 1943 resulted in troops dispersed across the target areas instead of massed into effective fighting formations. To fix this, the Army borrowed tactics and techniques from British scout companies to create their own pathfinder platoons and companies.
As World War II continued, pathfinders led the way into Normandy on D-Day and southern France in Operation Dragoon as well as aided the aerial resupply of troops pinned down in the Battle of the Bulge. They used signal fires, special radios, and lights to create paths for aircraft to follow, ensuring pilots could navigate to their target.
In the Korean and Vietnam wars, pathfinders continued their missions leading airborne forces but the expansion of helicopter operations gave them another job.
Today, pathfinders are primarily used for recovering wounded and isolated personnel, conducting reconnaissance, and assisting in helicopter assaults. They’re also experts in sling-load operations, the movement of heavy equipment by slinging it under a chopper.
The Army has cut the pathfinders to two companies, one in the 101st Combat Aviation Brigade and one with 82nd’s CAB. These companies rarely fight as a single unit. Instead, commanders kick out small teams of pathfinders to support operations across a large geographical area where they conduct all their missions. These teams of about six men have seen heavy combat in Iraq and Afghanistan.
With the shortage of dedicated pathfinder companies, infantry units send soldiers to the Army’s Pathfinder School at Fort Benning, Georgia. These soldiers become experts in linking Army ground and aviation elements, assisting their units when pathfinder companies aren’t available.
The call rang out in the firehouse of Rescue Company 1 reporting a jumper at the Ritz-Carlton hotel. Ed Loder, a 41-year-old firefighter with 20 years on the job, threw on his gear and pulled himself into the driver’s seat of their fire engine. The sirens wailed as they sped down the narrow city streets of Back Bay, an affluent neighborhood in Boston. Loder steered the rig in front of the hotel, jumped out, and was handed a set of binoculars from the hazmat truck.
Against the dark sky he located a distressed woman on the 16th floor, sitting with her feet dangling over the ledge of a windowsill. A negotiation team of the Boston Police Department pleaded with the woman from inside the hotel room, but she wasn’t complying. Loder soon joined the other firefighters on the roof.
“We could look over the edge of the roof and see her, but she couldn’t see us because she wasn’t looking up,” Loder told Coffee or Die Magazine in a recent interview. “She was looking in the room and talking to the cops.”
The woman had a razor in her hand. This rescue wasn’t going to be easy.
Boston firefighter Ed Loder talking to other firefighters on the ground while a building is ablaze. Photo courtesy of Ed Loder.
While other firefighters searched for a viable anchor point, Loder tugged ropes through the carabiner on his bumblebee suit. The nearby ductwork was unusable, but a window through an electrical structure on the roof was perfect. Loder tied in his line.
Their plan was to have the police distract the woman long enough for Loder to complete the rescue.
“They got her attention and the minute she looked inside of the room, I went off the roof,” Loder told Coffee or Die. “When I went off the parapet I naturally swung and kicked her in the side and she went into the room.”
The police officers immediately jumped on top of her and placed handcuffs around her wrists to prevent her from harming herself or anyone else. Loder, however, was left swinging outside and hollered for one of the officers to pull him in too.
A newspaper clipping about the incident at the Ritz-Carlton, showing Boston firefighter Ed Loder after he made a daring rescue of a suicidal woman. Photo courtesy of Ed Loder.
The Boston Globe would describe the heroic nighttime rescue that occurred on May 30, 1990, as “Mission Impossible.” Bill Brett, a Globe photographer, was a witness alongside 300 other spectators on the ground. “I never expected someone to come down and knock her in the window,” Brett said. “He drops down, and boom, she’s inside! Down where I was, everybody cheered; the crowd clapped and yelled; it was unbelievable, like a movie.”
For this action, the Board of Merit awarded Loder the Walter Scott Medal for Valor, the second highest in the fire service. But as he puts it, it was just another day on the job at Rescue Company 1.
The War Years
Ed Loder grew up in Cambridge, Massachusetts. He had long admired the World War II veterans who took jobs with the fire department down the street from his home. In fact, he wanted to be them.
The Boston Fire Department is rich with tradition and history that date all the way back to 1631. America’s first publicly funded fire department saw numerous innovations over the next handful of centuries. The first leather fire hoses were imported from England in 1799; all fire engines were equipped with aerial ladders by 1876; and radios were installed in all fireboats, cars, and rescue companies by 1925.
A train collision that occurred in the Back Bay of Boston in 1990. Photo courtesy of Ed Loder.
In 1970, when 21-year-old Fire Fighter Edward Loder was appointed to Ladder Company 2 in East Boston, the Boston Fire Department was in the midst of the “War Years.” Between 1963 and 1983, there was at least one major fire every 13.6 hours. On average, a fire company reacted to as many as five to 10 fires in one tour of duty. Loder joined the fire service to be in on the action, and like the majority of other sparkies rising through the ranks, that’s exactly what he got.
Over the next decade, Loder responded to a variety of emergency situations as a part of Ladder Company 2, and later Ladder Company 15 in the Back Bay. He was there for a big oil farm fire in Orient Heights and a ship fire from Bethlehem Steel, but the most memorable for him was the 1800 Club, partly owned by former Red Sox player Ken Harrelson. The entertainment complex along the waterfront burned to the ground, with an estimated loss of id=”listicle-2648495230″ million.
Even some calls he didn’t participate in had an impact. After ending his shift on the morning of June 17, 1972, Loder and his wife went out in the afternoon, only to be stopped by a familiar face.
“We ran into this cop that I knew and he said to me, ‘What are you doing here?'” Loder remembered. “He had this look on his face that I’d never seen before.”
The seven-story Hotel Vendome had caught fire and collapsed on top of Ladder Company 15’s truck. Nine firefighters were inside the hotel, and tragically, all nine lost their lives.
Boston firefighter Ed Loder, kneeling second to left from Pickles, the “Dandy Drillers” Dalmatian. Photo courtesy of Ed Loder.
The following year he responded to the worst plane crash in Boston’s history. Delta Airlines Flight 723 hit a seawall while trying to land at Logan International Airport. All 89 passengers and crew were killed.
“I remember saying to myself, ‘Geez, is this what the fire service is all about?’ It didn’t bother me in a way, but it was like a shock and awe after a little bit, and you adapted to it,” Loder said. “I said, ‘I don’t think there is anything else on this job that I could come across that’s probably going to bother me.'”
The days and nights spent on the job weren’t all tragic or intense. Every October throughout the 1970s and 1980s, the Boston Fire Department raised awareness through Fire Prevention Week with a squad dubbed the “Dandy Drillers” performing high-wire aerial exercises around the city.
“We took two 100-foot aerial ladders, we put them together at the tips, we tied them together up at the top, and hung a 150-foot piece of rope down the middle of it,” Loder told Coffee or Die. “I used to do the upside-down no-hands exercise. We had platforms attached to these aerial ladders probably 20 feet in the air, and we’d jump off of that into the life nets. We would also have 10 guys on each ladder that would hook into the ladder and lean out with no hands. I understand it was the only type of thing in the country.”
Boston City Hospital Rescue
After 12 or 13 years with various companies, Loder transferred to Rescue Company 1, where his reputation grew to legendary status. At one rescue, a deranged man was on the roof of Boston City Hospital. The man had hurled several brick-sized boulders at pedestrians standing on the sidewalk and at cars driving by on Massachusetts Avenue.
“If you come out, I’m gonna jump,” the man told the cops as they tried to talk him off the ledge.
Ladder Company 15, Loder’s old team, had arrived just as Rescue Company 1 pulled up to the scene. “Throw your aerial up on the side of the building,” Loder told them. “That way there if they chase him over here, he will see the aerial and he’ll go back.”
Boston firefighter Ed Loder, right, was awarded the Walter Scott Medal for Valor and four Roll of Merit awards, including one for a water rescue in the Charles River. Photo courtesy of Ed Loder.
Loder took charge and ordered Ladder Company 17 to be posted on the other side to sandwich the man in between.
In the meantime, Loder went up the aerial ladder to get a better view of the rooftop and the distraught man.
“I’m gonna jump,” the man said once more.
“I looked at him and said, ‘What are you gonna do that for, you’re going to make a mess down there if you jump,'” Loder said.
The man ran to the edge only a few feet from where Loder was positioned. “We’ve been here for an hour playing with you — it’s lunch time, I’m hungry and want to go get a sandwich. How about you go inside the hospital and get something to eat?”
A screenshot from the Boston Globe newspaper showing Boston firefighter Ed Loder holding a man by his shirt with his fingertips while suspended 100 feet in the air.
“Fuck you,” the man hollered, as he climbed over the side and proceeded down a conduit pipe attached to the hospital building.
Arm by arm, the man took off his coat, threw it to the ground, and said for the final time, “I’m jumping!”
From the side of the aerial ladder, Loder reached out with both his arms and grabbed the man by his shirt. Dangling 100 feet in the air, Loder screamed at the aerial operator to lower the ladder.
“Instead of lowering the aerial, he hits the rotation on the turntable and slams me and the guy in the side of the building,” Loder said, explaining that the operator likely panicked during the split-second action. “He dropped the aerial down to maybe 10 to 15 feet off another roof that was there, and I let him go. I couldn’t hang on to him anymore.”
Paul Christian, left, Boston fire commissioner between 2001 and 2006, and Ed Loder wearing Liar’s Club golf shirts. Photo by Matt Fratus/Coffee or Die Magazine.
A row of cars with the doors ripped off and the metal frames crumpled are remnants of a previous fire academy training class. There in the parking lot sits a small and unassuming office trailer known as The Liar’s Club. Since 1968, retired Boston firefighters have been meeting here every Wednesday morning to share stories, reminisce, and — sometimes — tell a few lies.
Driving up to the Liar’s Club in Loder’s pickup, we didn’t get very far before the first young fire captain approached the driver’s-side window, wanting to shake Loder’s hand. With some 43 years on the job, Loder is the most decorated firefighter in Boston Fire’s nearly 400-year history. Not that he boasts about the glory.
Inside, beyond the coffee and donuts, an old retiree says, “You know he’s one of the most decorated in the fire service?” while Loder rolls his eyes in the background.
In the back room, nicknamed “Division 2” in homage to the two districts between which the city is split, I listen as Paul Christian, the former Boston fire commissioner, shares a story about the old days.
An infamous photograph snapped by a Boston newspaper photographer of Ed Loder wearing Sperrys on the job. Photo courtesy of Ed Loder.
“Today they have to put bunker gear on, put the boots on, put the hood on, put this on, put that on, get up on the truck, put their seatbelts on,” Christian said, in reference to the new OSHA regulations. “When I came on the fire department, you had to run to the piece [fire truck] while you jumped on with your coat while you’re going down the street. You’re putting on your belt, and the best you could do was kick your shoes off and put your boots on.”
Sometimes they forgot — and a Boston news photographer was there to snap the picture to prove it. “I get a call from headquarters and they wanted to know who the guy was with the Sperrys on,” Loder said and laughed. “Of course everybody said that nobody knew nothing, but it was me.”
Loder just celebrated his 72nd birthday and continues to give back to the fire service, teaching classes to the next generation. All the medals and the accolades later, Loder maintains that he was just doing his job.
The U.S. State Department has called on other nations to repatriate and prosecute their citizens captured by U.S. Kurdish allies in Syria.
The Syrian Democratic Forces, an alliance of militias dominated by the Kurdish YPG, “has demonstrated a clear commitment to detain these individuals securely and humanely,” the department’s spokesman, Robert Palladino, said in a statement on Feb. 4, 2019.
The alliance, known as the SDF, say they have detained more than 900 foreign fighters who had traveled to Syria to fight with the extremist group Islamic State.
They are also holding more than 4,000 family members of IS fighters.
Questions arose about what the SDF would do with the prisoners it is holding after President Donald Trump announced in December 2018 that the United States would withdraw all of its 2,000 troops from Syria.
Few countries have so far expressed any readiness to repatriate their citizens.
Washington is set to host a meeting on Feb. 6, 2019, of about a dozen coalition partners fighting against the IS group.
IS militants have lost virtually all the territory they once held in Syria and neighboring Iraq, but Palladino said it remains “a significant terrorist threat.”
“Collective action is imperative to address this shared international security challenge,” he added.
Once hardcore, always hardcore. The military crowd loves to mock civilian life for its snail pace and seemingly mundane existence. There’s nothing to blow up, no surge of adrenaline post jump, and no unit to show up to or for. Post military life can suck, but there’s definitely something to be done about it.
Quit reminiscing about the good ole days and start living again through these veteran groups made for rebels. Listed by region and spanning across several categories of sports, there are zero excuses to miss out.
Become hiker trash – you’re in good company. World War II veteran Earl Schaffer was the first person to walk the entire Appalachian Trail in an effort to “walk off the war” according to his trail diary. The Appalachian Trail is just one of many long-term expeditions open to combat veterans by Warrior Expeditions, a nonprofit which provides 100 percent of gear, supplies and clothing to complete the mission.
Longer expeditions revisit the endurance and disconnection experienced while serving. Getting back to “the suck” is the forging you forgot you needed. Hike, bike or paddle knowing your focus can remain on the mission rather than the budget.
Other treks to consider are the Mississippi River paddle and Florida Trail. Nothing says grit like bunking next to gators and living to tell about it. Fill out the application and see where it’ll take you.
West — Operation Surf
Losing control is gaining control over the only thing you can- yourself. That’s the gist behind this next adventure with Operation Surf. Boasting both a weeklong or six-month option, this is a culture to tap into.
Operation Surf is all about overcoming. Physical or mental barriers are washed away, leaving veterans feeling capable, confident, and badass again. Waiting on waves teaches patience, falling until you stand- endurance and the high of riding towards the support waiting in the water and the shore is an experience like no other.
“I will run for you” is the concept behind this subgroup within the elite IRONMAN community. During the run portion of the IRONMAN race, veteran or active duty service members can opt to carry an American flag to give to Gold Star Families waiting at the finish line.
In 2020, eight races are eligible for this program in cities spanning across the nation. What we love is the double layer of camaraderie this provides. It’s training for one of the hardest endurance races, becoming a part of a tight-knit and hyper-focused group, and then finding the few within your new niche who are more like you than you knew.
The discipline necessary to complete IRONMAN races will resemble the rigidness of military life, comfort in disguise. Achieving a status, a pace of life, or simply a feat that most of us can’t, reminds you to rise again to become what you forgot you could be.
North or South – Outward Bound for Veterans
Small group encounters high stakes scenarios. That’s the environment Outward Bound looks to replicate for veterans within their programs. Overcoming something within a small group aims to bond, reset and refuel themselves amongst other veterans.
From a six-day boundary waters excursion complete with dog sledding to kayaking through the mangroves in Florida, there’s plenty of notable treks to be had. Most excursions are six days in length and zero dollars in cost. Take a look at their interactive map to hike, sail, or snowshoe into a new hobby.
This list is a small percent of the many options, programs, or nonprofits all working to close the gap between service and solid new foundations. Nothing can replicate the experiences, good or bad while serving in the military. The best outdoor group for you is ultimately the one you join.
Days after the first-in-class aircraft carrier USS Gerald R. Ford sailed out of a “challenging” post-shakedown work period that was extended three months because of maintenance problems, the dry dock holding the second Ford-class carrier, the USS John F. Kennedy, was flooded, launching the carrier three months early.
The Kennedy’s builders and crew have gotten a boost from the Ford, according to the ship’s commanding officer, Capt. Todd Marzano.
“We are definitely benefiting from being the second aircraft carrier in the class,” Marzano told Business Insider last week. “We’re leveraging their lessons learned, which has helped not only from the construction side but from our sailor training.”
Capt. Todd Marzano, the Kennedy’s commanding officer.
(US Navy photo by MCS3 Class Adam Ferrero)
A graduate of Naval Fighter Weapons School, or Top Gun, Marzano has gone to sea aboard Kitty Hawk-, Nimitz-, and Ford-class carriers, serving as a fighter squadron commander as well as executive officer and commanding officer of the carrier itself.
At a ceremony in May, Marzano recalled driving past the Ford as construction began in late 2015 and thinking that “some lucky captain” would get to be its first skipper. In a mast-stepping ceremony after that speech, he put his first set of gold aviator’s wings under the 650-ton island as it was lowered onto the flight deck.
That “signified my commitment as the CO of the ship to ensure … that I’m going make sure that the crew is ready to do their job and operate the ship when we take it out to sea,” Marzano said. “So it meant a lot to me. This is definitely a pinnacle tour in my career.”
(US Navy photo by MCS3 Class Adam Ferrero)
Marzano assumed command of the Kennedy, designated CVN-79, on October 1, at a ceremony attended by the carrier’s first 43 sailors, who were handpicked for the assignment.
“We officially stood up the command on October 1, and as of today we have just over 150 crew members on board, and that number just continues to grow daily,” Marzano said on Nov. 19, 2019. “The current focus since they’ve shown up is to create a solid foundation, which means getting our programs, our procedures established. We’re also focusing on a lot of training and, most importantly, developing a healthy culture throughout all levels of the command.”
Marzano added that “some of the sailors on the Ford have now been transferred over to our ship, so we can benefit from their knowledge … gained on their tour.”
The Ford-class carriers — the Ford, the Kennedy, the Enterprise, and the unnamed CVN-81 — are or will be equipped with new technology the Navy believes will keep them effective for decades to come. The Ford’s first sailors, with months or even years of hands-on experience with that tech, were creating “basically instructions on how to operate this ship with its systems and its new design,” as one sailor put it.
“Now we’re going to benefit from that, and they can help train our new sailors,” Marzano said.
The island of the Kennedy is placed on the flight deck during a mast-stepping ceremony in Newport News, Virginia, on May 29, 2019.
In addition to changing or excluding some features, the Navy and the carrier’s builder, Huntington Ingalls Industries, have made changes to the Kennedy’s build strategy to control costs and stay on schedule.
The Ford was being built as it was being designed, according to Mike Butler, Huntington Ingalls’ program manager for the Kennedy. But the Kennedy had a complete model, saving time.
“Every piece of pipe, every cable, every other piece of equipment was loaded in a three-dimensional product model, and that gave us the ability, for example, [to do] hole cuts, where you have a bulkhead or a deck and you have to cut a hole in it for a pipe to go through or an electrical cable,” Butler told Business Insider on Nov. 29, 2019.
On Nimitz-class carriers, “prior to the product model,” Butler said, “we probably cut 75% of those holes on ship once we ran the pipe and saw where it went through the bulkhead.”
There was “much less” cutting on ship on the Ford because of the product model, Butler said. But on the Kennedy, “with the complete product model, I virtually cut 100% of all of those hole cuts in the ship.”
“While the shop was still fabricating the deck plates and bulkhead panels, they could go in and robotically locate and cut all of those holes in those structural members while it was still in the shop environment, which is a big deal because there are probably close to 100,000 holes that go through decks and bulkheads that have to be cut,” Butler added.
The upper bow unit of the Kennedy is fitted to the primary structure of the ship on July 10, 2019.
The design and planning documents for the Kennedy were updated as work continued on the Ford. But the biggest change was in how the second Ford-class carrier was actually put together, Butler said.
About 1,100 structural boxes are built to assemble the carrier, each outfitted with components like wiring. Those boxes are put together into larger sections called super lifts, which are outfitted further. The carrier is then assembled from those super lifts — “sort of like a Lego build,” Butler said.
On the Kennedy, “particularly early in the program, we did a lot more outfitting,” Butler said. “We built larger boxes in our steel fabrication division. We brought those to our final assembly plant. We built larger super lifts than we did on [the Ford] in some areas, and we put more outfitting in a lot of those super lifts, particularly early in the program.
“So we ended up with less lifts into the dock and many cases of larger super lifts that had more outfitting … which drives your cost down as well,” Butler added.
“We’re definitely aggressively seeking the lessons learned and then applying them to the Kennedy, and we’re already seeing benefits of that. Construction progress has gone much more efficiently,” Marzano said. “So both on the construction and the level-of-knowledge side for the sailors, that’s paying off. Being the second in class is definitely easier in that regard for sure.”
Secretary of the Navy Richard Spencer is briefed by the USS Gerald R. Ford’s commanding officer on Jan. 17, 2018.
(US Navy photo by Mass Comm. Specialist 2nd Class Kiana A. Raines)
The Ford’s marquee features have been among the most troublesome, particularly the advanced weapons elevators, drawing congressional scrutiny and the ire of former Navy Secretary Richard Spencer, who excoriated Huntington Ingalls, saying last month that the shipbuilder had “no idea” what it was doing.
Those electromagnetically powered elevators are supposed to carry more ordnance faster — up to 24,000 pounds at 150 feet a minute over Nimitz-class elevators’ 10,500 pounds at 100 feet a minute — from storage magazines deep in the hull. But just four of the Ford’s 11 elevators have been certified and turned over to the crew.
Those new elevators have new electrical and mechanical technology and are “a lot more complex than traditional weapons elevators,” with “a lot tighter tolerances because of that,” Butler said.
Work on the Kennedy’s elevators was delayed to incorporate lessons from the Ford, Butler added.
“A lot of the areas where they’ve had issues that they’ve had to resolve we’ve been able to hold back, get those issues resolved, change the design, change the work documents,” Butler said. “That allows us now to go in and do that work the first time with those lessons learned already.”
Sailors review safety procedures for the Upper Stage 1 advanced weapons elevator in the Ford’s weapons department on Jan. 16, 2019.
Those pauses didn’t affect work on the hull and parts of the ship exposed to seawater, allowing it to be launched ahead of schedule in October 2019, Butler said.
In addition to being ahead of schedule, the Kennedy was also 5% more complete than the Ford at the time of its launch, according to James Geurts, the Navy’s acquisitions chief.
Like Marzano’s crew, Butler’s team has also benefitted from an influx of personnel from the Ford.
Butler said that “working through all those different technical issues” on the Ford, they had “developed a set of industry experts at the shipyard, and our design, manufacturing, construction, and testing of those elevators.”
“Now that expert team is beginning to migrate to my ship, bringing those people and those lessons learned, working with my team,” Butler added, “so that we’ve got people on the deck plate who’ve been through these elevators, helping us modify our build plan to improve that process.”
Butler declined to comment on Spencer’s criticisms, saying he was “laser-focused” the Kennedy.
“Morale is great. We know we’ve worked through a lot of the first-in-class problems,” Butler added. “We are building this ship cheaper; we’re building the ship faster. And to us that is showing that first-of-class-to-second-of-class improvement is exactly what we thought it would be.”
This article originally appeared on Business Insider. Follow @BusinessInsider on Twitter.
The Army’s Special Forces command came down to one man during the Vietnam War. His job performance earned him the nod from screenwriter John Milius, who turned retired Army Colonel Robert Rheault’s legacy into something more enduring than he ever imagined. He was immortalized forever by actor Marlon Brando in Apocalypse Now.
Unlike Col. Kurtz, however, there was nothing insane or dark about Col. Rheault.
Rheault shortly after the end of the “Green Beret Case.”
Robert Rheault grew up in a privileged New England family, went to West Point and later studied in Paris, at the Sorbonne. The young Army officer picked up a Silver Star for service in Korea, but it was his time in Vietnam that would change his career forever, devastating the man who only ever wanted the Army life.
In Vietnam, Col. Rheault commanded all of the United States Special Forces. Taking command of the 5th Special Forces Group in July, 1969, it was only three weeks before the darkest incident of his career would put him in the middle of one of the war’s most controversial events – the “Green Beret Case.”
Rheault was an accomplished soldier, a paratrooper, Silver Star Recipient and Korean War veteran by the time he arrived in Vietnam.
The United States had been in Vietnam in force since 1965. By 1969, there were more than a half million U.S. troops in theater. Special Forces A-Teams were operating in 80 or more isolated areas throughout Vietnam. Given their mission and skills sets, the intelligence gathered by Special Forces soldiers was the most solid in the entire war, and the U.S. military estimated that SF components were able to identify, track, and eliminate entire Viet Cong units in their area of responsibility.
At the time, Special Forces operators were in the middle of a project called GAMMA, a similar intelligence-gathering operation targeting the North Vietnamese in Cambodia – and the project was the biggest secret of the war until that point. After SF troops identified NVA or VC units in “neutral” Cambodia, B-52 bombers would illegally hit those Communist targets in defiance of UN conventions.
Rheault commanded a force of Green Berets and South Vietnamese commandos who would lead raids into the neighboring countries to gather intelligence and take out key Communist infiltration, transportation, or storage sites – whatever would cause the most harm to the enemy. Sites they couldn’t take care of themselves were left to the CIA and the U.S. Air Force. The Colonel oversaw five of these “collection teams” and its 98 codenamed agents. It was the most successful intelligence net of the war.
But something kept happening to the Special Forces’ most valuable intelligence assets. They kept ending up dead or disappearing entirely. They began to suspect a double agent in their midst. That’s when a Special Forces team raided a Communist camp in Cambodia. Among the intel they picked up was a roll of film that included a photo of a South Vietnamese GAMMA agent, Thai Khac Chuyen.
He was not long for this world.
After ten days of interrogations and lie detector tests, Chuyen was found to have lied about compromising the GAMMA program. To make matters worse, the double agent might also have been working for the South Vietnamese government. This meant that if the triple agent was released to them, he could possibly walk free, a prospect unacceptable to the Americans. After conferring with the CIA, they decided to handle Chuyen in the way that most double- or triple-agents meet their end. He disappeared.
Chuyen’s American handler, Sgt. Alvin Smith, was not a member of Special Forces, but rather an Army intelligence specialist assigned to the project. It turns out that Smith did not follow protocol when onboarding Chuyen. Smith failed to administer a polygraph test that might have revealed why Chuyen spoke such fluent English, that the agent was from North Vietnam and had family there, and had worked for many other U.S. outfits and left them all in incredible turmoil.
Col. Rheault returns to the U.S. with his wife in 1969.
Smith began to fear for his own safety, having failed the Special Forces and compromising one of the best intelligence networks of the entire war. So he fled, taking refuge with the CIA office in the area and spilling the beans about what really happened to the triple-agent Chuyen. Rheault and seven other officers were arrested for premeditated murder and jailed at Long Binh.
Rheault actually knew about it and lied about the cover story (that Chuyen was sent on a mission and disappeared) to protect the men who served under him. But Rheault took no part in the planning or execution of Chuyen’s murder. Still, he lied to Gen. Creighton Abrams who already had a distaste for the Special Forces. So, when the officers’ courts-martial began, the Army was looking to throw the book at all of them.
Abrams was well-known for hating paratroopers and Special Forces.
The event made national news and soldiers under Rheault’s command were flabbergasted. The colonel had done nothing wrong, and they knew it. Moreover, there was no one more qualified for his position in the entire country, as he was one of very few officers qualified to wear the coveted green beret. But the CIA wouldn’t testify against the soldiers, and by September, 1969, it wouldn’t matter. The Secretary of the Army, Stanley Resor, dropped the charges against the men after succumbing to pressure from President Nixon and American public opinion.
By then, the damage was done. All eight of the officers’ careers were ruined, and Rheault accepted an early retirement. The fallout didn’t stop there. The publicity associated with what became known as the “Green Beret Case” prompted RAND Corporation analyst Daniel Ellsberg to leak the “Pentagon Papers” to the American Press.
The Air Force fires an unarmed Minuteman III missiles during a 2017 test.
If you had to guess at the world’s strongest nuclear power, you would probably get the top two right. America and Russia are top dogs and have been so since Russia became an official country again. Before that, you guessed it, the Soviet Union was on top.
But do you know who is number three in the world? Well, for a few years in the Cold War, North Dakota could have claimed that spot by seceding.
Even more shocking, according to numbers in 2006, seven U.S. states would be in the world’s top 10 nuclear powers at the time if their arsenals had been counted separately. America’s nuclear arsenal in Europe could have formed an eighth.
At the start of the Cold War, America was the top atomic power because it was the only atomic power. Then, Soviet scientists created a bomb through their own research and theft of American secrets. For much of the Cold War, America’s arsenal was larger, in missiles as well as warheads and bombs.
But there was a problem for Americans in the Cold War. They didn’t know that. Thanks to the flawed Gaither Report and the rapidly accelerating fields of atomic and then nuclear research, there was a belief in the U.S. that the Soviet Union in the 1950s could be manufacturing up to five rockets per day with a sparkling new warhead on each. (We’ve previously written about that, here.)
Intercontinental ballistic missiles sit outside a base in Wyoming.
(U.S. Air Force R.J. Oriez)
So America raced to stay ahead of the Soviet Union, manufacturing hundreds and then thousands of missiles, bombs, and other weapons in the Cold War. In an effort to draw Soviet weapons away from American cities as well as to protect the country’s counter-strike capability, America put the newest missile and warheads in hardened silos in the Midwest.
So about 250 Minuteman III missiles were packed with up to three warheads each in sites across North Dakota. It was the largest missile arsenal of any state at the time, leading to North Dakota getting the moniker “world’s third-largest nuclear power.“
In the modern era, if the U.S. arsenal was split into the states that house the weapons, North Dakota would be the world’s fifth-largest nuclear power. Russia is number one with about 6,800 warheads. But, according to this map from the Bulleting of Atomic Scientists in 2006, there are seven U.S. states with larger arsenal than France’s number 3 arsenal.
France has 300 nuclear weapons, putting it far behind Washington (2,364 weapons), New Mexico (1,914 weapons), Georgia (1,364 weapons), North Dakota (1,254 weapons), Louisiana (940 weapons), Nevada (902 weapons), and Montana (535 weapons). America’s arsenal in Europe is also larger than France’s at 400 weapons.
Many of these U.S. weapons are in storage or are scheduled for decommissioning. That’s the case in New Mexico and Nevada. Georgia and Washington house weapons that are deployed on ballistic and cruise missile submarines. North Dakota and Montana have missiles in silos as well as air-launched missiles and bombs. Louisiana houses air-launched missiles and bombs.
Now, of course, state governors don’t actually control those arsenals. The weapons were commissioned by the federal government and are still largely controlled by the active military and the Department of Energy. So, yeah, it’s a U.S. arsenal and not state ones. Still, it’s comforting to know that this author’s state would have the fourth largest arsenal in the world. Hope we don’t piss off Washington State, though.