Modified Bradley Fighting Vehicles, known as Mission Enabling Technologies Demonstrators (MET-D), and modified M113 tracked armored personnel carriers, known as Robotic Combat Vehicles (RCVs), are being utilized in an operation experimentation at Ft. Carson, Col., June 15 – Aug. 14, 2020. (U.S. Army/Kimberly Derryberry)
U.S. Army modernization officials are about to finish the service’s first experiment to see whether the Robotic Combat Vehicle effort can make units more deadly on the future battlefield.
For the past five weeks, a platoon of soldiers from the 4th Infantry Division has been conducting cavalry-style combat missions using two-person crews in specially modified Bradley fighting vehicles to control robotic surrogate vehicles fashioned from M113 armored personnel vehicles in the Robotic Combat Vehicle Soldier Operational Experiment.
The platoon has operated in the rugged terrain of Fort Carson, Colorado, testing different technologies to control the robotic vehicles, sending them out hundreds of meters ahead to scout for enemy positions.
“This experiment was 100% successful … because we learned; the whole purpose was to learn where the technology is now and how we think we want to fight with it in the future,” Brig. Gen. Ross Coffman, director of the Army’s Next Generation Combat Vehicle-Cross Functional Team, told defense reporters Thursday during a virtual roundtable discussion.
“All of the technology was not successful; it’s a sliding scale. Some knocked our socks off, and some — we’ve got a little bit of work to do.”
The experiment, scheduled to end Aug. 14, is one of three designed to evaluate the performance and potential of robotic combat vehicles on the battlefield, Coffman said.
Some of the technology tested in the experiment worked better than anticipated, he added.
“The interface with the crew … so the soldiers see where they are, they see where the robots are, they can communicate graphics … it just absolutely blew us away,” he said. “The software between the robotic vehicle and the control vehicle — while not perfect — performed better than we thought it would.”
There were challenges with the target recognition technology that links the robotic vehicle with the control vehicle.
“It works while stationary, but part of the challenge is how do you do that on the move and how that is passed to the gunner,” Coffman said. “We’ve got some work to do with that.
“We have some work to do with the stability systems with the weapon systems as you are going across terrain,” he continued.
Another challenge will be to get the control vehicle and the robot vehicle to communicate adequately beyond 1,000 meters.
“The distance between the robot and the controller is a physics problem and, when you talk flat earth, you can go over a kilometer from the controller to the robot,” Coffman said, adding that potential adversaries are wrestling with the same challenge.
Several defense firms participating in the experiment have “created radio waveforms to get us the megabytes per second to extend that range” in dense forest terrain, he said.
“That’s the hardest part, is you get into a dense forest, it’s really hard to extend the range,” he said. “We tested them; we went after them with [electronic warfare] … so we have a really good idea of what is the realm of the possible.”
The Army announced in January that it had selected QinetiQ North America to build four prototypes of the Robotic Combat Vehicle-Light, and Textron to build four prototypes of the RCV-Medium. Both companies were present at the experiment, but their prototypes are still being finalized and did not participate.
After the experiment, an independent evaluation will be conducted on the technical and tactical performance of the robots to decide whether manned-unmanned teaming in combat vehicles can make combat units more effective, Coffman said.
In the first part of fiscal 2022, the Army is scheduled to conduct a second experiment at Fort Hood, Texas, using the same M113 robot vehicles and Bradley control vehicles to focus on company-size operations. The service also plans to conduct a third experiment in the future that will focus on more complex company-size operations.
After each of these experiments, the Army will decide “is the technology where we thought it would be, should we continue to spend money on this effort or should we cease effort?” Coffman said.
The service is also scheduled to make a decision in fiscal 2023 on when manned-unmanned teaming with RCVs will become a program of record, he said, adding that no decision has been made on when the Army will equip its first unit with the technology.
Coffman admits that the technology is “not 100% there yet,” but he remains confident that combat leaders will one day have the option to send unmanned combat vehicles into danger before committing soldiers to the fight.
“This is about soldiers and this is about commanders on the battlefield and giving them the decision space and reducing the risk of our men and women when we go into the nastiest places on Earth,” he explained.
Fastest jet in the world? That’s easy. Most people know it’s the SR-71, the reconnaissance plane so fast it could outrun missiles. But the fastest fighter jet? Well, the Soviets created a fighter jet to chase down the SR-71 Blackbird, and it was so fast that it’s still the fastest fighter jet ever built. And it’s still in service today.
The MiG-25 Foxbat looks ungainly and boxy next to fourth and fifth-generation fighters. Its younger sibling, the MiG-29, is much sleeker, and the aggressive-looking F-35, F-22, and even the Su-57 make for way better wall posters than the Foxbat.
By comparison, the Foxbat looks almost like a box truck. If you’re feeling generous, you could compare it to something like an old Chrysler LeBaron, instead.
But only if that Chrysler Lebaron could sweep down a drag strip at speeds over 60 percent faster than its rivals.
A two-seat trainer version of the MiG-25 flies over forested land.
The story of the Foxbat is a fairly simple one. When Russia first understood the SR-71, it realized that the step from a reconnaissance plane that could fly three times the speed of sound to a bomber that could do so was large but hardly insurmountable. They had to plan on U.S. bombers that could outrun ground-launched missiles.
And so they got to work on a fighter that could move on the edge of space with the SR-71 and the planned XB-70 Valkyrie. While they knew it was unlikely they could create a fighter that could fly faster than a reconnaissance plane, there was a decent chance that it could outfly the bomber since the bomber would have to carry more weight.
Lacking the materials science to create light airframes like the SR-71, it did the next best thing and just made the engines so powerful that they could muscle through, carrying the nickel-steel alloy frame to record heights and speed. And the engineers at the Mikoyan and Gurevich Design Bureau (MiG is a shortening of that name), were some of the world’s best engine designers.
They came up with a twin-turbojet design that could propel the MiG-25 to Mach 2.8 in operational conditions and 3.2 if the pilots were willing to risk the engines. The plane quickly set world records for speed, time to climb, and top altitudes for a fighter.
And that scared the U.S. and the rest of NATO. Not only was the Foxbat ridiculously fast and powerful, but its design suggested that it was super maneuverable, a design characteristic that the West was moving toward.
But two events would completely change the calculus for the Foxbat. One made it a plane without a mission, and the other took away much of the fear for pilots who might be called to face it.
First, a catastrophic crash killed two pilots and destroyed the 0-million XB-70 Valkyrie test aircraft in a program that was already suffering cost problems. The program was canceled. Suddenly, there was little prospect of a Mach 3 bomber for the Foxbat to chase, meaning the most critical mission for Soviet planners was preventing American air superiority.
When they disassembled, studied, re-assembled, and tested the plane, American engineers realized that it would almost always have a speed and altitude advantage against NATO planes, but it couldn’t capitalize on it. The Foxbat didn’t have a look-down, shoot-down radar system.
Without getting too into the technical weeds, the science of getting a radar that can see ahead of a fighter and beneath it without getting confused by ground clutter is actually sort of tough, and the Soviets hadn’t nailed it yet. So Foxbat pilots would be forced to descend to engage other fighters.
And once it was on a relatively even altitude with its adversaries, it would be relatively easy pickings. While it was undeniably fast, it was not actually super maneuverable. It was unlikely that a Foxbat could dodge missiles or win a dogfight. With a few changes to doctrine, planes like the F-4 Phantom could keep the Foxbat on the run or down it entirely.
Still, the Foxbat has continued in service in Post-Soviet Russia, and it’s still the fastest and highest-flying fighter jet in the world, carrying its full combat load so high that the pilot’s tears will boil off their faces. It just doesn’t matter because there’s nothing up there for the Foxbat to fight.
During the Cold War, the U.S. Air Force experimented with a seemingly crazy idea for dispersing the weight of their heaviest bomber across the tarmac of airports and bases. They would fit the bombers with tank tread-inspired landing gear.
Convair XB-36 takeoff during its first flight on March 29, 1950. (Photo: U.S. Air Force)
When flying shorter routes, the plane could carry as much as 86,000 pounds.
The massive B-36 was slowly developed throughout World War II but was finished too late for the war. The first bomber rolled off the line six days after the Japanese surrender. But the plane’s capabilities, carrying 10,000 pounds of ordnance to targets thousands of miles away, made the plane perfect for a nuclear strike role in the Cold War.
There was one big problem, though. The B-36 was extremely heavy, about 419,000 pounds when fully armed. And all that weight initially sat on two smaller tires in the front and two larger ones under the wings.
The weight on each tire was so great, the Peacemakers risked sinking into the concrete if they were parked for too long on most airstrips.
So the Air Force tried out a novel solution. They installed tank tread landing gear under the nose and both wings of the plane, allowing the weight to be spread over a much larger area.
Initial tests of the system were successful, but the Air Force scrapped it anyway. It focused on improving more airstrips rather than putting the bulky system on production B-36s. It did start buying the planes with four smaller wheels under each wing instead of the single large one, which also helped with the pressure per square inch on airfields.
We love supporting veteran-owned businesses, especially when they give back to the community. Yesterday, Redline Steel founder and owner Colin Wayne took to Instagram with superstar Megan Fox to announce that this Memorial Day, they’ll be donating $2M worth of products to the military community. Keep reading to find how to claim yours.
[instagram https://www.instagram.com/tv/CAa15AQhLVr/?utm_source=ig_web_button_share_sheet expand=1]Colin Wayne on Instagram: “@meganfox / @redlinesteel and I partnered up to create a Memorial Piece and plan to donate over M in product for the month of May to…”
Colin Wayne on Instagram: “@meganfox / @redlinesteel and I partnered up to create a Memorial Piece and plan to donate over M in product
While this offer sounds extreme, serving the military community is embedded in who Wayne is. WATM sat down with Colin to talk about everything from his military career, his close encounter with death in Afghanistan, his pivot to creating home decor, lessons in entrepreneurship and what this community means to him.
WATM: Alright man. First question: Tell us how your military career started. Like the early stuff.
Wayne: It started with JROTC. And you know, most people would say it’s kind of nerdy, my brother — even he was a nerdy guy — but I loved, I did the Raider team because it was the Army side and I genuinely enjoyed it. I gave up sports to do all of that and a lot of my friends. I was criticized to a degree on that, but it was a tight knit bond. It was a good culture. We had a solid program. We had Colonel Walker, he was the O6 and then we had a first Sergeant Jones. Great examples, great leadership and that was kind of the early adaptive days of joining the military was through that.
I actually dropped out of high school and got my GED. I got held back in first grade, so I did first grade twice. I was already kind of older in my class. And then I got kicked out of my mom’s house. I wasn’t a bad kid, but I didn’t listen. I was stubborn by nature. And so she’d ground me and I’d just walk out the front door and be like, ‘Okay, mom,’ and just do whatever I wanted. The first thing that I ever had as a kid was, “I’ll do it myself.” And that’s was literally my first sentence ever that I put together is what my mom says was, “I’ll do it myself.” And so I’ve always had that mentality of that exact statement.
WATM: You dropped out of high school?
Wayne: I got kicked out of my mom’s, moved in with my dad. I was mid-junior year and I ended up going from block schedule to seven periods and it was going to hold me back an entire year. We didn’t find that out until midway through the semester. And at this point, I was just about to be 17. I didn’t want to be 19 years old and graduate high school. That sounds horrible. I didn’t like school as it was. And so I convinced my parents to emancipate me and ended up getting my GED and joining the military a few days after my 17th birthday.
Wayne: I enlisted as Military Police in 2006. When I graduated from AIT, for the military police school, OSUT training, I came back to my unit and I remember the first thing, me and my brother were both in the same unit. It was 128 Military Police Company. And we had a unit that was deployed to Iraq at that time. And this was in ’07 and there they were there from ’07 to ’08, but they needed a backfill — they had to backfill 10 slots. They needed 10 MPs and five medics. He was a medic. I was an MP. We both volunteered to go backfill, basically people that were severely wounded and injured.
That’s one of the first things that I remember as kind of an early private, volunteering to go to that. They ended up, I don’t know, maybe they pulled from another battalion to make up that info strength, but we ended up not going. And I ended up transitioning to another battalion and going to Egypt for Operation Brightstar about six months later.
That was an incredible deployment to Cairo, West Egypt. Civilian clothes the whole time. And I did a cruise on the Nile River, got to see the Sphinx, got to see the pyramids. We went shopping in some of the plazas there. We had to have Egyptian police escorts. And there’s a platoon of those guys, but we definitely stood out like a sore thumb. We still had to wear high and tights and shades. We definitely looked like we did not belong there.
WATM: Hilarious. Not to jump ahead here, but I do want to get to the Redline stuff. Was Afghanistan your next deployment?
Wayne: No, Iraq. Iraq in ’09 and ’10. And then Afghanistan 2012.
WATM: And you were wounded in Combat? Can you tell us a a little bit more about your injury, recovery, some of the struggles that you had and how that changed you.
Wayne: Yes. It was May 3, 2012 and I was in the Paktika province, which is right near Pakistan. And it was, I would say it’s another traditional day. Spring fighting had just started a couple of months before that March. At that point, I was at a base called FOB Boris, which has been shut down. Our base got overran twice, to kind of paint a picture, with Taliban, literally on the inside of our base. We got rocketed. May 3 in particular, we had at least three or four IDF attacks prior to this point, so it was kind of just happening throughout the entire day.
I was in the gym and I heard the IDF alarm siren going off. And my thinking was, ‘I’m in a concrete structure,’ and you don’t have long — you’ve got seconds to make a decision. ‘Okay. I’m not outside. I’m in somewhat of a secured location.’ It’s a small gym. It’s literally the size of half of a single wide trailer, to kind of give you perspective. You could easily throw a tennis ball and hit the other wall with very little effort. And so I started running to the middle of the gym because there was two big open wood doors and so I just went to the middle. There was concrete on all sides, except the roof. The roof was just a normal structured roof, no concrete. My thinking really, really quick was, ‘Hey, if this explodes, shrapnel is going to come, I’ve got to get away from the weakest points, which are the doors.’ And so I ran and it was essentially a direct impact on me. I ran right where the rocket exploded and it was like three and a half feet from me.
WATM: Oh %*#.
Wayne: Right. So you know how big the concrete cylinders that they have, those concrete blocks, like a traditional one. They’re not wide, but it was a direct impact on the corner of that building, right in the middle, dead center. And it was right under that corner structure. It took out a quarter of the wall, right at the very top corner and you can see shrapnel and the roof was caved in. And if it would have been a couple of inches lower, because you’ve got to think, the concrete barrier’s only like 15 inches.
If it wouldn’t have hit that, it would have been literally a direct impact right where I was running to. And so I just say it’s through the grace of God I survived and was shielded. And I sustained nerve damage at L1 through L3. And my back had to have lumbar block fusion surgery for it. I had shrapnel that went all the way through my leg and had to have six months of physical therapy for it. I have permanent tinnitus in my left ear and then treated for TBI. And then I was medevaced twice. The first time we were still under fire. And then we were also a fire support team as well. There’s about 85 people on the entire base. It’s pretty small. And we were returning fire as incoming rounds were coming in and two Black Hawks, just like you’d see on a movie, flew in while rounds are coming in, we’re shooting back at them.
And you know, obviously, I don’t know what the hell is going on. They ended up flying me through a Black Hawk, with priority to Bagram and then they did full CT scans and x-rays and all kinds of different testing there, to figure out what was going on. Come to find out the, I guess the, whoever the, what do they call them? Crew chiefs? Or the medics on the helicopter? They gave me too much morphine. And obviously I don’t remember any of that, but it depletes your white blood cell count and restricts your oxygen flow. And that’s what ended up happening. It took three days for that to recover back to normal rates without oxygen. And I had to do breathing treatments from all the dust and debris. To kind of paint a more vivid picture of the incident, I remember that I blacked out — I remember regaining consciousness. I couldn’t see my hand in front of my face. I knew I was hit, but I didn’t know the impact. I could feel something dripping from my leg, but I couldn’t see it. It’s pitch black; we’re a blackout FOB. And I was yelling for a medic, but nobody would come.
And I think mentally what hurt the most is I was working out with a couple of battle buddies and they left. I was there by myself and it felt like, I would say realistically, like 20, 30 minutes, it definitely was not that long. But you know, when you’re going through that, it felt like eternity. I’m sitting in pain. I don’t know what’s going on. My ears are ringing. It’s just a crazy scenario. And you know, I remember yelling for a medic and ‘I’m hit,’ and I just kept saying it, ‘Medic, medic!’
And I couldn’t — I tried to stand up, but I couldn’t see anything. I literally couldn’t see anything. And then they came in, they had flashlights and I actually have the raid tower footage. One of those Raytheon towers that go up 107 feet, we have the actual footage of them carrying me out of the gym, so it’s kind of cool. They sent me the CD. They mailed it to me when I got home.
WATM: That’s kind of hilarious.
Wayne: And it says ‘Superman returns.’
WATM: It’s good that you can watch it.
Wayne: Yeah, I love it.
WATM:You pull that out at the parties?
Wayne: I think that helps mental fortitude to get past something like that. It’s one of those pivoting moments that you can either adapt and overcome it, or you’re going to let that absorb you. And that really defines you as a person, is how you adapt to that comfortability. Even openly talking about it. It doesn’t bother me. It’s just a chapter and we’re past it and I can block it off and keep going.
WATM: Did that end your Army career, at that moment?
Wayne: No, I came back and transitioned into recruiting and I really enjoyed my time in recruiting. I did a photoshoot with a local photographer, right when I got done doing my physical therapy. Started a Facebook page and it started to go viral, so I had over a hundred thousand followers in the first 30 days of having the page. And you know, I’m just a guy from Alabama. I didn’t know what the hell I was doing. I got a change of lifestyle discharge.
WATM: And at that point, had you considered bodybuilding and modeling?
Wayne: I didn’t know what to expect. I’ll be honest, but I was making about three times more than the Army was paying me. And I was just like, ‘Man.’ I didn’t know if it was going to be a career, but it was working and I was like, ‘Why not focus on this? This is really cool.’ Within the first six months, I had over a million followers across social media and I just kept leveraging that and growing it and then what a lot of people don’t know is I actually own five other pages within the fitness space on Facebook and have over 4.2 million followers on it.
And so I leveraged it to grow my personal brand. And so I started to understand the power of social media. If I could go back, I would have done things a little bit different. I would have put more of a focus into YouTube. But you know, it is what it is. Grew those pages and that helped leverage pretty much everything that I wanted from landing over 50 plus magazine covers. Covers with Iron Man, Muscle Fitness, Men’s Fitness, Men’s Muscle Health. I mean, even fashion magazines, like Vanity. Hype, in Europe. And for that, I did kind of a Gary Vaynerchuk approach of give, give, give, take.
WATM: I’m just curious. What’d your Army buddies say about all this? Were they like, ‘Bro, what are you doing?’
Wayne: (laughs) Yeah, yeah. That’s exactly what it was at the beginning until they saw, you get half a million followers within a few months and then a million, and then you start working with Under Armor and Nike and they’re like, ‘Oh my God.’ Everybody questioned it. Everybody questioned, ‘What the hell are you doing? How are you going to model in Alabama? That’s not a thing.’ And I’m like, ‘Well, I don’t really know, but it’s working, I’m doing the social media thing and I’m able to reach out, I can kind of cold call. I can establish a rapport.’ And I just kind of instinctively knew the inner workings of how to market and brand myself. And that’s without a coach and the highest level of education a GED. Just kind of started to understand the power of value and leveraged my value to get whatever it is that I wanted.
WATM: How was your physical journey into bodybuilding and modeling? Did you have issues with that? How did your combat injuries help you in that regard or make it even more challenging to find success?
Wayne: I would say 100% made it more challenging. I can’t do compression style training. And so a lot of it is adaptive, just HIIT style, high intensity interval, they call it, it’s like an 80s style. It’s like cut training, time under tension. I wanted to get lean, but also gain lean muscle at the same time. And so I just had to adapt and pivot my work training to kind of sustain the injuries and I didn’t want to make it worse than what it was. And so I’ve kind of just found my own routine and adapted and not put limitations with what I can and can’t do. There’s always a workaround.
WATM: Awesome. So how did you get into the steel business? And when did it occur to you that you thought I can add value to Red Line and start working on that front?
Wayne: I started Red Line in January of 2016, that’s officially when we started the LLC. Initially I just wanted to be a customer. I have a son, his name’s Carsyn. At the time, he was about four years old, loved baseball. He’s in T-ball, but absolutely loved baseball. And I reached out to a local shop and wanted to have a piece made and he reached back out and said ‘I’m backlogged about 10 to 12 weeks, but when we get caught up, I’ll let you know.’ And I said, ‘Okay, no worries.’ Ten minutes later, swear to God, 10 minutes later, he reached back out and says, ‘Holy shit, it’s Colin Wayne. I can’t believe it’s you!’ He said, ‘I can do this for you and have it done this week. And just let me know anything you want. I got you.’
And I pivoted the entire thing from, I said, without hesitation, ‘Maybe I can help you. And I do consulting, would love to kind of look at your business plan.’ And I spit out some information that kind of was like, ‘Look, man, I wanted to be a consumer. You didn’t have a followup sequence. You’re missing the mark. This is obviously an incredible product. I was willing to pay a premium for it for myself. You’re backlogged 10 to 12 weeks. There’s no way for very next day, and so that shifted the entire paradigm of my business plan. The plan for me was he already has the product, he has a preexisting business. He knows how to manufacture. He knows how to do CAD work. He already has the basics. I just need to come in here, create an infrastructure and help on the marketing backend. And so now, I had to figure out how in the hell to even run this machine. I didn’t have a clue and I still don’t really know, which is ironic because we have the largest customized steel manufacturing plant in the United States. And that was within three and a half years of an E-com business.
June 15th will be our four year anniversary of the website. We’ve shipped over four million products. We just hit our one millionth order about three weeks ago. And we’re about to hit 1.1 million projected probably Friday of this week. We have over 215,000 verified customer reviews on our website. And we’ve got over a billion, with a B, impressions for our business Redline Steel through paid ads.
WATM: That’s impressive. And you met the President?
Wayne: We attended the White House for Made in America week, which was really cool. Got a selfie with the president, which you probably saw on Fox News. And what was awesome, what I really, really appreciated a lot and it was kind of like an overwhelming feeling, just like when we hit our one millionth order, that was an overwhelming feeling, was President Trump, I tried to give him a flag and he wouldn’t take it. He wanted to buy one. And so that to me, yeah, that to me meant a lot because this was exactly what he said was, ‘If you donate the flag, it stays within the White House. But if I buy one, I can actually bring it with me.’ And so I don’t know, a month or two after the event, his administration reached out and said, ‘President Trump wanted to purchase a flag.’ And so we invoiced him, he paid it and we mailed him a flag. Then he actually wrote a letter. I asked him for a photo; he wrote us a letter that’s hanging up on my wall and he’s thanking me for the flag that he bought. That was a few months after the event. That was really cool. And what’s weird is as an entrepreneur, I’m always looking ahead. So it’s hard to reflect on what we’ve done and accomplished. Especially given the amount of time. Time is very valuable, but it almost becomes irrelevant because I’m so forward thinking that when I hit a hundred thousand orders, it was an overwhelming feeling. And that never took place again until three weeks ago, when we hit our one millionth. Even at 999,000, it didn’t sink in.
I’m a pretty, I would say a pretty dominant, strong-willed character, kind of an alpha, but I teared up, bro. I’m not going to lie. It was such an overwhelming, like, ‘Oh my God.’ Because I wanted this so bad. So I set, I’m really, really big on goal orientation and like setting something and you follow through with it. And so last year my goal was to hit that one million benchmark and I didn’t. Mentally, it really messed with me, man. I was upset at myself. I felt like a let down. I told my customers, I was kind of prophesying it. I was telling employees, man, we’re going to hit this and we didn’t hit it. I think that I have to kind of what I call being from Alabama, that fixated mentality of I don’t care if we’re up a hundred to zero, we missed the field goal. We missed this tackle. We missed these core principles, this KPI, what can we do to improve and sustain that growth? If we mess up, what can we do to not have that again? It’s kind of that AAR that goes into effect on a mass scale.
When you think about it, a million orders within that three year benchmark as an online business is very, very, very rare. You’re at that one of one tenth of a percent, but to me, it’s so realistic that it should have happened a while back. And so I lose track of that time and you don’t really appreciate what it is until you finally hit it.
WATM: How did you move past that? Improved comms? Leadership? Something different?
Wayne: We hired a recruiting firm, and I know that that was a pivoting moment for us when we actually invested into very, very solid leadership. My goal is to step down as the CEO within the next 18 to 24 months. I’ve never really publicly talked about it, but I’m big on passion and what’s in the best interest of the business. And so I would rather be the dumbest guy in the room and have other people very strong at what they do in those positions. And so hiring a recruiting firm to bring on talent that are very, very vetted has definitely played a significant role.
The challenge for me, most of the time has been, I can oversell and we can’t manufacture and produce product fast enough. I guess you could call it a rich man’s problem.
It’s been a challenge because I don’t want a bad customer journey experience, but at the same time, you want cashflow to keep up with the fixed and variable expenses. And so it’s a very thin line of balance between the two and running a lot of different departments at a business that’s scaling 30, 40 times year over year. We have an incredible team that’s been able to implement what is actually needed and applying an ERP system and looking at ways to advance our business so much further than what it currently is. So that the next four to five years we transition to that billion dollar valuation at that three, 400 million EBITDA. I think investing in the right leadership and then from the military stance, I would say, I was a Staff Sergeant, so I was kind of rounded for leaders. I liked the leaders that led from the front. I was fortunate enough to have compadre leaders that you can learn from and some great leaders, ones that you would genuinely walk into battle with and feel very comfortable that they have your sticks.
Applying that to my business in the sense that I’m not going to step on their toes, I trust their judgment calls. So I’ve allowed them to run those departments and essentially there’s a chain of command and they work through that. And that’s how we operate here. I’m not here to tell your department how you do it, go to your department head. And from there, you’ll follow the chain.
With COVID, we had to pivot our business model. So mid-March, I think it was actually exactly March 15. It was on a Sunday, somewhere right around there. I was driving to work. I had something on my heart to give back to the medical staff. My step-mom passed away earlier in the year and she did 35 years as a registered nurse. And we had a nurse piece, a stethoscope with the shape of a heart and it said, ‘Nurse life,’ in it. And so that was our first product and it kind of evolved from there. I did a live stream on Redline’s page and I said, ‘I want to give a thousand of these away for free.’ The response was incredible. Within about 30 to 45 minutes, we were completely sold out and started to see a massive demand and just requests for other items. So we pivoted to an entire give back collection.
That was on Sunday. I came in Monday when my team was here and I said, ‘Look, every day this week, we’re going to create a product category and we’re going to launch it.’ The first day, we launched, we ended up launching 19 products in total from military and all first responders to even mail carriers, even airline. And then we went into more recently with teacher appreciation day. We launched a teacher apple and now with Memorial Day, we have a fallen soldier Memorial piece that we’re going to release.
WATM: What’s the why behind that?
Wayne: One, I’m a humanitarian. I love to give back. I really do. I genuinely do. But from a business side that allowed free cashflow to sustain the business so that I didn’t have to furlough any of my employees. And then to take it a step further, we ended up putting in a purchase order of over 250,000 units through a local company and source them to cut the pieces for us. And that ended up giving them over 1400 working hours for their employees that would have gotten furloughed. So it’s not just the impact within Redline. We also helped hundreds of families across North Alabama sustain a job and working hours.
WATM: You’re doing amazing things, Colin. Thanks for your time.
Wayne: It’s been an incredible journey, man. I’m excited for what happens next. Thank you.
The “boat people,” as they came to be known, are an oft-forgotten footnote at the end of the Vietnam War. In the years following the U.S. withdrawal and the subsequent fall of South Vietnam to the Communist north, refugees packed ships leaving the southern half, bound for anywhere but there.
Between 1975 and 1995 some 800,000 people faced pirates, traffickers, and storms to escape the grip of Communism and make it to a new life in places like Singapore, Hong Kong, Indonesia, or elsewhere. Images of boat people adrift on any kind of ship routinely made the nightly news. Rescued refugees would be resettled anywhere they would be accepted, many of them ending up in the Western United States. One of those people was Air Force Reserve Lt. Col. Asan Bui.
Vietnamese “Boat People” being rescued while adrift at sea.
Asan Bui was born on one of those vessels, adrift in the ocean, bound for nowhere, some 44 years ago. He was a citizen of no country. His father took his then-pregnant mother out of Vietnam because he had served in South Vietnam’s army as an artilleryman. Against all odds, he, his wife, and five children all escaped the iron curtain as it came crashing down.
Bui, like many who fought for anti-Communist South Vietnam, faced persecution and execution at the hands of the oncoming Communists in 1975. The fall of the southern capital at Saigon was imminent, and many were looking for a way to flee. Asan Bui’s father took his family by boat.
Air Force Reserve, Lt. Col. Asan Bui was born at sea 44 years ago while adrift in the ocean aboard a wooden boat.
(U.S. Air Force Reserve photo by Senior Airman Brandon Kalloo Sanes)
Bui’s family was just the tip of the iceberg. The fall of Saigon caused 1.6 million Vietnamese people to flee South Vietnam. The elder Bui was not happy to leave and wanted to fight the Communists every inch of the way. His sense soon got the better of him, though. If he were captured, he would likely have been tortured and killed.
“Anyone that fought alongside the United States would be killed or imprisoned in re-education camps,” Bui told the Air Force Reserve. “I have personally spoken with individuals that have gone through this brutal ordeal and survived. Some were not released for over a decade and still carry the traumatic scars.”
Lt. Col. Bui’s father, Chien Van Bui, calls in artillery fire during the Vietnam War.
(Photo provided by Lt. Col. Asan Bui)
If they did survive the capture and torture, Southern fighters could look forward to hard time in Communist labor camps, re-education centers, or worse. Instead of all that, Chien Van Bui fled with his family. When the family was rescued, they were taken to Camp Asan in Guam, naming their newborn child after the camp they called home.
Asan Bui joined the United States Air Force in his mid-twenties, now serving his 19th year for the country that took him in and allowed him to start a family of his own. Lt. Col. Asan Bui is the commander of the 920th Rescue Wing at Patrick AFB, Fla. He is dedicated to continued service.
“I want to honor those (military and sponsors) that have sacrificed so much for my family and the Vietnamese refugees,” said Bui. “Especially the Vietnam veterans.”
During fiscal year 2018, which ended Sept. 30, 2018, the US Coast Guard intercepted just over 458,000 pounds of cocaine. That was the second most in a year on record, behind fiscal year 2017, when 493,000 pounds were seized, which topped the previous record of 443,000 pounds in fiscal year 2016.
“The Coast Guard has interdicted more than … 1.3 million pounds of illicit cocaine in the last three years, and that rolls up to be about $18 billion of wholesale value on American streets,” Coast Guard Commandant Adm. Karl Schultz said Nov. 15, 2018, aboard the cutter James, which was offloading nearly 38,000 pounds of cocaine seized in the eastern Pacific Ocean.
The pursuit of traffickers on the high seas, working with other US agencies and international partners, was part of what Schultz described as a “push-out-the-border strategy” to target the smuggling process at the point when the loads were the largest and most vulnerable.
US Coast Guardsmen board a narco sub as part of a drug seizure in early September 2016.
(US Coast Guard photo)
“We’re pushing our land border 1,500 miles deep into the ocean here a little bit, and that’s where we find the success taking large loads of cocaine down at sea,” Shultz said aboard the James, which seized more than 19,000 pounds of the cocaine offloaded on Nov. 15, 2018.
“When we take down drugs at sea it reduces the violence. It maximizes the impact. When these loads land in Mexico, in Guatemala, Honduras, Panama, they get distributed into very small loads, very hard to detect, and there’s associated violence,” he added.
But the Coast Guard can see much more than it can catch.
In the eastern Pacific Ocean, where about 85% of the cocaine smuggling between South America and the US takes place, “We have visibility on about 85% of that activity,” Schultz said. “Because of the capacity — the number of ships, the number of aircraft — [we act on] about 25% to 30% of that,” he added.
A suspected smuggler, who jumped from his burning vessel, is pulled aboard an interceptor boat from the USS Zephyr by members of the US Coast Guard and Navy in international waters of the Eastern Pacific Ocean on April 7, 2018.
(US Coast Guard photo)
Schultz is not the first Coast Guard official to note the gap between what the service can see and what it can stop.
In September 2017, Adm. Charles Ray told senators that the service has “good intelligence on between 80% and 90% of these movements,” referring to trafficking in the eastern Pacific Ocean and Caribbean.
But “we only have the capacity to get after about 30% of those” shipments, added Ray, who is now the Coast Guard’s vice commandant.
The eastern Pacific Ocean from the west coast of South America to the Galapagos Islands and up to waters off western Mexico and the southwest US is an area about the size of the continental US, Ray said.
“On any given day we’ll have between six to 10 Coast Guard cutters down here,” he added. “If you imagine placing that on [an area the size of] the United States … it’s a capacity challenge.”
Schultz’s predecessor, now-retired Adm. Paul Zukunft, noted a similar gap.
The Coast Guard provides the “biggest bang for the buck,” Zukunft told The New York Times in summer 2017. “But our resources are limited.”
“As a result, we can’t catch all the drug smuggling we know about,” Zukunft added. “Just last year we had intelligence on nearly 580 possible shipments but couldn’t go intercept them because we didn’t have the ships or planes to go after them.”
Schultz acknowledged that with more resources the Coast Guard could stop more, but said the service was getting the most out of its assets and its partners — including the Defense and Homeland Security departments and other countries in the region.
“We have DoD support, we have partner-nation contributions … so it’s that team sport, but there is a conversation about capacity,” Schultz said. “More Coast Guard capability, more enablers like long-range surveillance airplanes and … we’d take more drugs off the water.”
“What I’m proud about is we’re putting every ounce of energy we’ve got into this fight.”
The Coast Guard cutter James interdicts a low-profile vessel in the eastern Pacific Ocean, Oct. 22, 2018.
(US Coast Guard photo)
Booming cocaine production in Colombia has kept a steady flow of drugs heading north. Smugglers use a variety of vessels, from simple outboard boats to commercial fishing vessels. The more frequent appearance of low-profile vessels, often called narco subs, points to traffickers’ increasing sophistication.
The Coast Guard has said it caught a record six narco subs in fiscal year 2016, which ended in September 2016. In September 2017, the service said it had seen a “resurgence” of such vessels, catching seven of them since June that year.
“We’re seeing more of these low-profile vessels; 40-plus feet long … it rides on the surface, multiple outboard engines, moves 18, 22 knots … and they can carry large loads of contraband,” Schultz told Business Insider in 2018.
Narco subs can cost id=”listicle-2620799501″ million to million but can carry multiton loads of cocaine worth tens of millions of dollars in the US.
Mike Vigil, former chief of international operations for the US Drug Enforcement Administration, estimated Colombian traffickers were building 100 narco subs a year and said the DEA believed at least 30% to 40% of drugs coming to the US were moving on those vessels, but authorities were likely only intercepting 5% of them.
A Coast Guard Cutter Stratton boarding team investigates a self-propelled semi-submersible interdicted in international waters off the coast of Central America, July 19, 2015.
(US Coast Guard photo by Petty Officer 2nd Class LaNola Stone)
The Coast Guard’s own estimate indicates that it can block only a sliver of the narcotics coming to the US by sea.
Asked what was needed to address the flow of narcotics, Ray in late 2017 pointed to the offshore-patrol-cutter program, which the Coast Guard has said will bridge the gap between national-security cutters like the James, which patrol open ocean, and fast-response cutters, which patrol closer to shore.
The first offshore-patrol cutter isn’t scheduled to be delivered until 2021.
Coast Guard officials have touted the capabilities of national-security cutters, like the James, which were introduced in 2008 and of which six are in service.
But the other cutters that seized drugs offloaded by the James on Nov. 15, 2018, were, on average, 41 years old, “and are increasingly more difficult to maintain and more costly to operate” Claire Grady, the Homeland Security Department’s chief of management, said on Nov. 15, 2018.
“For the Coast Guard to remain always ready to combat transnational crime and conduct its 10 other statutory missions,” Grady added, “it’s imperative to recapitalize its aging fleet.”
This article originally appeared on Business Insider. Follow @BusinessInsider on Twitter.
A 60-day stop-movement order from the Pentagon in late March, meant to help stem the spread of the coronavirus, threw the lives of many US military personnel into uncertainty, keeping them from leaving for or returning from deployment or from traveling to new duty stations.
But the military remains a vital to the US government’s response to the pandemic, of which its mobility element, the air component in particular, has been a major part.
“There are critical missions that cannot stop,” Air Force Chief of Staff Gen. David Goldfein, the service’s top uniformed officer, said last week. “I don’t believe that we’re going to get any relief, nor should we expect any relief, on the global mobility [mission].”
Transportation Command, which manages that mobility mission, has seen “a reduction in movements” because of that order, Army Gen. Stephen Lyons, head of Transcom, told reporters on March 31. “But we are also seeing a necessity to continue to operate for mission-essential tasks and operations.”
Transcom is focused on protecting the force against the outbreak, maintaining mission readiness, and remaining ready to support the FEMA and other interagency efforts to counter the outbreak, Lyons said.
Operations by Air Mobility Command, Transcom’s air component, are “consistent” with the those priorities, Lt. Gen. Jon Thomas, AMC’s deputy commander, told reporters on April 3.
Below, you can see what Transcom and AMC are doing to safeguard their aircrews as they carry out that response.
Air Force Lt. Gen. Jon T. Thomas, deputy commander of Air Mobility Command, briefs the media via telephone at the Pentagon, April 3, 2020.
The Air Force has given local commanders authority to act to stay ahead of the threat and is encouraging airmen to follow CDC guidelines, Thomas said.
“We’ve implemented staggered shifts, exercised telework options, and employed Health Protection Condition Charlie measures at all our installations to promote physical distancing” to help limit the spread of the coronavirus, Thomas said.
87th Medical Group members screen patients outside as a preventative measure to help reduce the spread of COVID-19 at Joint Base McGuire-Dix-Lakehurst, New Jersey, March 30, 2020.
To maintain operational capability, Thomas said, “we’re doing things like medical screening, temperature checks, and other measures for aircrew and passengers transiting areas of COVID-19 risk.”
“As necessary, for certain locations, we’re also taking measures to ensure that AMC forces that are moving globally from one location to another do not pose undue risk for the host units as we transit those locations,” Thomas told reporters at the Pentagon.
1st Lt. Bryan Burns and 1st Lt. James Conlan shut down their C-17 at the Memphis Air National Guard Base after delivering COVID-19 test kits from Aviano, Italy, April 2, 2020.
“Obviously when you’re in the cockpit, there’s no way to get 6 foot apart,” Lyons said when asked about social distancing in aircraft. “The way that we’re managing our flight crews is unique in many ways, and we’re trying to create an isolated system of systems, if you would, even in motion.”
“Where we billet them is controlled. Where they eat from, their food is delivered. So we’re trying to create a very concerted cocoon, if you would, over our entire flight crew apparatus,” Lyons told reporters at the Pentagon.
“And knock on wood, that seems to be working to date. It allows us to continue mission and protect the force at the same time,” Lyons said. But “you can’t telework and fly a plane,” he added, “so there are exceptions that we’re working through.”
437th Maintenance Group instructors teach squadron flying crew chiefs how to disinfect the interior of a C-17 at Joint Base Charleston, South Carolina, April 2, 2020.
Lyons said Transcom was working to keep aircrews “very, very isolated” to avoid picking up the disease. “You might characterize it as isolation in motion.”
Those crews go “straight from the aircraft into billets” upon arriving in another country, Lyons said. “They don’t go out for food. They don’t leave the billet until their next mission, and it’s a very, very controlled environment.
“That’s how we mitigate moving from a country that might be a level-three country,” a designation that covers much of Europe, Lyons added. “They never actually leave that base. And even inside that base, they’re very, very controlled.”
US Air Force aircrew unload COVID-19 testing swabs at the Memphis Air National Guard Base, March 19, 2020.
Transcom and AMC continue to support the coronavirus response by moving supplies and equipment across the country and around the world.
Air Mobility Command C-130s have moved equipment and personnel to help set up Army field hospitals in New York and Washington state, Thomas said.
“We’ve got Air Mobility liaison officers that are helping to coordinate those movements as well as commercial air movements totaling nine missions, transporting 7.8 tons of cargo and hundreds of personnel to those locations,” Thomas added.
Since mid-March, Air Force C-17s have also delivered 3.5 million swabs for coronavirus test kits from Italy to Memphis, Tennessee, for distribution in the US.
The seventh shipment arrived on April 2, when a C-17 landed in Memphis with about 972,000 swabs, Thomas said on April 3, adding that the eighth mission was to arrive that day and the ninth was scheduled to arrive this week.
A 437th Aircraft Maintenance Squadron flying crew chief prepares to simulate disinfecting a C-17 at Joint Base Charleston, South Carolina, April 2, 2020.
Transcom and AMC have also moved COVID-19 patients, which poses a different set of challenges.
“We did move a COVID-positive patient this past weekend AFRICOM, specifically from Djibouti, up to Landstuhl in Germany to get the level of support that particular patient needed,” Lyons said March 31.
“We are also working, candidly, to increase our capacity to be able to meet these kind of requirements because we know they’re increasing.”
A US Air Force C-17 is prepped to transport a Transportation Isolation System during a training exercise, March 6, 2019.
“Our approach to patient movement for COVID, particularly for highly contagious patients, is to move them in an isolation system,” either via air ambulance or with the Transportation Isolation System developed during the Ebola crisis, Lyons said.
“We’re working with scientists around the Air Force and Defense Threat Reduction and NASA and some others to really study the aircraft circulation flow and implications of the movement of those particulates and potential impacts on crews, so that we can indeed move COVID-positive patients and passengers without an isolation unit adequately protecting the crew,” Lyons added.
Flight nurses and critical-care air-transport team members prepare a Transport Isolation System for simulated Ebola patients during an exercise at Joint Base Charleston, South Carolina, October 23, 2019.
The TIS allows in-flight treatment of infected patients without exposing the aircraft’s crew. Thomas said Friday that his command hadn’t gotten specific requests to move a patient in that system and that AMC had “not conducted any evacuations of a COVID-19-infected patient to date.”
“But the combination of transporting large volumes of patients with a highly infectious disease — the transmission of which we still don’t completely understand — on a pressurized aircraft within which the air constantly circulates, and potentially making these movements from remote and austere locations over intercontinental distance, all while protecting the flight and medical crew from infection so that they remain available for future missions is a challenging task even for the Air Mobility Command,” Thomas said.
An airman picks up lunch at the Patterson Dining Facility at Dover Air Force Base in Delaware, March 30, 2020. The tables in front of the counter are meant to help enforce social distancing and mitigate the spread of COVID-19.
AMC has interim COVID patient movement capability on alert in several places around the planet, Thomas said, adding that “in the event increased volume of patient flow is required, AMC will be prepared to increase throughput using other means.”
Asked about coronavirus outbreaks within AMC, Thomas avoided specifics, saying there had been “manifestations of COVID-19 on our military installations” but no manifestation “on our installations that would suggest that we’ll have any difficulty executing our missions at this point.”
“The extent of it, I don’t think I want to get into a significant amount of detail on,” Thomas said. “It is something that we have to be cognizant [of] and constantly watching.”
A C-17 on the flight line during an Air Mobility Command exercise at Joint Base Charleston, South Carolina, August 16, 2016.
Lyons also declined to discuss specifics when asked how many Transcom personnel had tested positive for COVID-19. But he said his command’s positive rates were “very, very low — single digits across the entire mobility enterprise.”
“That will change over time. I acknowledge that,” Lyons added. “Every day we’re making a concerted effort to understand how do we protect the force and maintain a level of resiliency to operate this global mobility enterprise for the department.”
In April 1990, the FBI was called to Teddy Roosevelt’s house. No one would dare steal from TR while he was alive, but since he had been dead for 70-plus years and his house was long ago turned into a museum, the thief was able to rob the place and make off with an important piece of Americana: Teddy Roosevelt’s piece. They stole the pistol he used at the Battle of San Juan Hill.
To this day, no one knows who took it, and only the FBI knows who turned it in, but now it’s back where it belongs. Its history is America’s history, and the history of Teddy Roosevelt’s sidearm matches the legacy of the man who wielded it. It started with a sinking ship.
In 1976, the Navy discovered the USS Maine was actually sunk by a fire that hit its ammunition stores, but let’s not let the facts get in the way of a good story.
In 1898, the USS Maine exploded in Havana harbor, a port owned by Spain at the time. Since anti-Spanish sentiment and pro-Cuban Independence was at a fever pitch among Americans at the time, the incident was blamed on a Spanish mine. Even an official Navy inquiry supported the mine theory. With more than 250 American sailors dead, the United States had to respond, and they did so by declaring war on Spain.
Teddy Roosevelt was the Assistant Secretary of the Navy at the time. Incensed by the Spanish provocation, it wasn’t enough for TR to just dispatch American warships to distant Spanish colonies. The man felt he had to go kill some Spaniards personally – and he did. He helped raise the 1st U.S. Volunteer Cavalry and deployed to Spain with an insane, ragtag group of cowboys, journalists, and athletes, the likes of which the world will never see again.
Someone should have told Spain that white was a bad choice of uniform color.
Roosevelt earned a Medal of Honor for leading what was supposed to be an overmatched support column on a daring charge up the hill that totally routed the defending Spanish, and he did it wielding a Colt Model 1892 Army and Navy double-action, six-shot revolver, one special to Roosevelt for many reasons.
You can’t spell “counterattack” without the letters ‘T’ and ‘R.’
The weapon is valued at over id=”listicle-2628915902″ million and has an inscription above the grips: “From the sunken battle ship Maine” and “July 1st, 1898. San Juan. Carried and used by Col. Theodore Roosevelt.”
The April 1990 theft was actually the second time the pistol had been taken from Sagamore Hill. The first time was in 1936 when it was removed from the case, but the thief panicked and threw the weapon into the woods nearby. Roosevelt’s sidearm and 1st Volunteers uniform are considered the most priceless artifacts on display at the museum.
Recently, I spoke with the Sergeant Major of the Army about COVID-19 and the challenges and opportunities we are facing right now as an Army and a Nation. He highlighted that now is the time to reassess our goals and set new ones.
One of your goals might be to read a book or two during this time. Goals are important and they are even more important now, as we all deal with the necessary restrictions to stop the spread.
We spoke again this week and he shared his reading list with me. He found that reading has helped him grow professionally and as a person. SMA Grinston also shared that reading helps him take a mental break from the day-to-day stressors of life. He even says that if he wasn’t a reader, he wouldn’t be the Sergeant Major of the Army.
You will notice that most of the books on this list aren’t about military battles or written by people in the Army for people in the Army. For the SMA, he likes to read about things outside the military to get new and fresh ideas. We both hope you find something on here that interests you.
1. Nudge: Improving Decisions About Health, Wealth, and Happiness by Richard M. Thaler and Cass R. Sunstein
This is a controversial book –which is one of the reasons I like it. I read it when I was the FORSCOM Sergeant Major and it’s about choice architecture and how small changes to our environment can make a big difference. For example, the authors discuss an elementary school that placed food in different locations in the cafeteria to “nudge” the kids to make healthier choices…and it worked.
Since reading this book, I look at how I can make small changes to the placement of things in my personal life or in the Army to make it better.
2. Start with Why: How Great Leaders Inspire Action by Simon Sinek
I read this book as a brigade or division sergeant major, and it reminded me that sometimes in the Army we jump to the end first. When we ask our soldiers to do something, we focus on the how or the what and forget to explain the why.
Our enlisted Soldiers are smart, and when you explain the why to them, it increases their commitment to the mission. Sometimes, there isn’t enough time to explain why we are doing something, especially in the middle of a firefight, but most of the time we can. And as leaders, this is where we need to start.
3. The Slight Edge: Turning Simple Disciplines into Massive Success and Happiness by Jeff Olson and John David Mann
After I was nominated Sergeant Major of the Army, people asked me for the keys to my professional success. I struggled to answer this question until the commander of the Old Guard recommended this book. Slight Edge helped me define for others how to be successful in the Army and how I got to where I’m at today.
The authors of this book look at what happens when you do something that no one else is willing to do and continue to do it over a long period of time. I’ve been in the Army for 32 years and every morning I wake up and do physical fitness. I read books for self-development. Doing those small things over time, year after year, made a difference in the long run. It’s about developing the discipline and commitment over a long period of time to achieve your goals.
4. Outliers: The Story of Success by Malcolm Gladwell
I think I was a Platoon Sergeant or Sergeant First Class when I read this book. Malcolm Gladwell discusses how it’s not only innate abilities that make people successful, other factors play a major role too –like timing.
One of the examples he uses in the book is Bill Gates. Growing up, Bill Gates had access to a computer early in his life which afforded him the opportunity to get 10,000 hours of practice with programming. Yes, he was born in the right place at the right time, but he also took advantage of the opportunity to make himself better.
This book has helped me focus on looking at the opportunities within assignments. I remember when I was nominated to be the brigade sergeant major of an infantry brigade. That job gave me the requisite skills and opened doors that led me down a path to where I am today. We all have the opportunity to be an outlier if we have the right mindset.
5. Mindset: The New Psychology of Success by Carol S. Dweck
Since reading Mindset, there isn’t a day that goes by that I don’t reference or think about it. She writes about two mindsets: Growth vs. Fixed. A growth mindset says that even though I’m not good at a certain skill, I can learn and get better over time. With a fixed mindset, we don’t even try because we think we can’t grow beyond our current skill set. This line of thinking becomes more dangerous the higher in rank and position that leaders go in the Army.
6. Becoming a Resonant Leader: Develop Your Emotional Intelligence, Renew Your Relationships, Sustain Your Effectiveness by Annie McKee
I read this one as a corps sergeant major and this is probably my all-time favorite leadership book. Have you ever worked for someone and knew they weren’t listening to anything you said? As leaders, our level of emotional intelligence has a major impact on the morale of our Soldiers. We have to listen to our people and be mindful and show empathy.
This book made me a better leader, sergeant major, and follower. I started paying more attention to my own mindfulness.
I read this one around the time I was a sergeant first class or first sergeant and it taught me about the importance of managing talent. Welch writes that the top 5% of any organization needs to be identified and properly managed. He also writes that there is a large population of strong performers that will never be the top 5%, but are also important to the organization. He discusses how to identify, manage, and motivate both groups.
8. Thinking, Fast and Slow by Daniel Kahneman
This is the hardest book to read on this list. It took me a while to get through but I found it beneficial to understand the psychology of decision-making. I gained a much greater understanding and appreciation for how the mind works.
It’s difficult to read, but it helps us better understand how the mind works. If you like sociology and psychology books, this is a great starting place. The higher I go in position in the Army, the more I realize how important it is to understand human behavior. I have a greater appreciation now for how logic and emotion work together in the decision-making process and I know I’m a better leader and person for it.
I read this one when I was a staff sergeant. I remember my battalion commander making all the officers read it and I wanted to learn something alongside them.
This was another controversial book when it was written. Heinlein uses science fiction to talk about what it means to be a citizen; he addresses the need for corrective training and several other issues that we see playing out today. This book is a fun read and makes for a great discussion between leaders in a unit.
I read this one when I was a brigade sergeant major. It’s a thick one so if you decide to tackle it, it might take you awhile. I like Once an Eagle because it covers an entire career of an individual, his commitment to the Army, and the lessons he learns along the way. I found that when I read it, I put myself in the shoes of the main character and reflected on my own career.
During our interview, Grinston said he hopes you will want to read and take the opportunity now to start the habit of reading for professional development.
“I know life is difficult right now for a lot of people. But we will get through this.”
On May 14, 2020, America lost one of her heroes to a deadly enemy: cancer. He was only 41 years old. But in those 41 years, Shurer accomplished more than most do in a much longer lifetime. His life was one of unwavering service – to his family, his friends and the nation he swore to protect, at all costs.
Ronald J. Shurer II was born in Alaska to parents actively serving in the United States Air Force. He spent his formative years in Washington state, eventually graduating from Washington State University with his bachelor’s degree in business administration. After graduating, he hoped to become a marine. A previous diagnosis of pancreatitis prevented that dream from coming to fruition. In September of 2001 he was a graduate student with big plans.
9/11 changed them.
In 2002, Shurer enlisted in the United States Army and became a medic, eventually qualifying to be a part of the Special Forces. He completed his training, which included the national paramedic program and an internship in a hospital emergency room. In a previous interview with Military.com, he shared that he became a medic because he wanted to not only help during the war, but take care of the guys fighting it.
Shurer promoted to staff sergeant within the 3rd Special Forces Group in 2006. By November of 2007, he was deployed with Combined Joint Special Operations Task Force in Afghanistan for Operation Enduring Freedom. That deployment would change the trajectory of his entire life.
On April 6, 2008 he was a part of a joint forces raid that was aiming to capture or kill Gulbuddin Hekmatyar in the Shok Valley of the Nuristan Province of Afghanistan. As he and his team worked their way through the valley, they came under enemy attack.
The Special Forces team was under fire from snipers, machine guns and rocket propelled grenades. Almost immediately they suffered several casualties and were trapped. Despite the overwhelming danger, Shurer ran through the bullets to reach an injured soldier. He worked quickly to stabilize him and then joined in the firefight for over an hour, trying to make his way to more injured soldiers. He made it to four others and worked hard to save them. He was wounded in the arm and sustained a bullet to his helmet.
But he didn’t stop.
Shurer continued fighting to save the injured men until he got them evacuated. Reports indicate he even utilized his own body to shield them and keep them safe. He and other members of his team were awarded the silver star for their bravery and dedication during that fight.
He was honorably discharged in 2009 after returning home and went on to become a special agent in the United States Secret Service. Eventually, he was selected to be a part of the Counter Assault Team under the Special Operations Division.
In 2016, the Pentagon began conducting reviews of valor medal recipients. His story of service stood out. During the investigations in 2017, Shurer began to fight another enemy. Stage four lung cancer.
On October 1, 2018 he received the Medal of Honor from President Donald Trump, with a beard. Although many would go on to assume he was sporting in protest to the shaving rules, the truth was he couldn’t shave. The chemo caused painful rashes anytime he shaved.
On his award record, it states that he was given the recognition “for conspicuous gallantry and intrepidity at the risk of life above and beyond the call of duty.” He would carry this devotion and bravery into his next fight.
Shurer brought the world into his cancer treatments, often posting updates on Instagram. On May 12, 2020 he shared on Instagram that he had been unconscious for a week and on a ventilator. The post stated that the medical team was going to attempt to take him off but didn’t know how it would go. It was shared with a picture of him with a peace sign and his smiling wife, Miranda.
[instagram https://www.instagram.com/p/CAIrKpypdQC/?utm_source=ig_web_copy_link expand=1]Ronald J Shurer II on Instagram: “Very upset to write this…. been unconscious for a week. They are going to try and take it out in a couple hours, they can’t tell me if it…”
The only thing the backlash against the player protests changed is a guarantee that the networks won’t air the national anthem. Ever. The fact is, it’s time to get over the kneeling protests. Some players are going to kneel, but they’re still going to play — and football season is still fun.
Touchdown celebrations are back, football commercials are back, and the Cleveland Browns are back. That’s just the start of it. Despite a goofy new roughing the passer rule that would get Clay Matthews flagged even if he wasn’t in the game, much of this NFL season is has been a lot of fun so far, and it’s still early.
There’s a lot to love about this NFL season. Just remember: If you actually made into the stadium in time to see the national anthem, you’d probably be in line for beer or nachos (or the Texas Torta if you’re in Dallas) anyway.
I know I mentioned this already but the days of the “No Fun League” are gone. Players are allowed to be happy when they score touchdowns again. This includes Lambeau Leaps, spiking the ball, fusion dances and whatever else players can come up with!
There’s nothing more distressing than watching every announcer on CBS, Fox, and the NFL Network predict the Bengals are going to lose every Sunday morning here in LA while I’m waiting for my local sports bar to stop serving breakfast. The highlight of the pregame hours is Riggle’s Picks on Fox. If you’re not familiar, comedian and Marine Corps veteran Rob Riggle picks his winners for the day via sketch comedy and invites a few surprise guests to join him.
He also takes the time to ridicule the hosts of Fox’s NFL coverage as well as player news, coaches, and teams in the NFL during the season. Just remember that Riggle’s beloved Kansas City Chiefs are always picked before you pick along.
Shannon Corbeil doesn’t even know how to play football. Why is she so good at this? WHY
Office Football Pools
Even if you’re not into following all the NFL action every Sunday or you don’t have a team to pull for, you can still have at least a mild interest in joining an office football pool like ours, which is a double elimination pool and would really great if the goddamn Eagles had actually tried to win on Sunday instead of giving up at the last second as I watched the defending Super Bowl Champs lose to the Titans who barely beat the now 1-3 Texans. Awesome. Just great, Jawns.
You’ll always have that win over the Patriots, Detroit.
Cincinnati at Atlanta was decided by an AJ Green Touchdown in the last seconds of the game. Texans-Colts, Raiders-Browns, and Eagles-Titans were all decided by field goals in overtime while four other games were won by a score or less.
Week 4 in the NFL was as fun as watching drunk Packers fans and Vikings fans yell at each other in a Buffalo Wild Wings during Week 2 – except we then we had to watch that game end in a tie. No ties in Week 5!
Time to give Le’Veon Bell whatever he wants.
The Steelers Suck
There’s nothing more satisfying than watching Pittsburgh struggle, except for maybe seeing them last in the AFC North, below Cleveland. Watching the Steelers barely beat the Buccaneers, tie the Browns in their season opener, and get destroyed by the Chiefs and Ravens is something I’ve waited for as long as I’ve waited for Andy Dalton to become elite.
Seems like forever.
The Patriots Also Struggle
I might be one of very few NFL fans outside of the greater Boston area who doesn’t really have a problem with Tom Brady but every time I think about the Patriots in another Super Bowl, I immediately get tired, bored, and wonder what else I have to do that Sunday.
I love that the Eagles were able to overcome and pull out a win in Super Bowl 52 (except they can’t seem to do that when they play the Titans, but whatever), and I’m excited that the picture for Super Bowl 53 might include some new teams or teams that haven’t made an appearance in a while.
The US Navy announced in May 2018, that it was restarting the 2nd Fleet to oversee the western Atlantic Ocean, including the North Atlantic and the US East Coast.
The decision comes after several years of tensions between NATO members and Russia — and several warnings from Western officials about growing Russian naval activity, including more sophisticated and more active submarines.
NATO has responded in kind, with a special focus on antisubmarine warfare — a capability that has waned among Western navies since the end of the Cold War.
For NATO members and other countries, augmenting antisubmarine abilities means not only adding ships but also advanced maritime-patrol aircraft to scour the sea. A number of aircraft on the market fill this role, but the US-made P-8A Poseidon is among the most sophisticated.
“What it can do from the air, and tracking submarines, is almost like Steven Spielberg,” Michael Fabey, author of the 2017 book “Crashback,” about China-US tensions in the Pacific, told Business Insider in early May 2018.
“I went up on a training flight,” he said, “and basically … they could read the insignia on a sailor’s hat from thousands of feet above.”
“It’s not the aircraft itself of course,” he added, but “all the goodies they put in there.”
‘The best ASW … platform in the fleet’
In 2004, the US Navy picked the P-8A Poseidon to succeed the P-3 Orion, which had been in operation since the 1960s. The first Poseidon entered service in 2013, and more than 60 are in service now.
The jet-powered P-8A is based on Boeing‘s 737 airliner, but it is specialized to withstand more strain, with aluminum skin that is 50% thicker than a commercial 737. Every surface is equipped for deicing.
A commercial 737 can be built in two weeks, but a P-8A takes roughly two months.
(U.S. Navy photo)
It has a ceiling of 41,000 feet, and, unlike the P-3, is designed to do most of its work at high altitude, where it has better fuel efficiency and its sensors are more effective. The Poseidon’s top speed of 564 mph is also 200 mph faster than the older Orion, allowing it to get to its station faster and reposition more quickly.
Among its sensors is the APY-10 radar, which can detect and identify ships on the surface and even pick up submarine periscopes. It can also provide long-distance imagery of ports or cities and perform surveillance along coasts or on land.
An electro-optical/infrared turret on the bottom of the plane offers a shorter-range search option and can carry up to seven sensors, including an image intensifier, a laser rangefinder, and infrared, which can detect heat from subs or from fires.
(US Navy photo by Chief Mass Comm. Specialist Keith DeVinney)
The Poseidon’s ALQ-240 Electronic Support Measure acts as an electromagnetic sensor and can track radar emitters. Its Advanced Airborne Sensor can do 360-degree scans on land and water. Other electronic surveillance measures allow it to passively monitor a wide area without detection.
The original P-8A design did not include the Magnetic Anomaly Detector that the P-3 carried to detect the metal in sub’s hulls. The MAD’s exclusion was controversial, but the P-8A can deploy sonar buoys to track subs, and recent upgrades allow it to use new buoys that last longer and have a broader search range.
It also carries an acoustic sensor and a hydrocarbon sensor designed to pick up fuel vapor from subs. The P-8A’s cabin can have up to seven operator consoles, and onboard computers compile data for those operators and then distribute it to friendly forces.
(US Navy photo by Mass Communication Specialist 3rd Class Jason Kofonow)
The P-8A carries its own armaments, including Harpoon antiship missiles, depth charges, MK-54 torpedoes, and naval mines. It can also deploy defensive countermeasures, including a laser and metallic chaff to confuse incoming missiles.
A dry-bay fire system uses sensors to detect fires on board and extinguish them, a P-8A pilot told The War Zone in early 2017.
“The P-8 is the best ASW localize/track platform in the fleet, one of the best maritime [Intelligence, Surveillance, Reconnaissance] assets in the world, with the ability to identify and track hundreds of contacts, and complete the kill chain for both surface and subsurface contacts if necessary,” the pilot said.
‘The next front-line, high-end maritime-patrol aircraft’
(U.S. Navy photo by Chief Mass Communication Specialist Keith DeVinney)
Russia’s submarine fleet is a fraction of its Cold War size, but its subs are more sophisticated and have been deployed as US and NATO attention has shifted away from antisubmarine efforts.
“We have found in the last two years we are very short of high-end antisubmarine-warfare hunters,” Royal Navy Vice Adm. Clive CC Johnstone, commander of NATO’s Allied Maritime Command, said in January 2018.
Along with interest in buying subs, “you see an increased focus on other types of antisubmarine, submarine-hunter platforms, so frigates and maritime-patrol aircraft and stuff like that,” Magnus Nordenman, director of the Transatlantic Security Initiative at the Atlantic Council, told Business Insider earlier this year.
In 2016, the UK announced it would buy nine P-8As. In 2017, Norway announced it was buying five.
Those purchases are part of efforts by the US, UK, and Norway to reinvigorate the Cold War maritime-surveillance network covering the sea between Greenland, Iceland, and the UK, known as the GIUK gap, through which Russian subs are traveling more frequently between their Northern Fleet base and the Atlantic.
In June 2017, defense ministers from France, Germany, Greece, Italy, Spain, and Turkey agreed to cooperate on “multinational maritime multimission aircraft capabilities.” The US Navy has increased its antisubmarine activities in Europe, leading with the P-8A.
The US’s 2018 defense budget included $14 million to refurbish hangers at Naval Air Station Keflavik in Iceland, where antisubmarine forces hunted German U-boats during World War II and patrols scoured northern latitudes during the Cold War.
The US Navy decided to leave Keflavik in 2006, but recent modifications would allow P-8As to be stationed there, though the Navy has said it doesn’t currently plan to reestablish a permanent presence.
(U.S. Navy photo by Lt. j.g. Grade Matthew Skoglund)
Poseidons operate over the Black Sea to track the growing number of Russian subs there. P-8As based at Naval Air Station Sigonella in Italy have reportedly helped hunt Russian subs lurking near NATO warships and taken part in antisubmarine-warfare exercises around the Mediterranean.
“The Poseidon is becoming the next front-line, high-end maritime-patrol aircraft,” Nordenman said. “Not only for the US, but increasingly for our allies in Europe, too.”
“I wouldn’t be surprised if we see more US rotations to Keflavik and deeper cooperation between the US, the UK, and Norway on maritime-patrol-aircraft operations in the Atlantic,” he added. “I would say this is just a first step.”
‘There is a requirement need out here’
(U.S. Navy photo by Mass Comm. Specialist 1st Class Jay M. Chu)
Like Russia, China has been investing in submarines, and its neighbors have growing interest in submarines and antisubmarine-warfare assets — including the P-8A.
India made its first purchase of the P-8I Neptune variant in 2009, buying eight that deployed in 2013. New Delhi bought four additional planes in 2016, and India’s navy chief said in January that the service was looking to buy more.
In early 2014, Australia agreed to buy eight P-8As for $3.6 billion. They are expected to arrive by 2021, and Canberra has the option to buy four more.
India and Australia are the only buyers in Asia so far, but others, including Indonesia, Malaysia, and Vietnam, are interested. South Korea said in February 2018, it would buy maritime-patrol aircraft from a foreign buyer — Boeing and Saab are reportedly competing for a contract worth $1.75 billion.
“There is a requirement need out here in the Asian region for P-8s,” Matt Carreon, Boeing’s head of sales for the P-8A, said in February 2018, pointing to the high volume of shipping, threat of piracy, and the “current political climate” as reasons for interest.
But overall sales have been underwhelming, likely in part because the Poseidon and its variants are relatively expensive, and their specialized features require a lengthy procurement process.
US Navy P-8As have also been more active around Asia, where their crews work with non-US military personnel, take part in search-and-rescue operations, and perform maritime surveillance over disputed areas, like the South China Sea, where they have monitored Chinese activity.
As in Europe, this can lead to dicey situations.
In August 2014, a P-8A operating 130 miles east of China’s Hainan Island had a close encounter with a Chinese J-11 fighter jet, which brought one of its wings within 20 feet of the P-8A and did a barrel roll over the patrol plane’s nose.
The jet also flew by the P-8A with its belly visible, “to make a point of showing its weapons,” the Pentagon said.
“I think the maritime mission is going to be as big as the land mission in the future, driven by Asian customers like Australia, India, Japan, Korea, and … other countries will certainly play a role,” Joseph Song, vice president for international strategic development at General Atomics Aeronautical, told Reuters.
This article originally appeared on Business Insider. Follow @BusinessInsider on Twitter.
The Crew of the ARLIGH BURKE-class USS COLE (DDG 67), escort their wounded ship aboard Navy tug vessel, USNS CATAWBA, to a staging point in the Yemeni harbor of Aden awaiting transportation by the Norwegian-owned semi-submersible heavy lift ship MV BLUE MARLIN back to their homeport, during Operation DETERMINED RESPONSE, on October 29, 2000. (Photo by: SGT DON L. MAES, USMC)
The US Navy released a powerful video Monday of retired sailors and a Gold Star mother recounting the deadly bombing of the destroyer USS Cole twenty years ago today.
In one heartbreaking scene, retired Master Chief Paul Abney breaks into tears as he remembers the loss of fellow sailor Operation Specialist 2nd Class Timothy Saunders. Abney said he stood watch with Saunders every day.
“Both of his legs were busted up so bad,” he recalled. “They were out of shape, they were all twisted on the Stokes stretcher they were carrying him on.”
Tears fill his eyes as he continues. “Still the same cheery personality, he gives me two thumbs up and says, ‘They’re taking care of me, master chief,’ as they were carrying him off on a Stoke stretcher.”
“He was the only shipmate who made it off and to the hospital that passed away over there,” he said. “Every other one that we got off the ship and triaged to get off soon enough they made it. The rest of them died before we ever got them off the ship.”
USS Cole was attacked by suicide bombers in a boat packed with explosives while in port in Yemen on October 12, 2000. The explosion tore a hole in the ship so large the crew spent several days containing the flooding that endangered the ship. “We almost lost her,” retired Command Master Chief James Parlier said in the video.
“The pressure of it knocked me back in my chair,” Abney said. “Along with it, all the lights went out. The next thing that I can really recall from the blast was this putrid, kind of acrid smoke. It was kind of hard to breathe. Everybody was choking from the smoke.”
Seventeen sailors were killed, and another 39 others were injured in the attack.
Among the deceased was James McDaniels. His mother, Dianne McDaniels, learned about the attack on the news. That evening, she was informed that her son was gone. “I’m glad he did what he did as far as serving because that’s what he wanted to do,” she said.
“These were young men and women that you knew personally. We had a crew of 275,” Parlier said. “Respectfully, to put them in a body bag is the worst thing I can ever think of.”
The attack was attributed to al Qaeda, which carried out attacks in the US a little over a year later on September 11, 2001.
It took a little over a year to repair USS Cole and return her to sea. Parlier said that when the ship was finally fixed and sailing again, he felt pride “because we told them son of a b——s that we were not defeated and that we were coming back.”
Remembering the Terrorist Attack on USS Cole (DDG 67), Oct. 12, 2000