Dutch police are going retro in their approach to taking out small drones — by using birds.
The use of trained birds of prey for hunting dates back more than two millennium. But back then, the prey was usually smaller birds.
Now, it’s drones.
A video released Netherlands police shows a small quadcopter drone — a hobbyist model capable of carrying small payloads — rising into the air, only to be quickly snared and brought down by a trained hawk.
Though much of the world’s attention is routinely focused on the large military drones flying combat missions at medium- and high-altitudes, domestic security and law enforcement agencies have their own concerns over smaller recreational models.
In January 2015, for example, a drone too small to be detected by White House radar crashed into a tree on the south lawn in the middle of the night. Secret Service immediately recognized it had a new kind of problem.
Only days earlier, during a Department of Homeland Security conference on the dangers posed by small drones, one official warned that the remotely piloted devices could be mounted with chemical or biological agents.
“Guard from Above,” the company Dutch police are using for its anti-drone efforts, says some drone operators may also mount cameras on the machines to look where they have no business looking.
“Our GFA-trained birds and GFA-trained Birdhandlers are stationed at high risk locations,” the company says on its site. “We also train staff of Police, Defense forces, Prison and correctional officers and security companies to handle GFA-trained birds.”
If the anti-drone hawks and eagles prove successful in The Netherlands, perhaps the U.S. military branches will come up with a new occupational specialty for base security: falconry.
The military has very talented photographers in the ranks, and they constantly attempt to capture what life as a service member is like during training and at war. Here are the best military photos of the week:
Two Israeli F-35 “Adirs” fly in formation and display the U.S. and Israeli flags after receiving fuel from a Tennessee Air National Guard KC-135, Dec, 6, 2016. The U.S. and Israel have a military relationship built on trust developed through decades of cooperation.
Airmen, assigned to the 366th Fighter Wing, perform diagnostic checks on an F-15E Strike Eagle at Mountain Home Air Force Base, Idaho, Dec. 3, 2016. Their particular F-15E was gearing up to deploy to the annual Checkered Flag exercise hosted by Tyndall AFB. Checkered Flag is a large-force exercise that gives a large number of legacy and fifth-generation aircraft the chance to practice combat training together in a simulated deployed environment.
U.S. Soldiers assigned to Charlie Battery, 1st Battalion, 320th Field Artillery Regiment, 2nd Brigade Combat Team, 101st Airborne Division fire a M777 A2 Howitzer in support of Iraqi security forces at Platoon Assembly Area 14, Iraq, Dec. 7, 2016. Charlie Battery conducted the fire mission in support of Combined Joint Task Force – Operation Inherent Resolve, the global Coalition to defeat ISIL in Iraq and Syria.
Ukrainian Soldiers assigned to 1st Battalion, 80th Airmobile Brigade fire a ZU-23-2 towed antiaircraft weapon before conducting an air assault mission in conjunction with a situational training exercise led by Soldiers from 6th Squadron, 8th Cavalry Regiment, 2nd Infantry Brigade Combat Team, 3rd Infantry Division, Nov. 28, 2016 at the International Peacekeeping and Security Center. This training is part of their 55-day rotation with the Joint Multinational Training Group-Ukraine. JMTG-U is focused on helping to develop an enduring and sustainable training capacity within Ukraine.
MEDITERRANEAN SEA (Dec. 11, 2016) Petty Officer 3rd Class Alexis Rey, from Stratford, Conn., conducts pre-flight checks on an EA-18G Growler assigned to the Zappers of Electronic Attack Squadron (VAQ) 130 on the flight deck of the aircraft carrier USS Dwight D. Eisenhower (CVN 69). Dwight D. Eisenhower, currently deployed as part of the Eisenhower Carrier Strike Group, is conducting naval operations in the U.S. 6th Fleet area of operations in support of U.S. national security interests in Europe.
MEDITERRANEAN SEA (Dec. 10, 2016) Petty Officer 1st Class Jeremy Parrish, from Apopka, Fla., signals to the pilot of an F/A-18E Super Hornet assigned to the Sidewinders of Strike Fighter Squadron (VFA) 86 on the flight deck of the aircraft carrier USS Dwight D. Eisenhower (CVN 69). Eisenhower, currently deployed as part of the Eisenhower Carrier Strike Group, is conducting naval operations in the U.S. 6th Fleet area of operations in support of U.S. national security interests in Europe.
A Marine participates in a field training exercise during Exercise Iron Sword 16 in Rukla Training Area, Lithuania, Nov. 29, 2016. Iron Sword is an annual, multinational defense exercise involving 11 NATO allies training to increase combined infantry capabilities and forge relationships.
Combat cargo Marines grab a short nap in the well deck of USS Carter Hall (LSD-50) December 1, 2016 before the ship prepares to receive amphibious craft during Amphibious Ready Group, 24th Marine Expeditionary Unit Exercise off the coast of Onslow Beach, North Carolina. The Marines worked nearly 20 hours the previous day on-loading and securing equipment and vehicles to Carter Hall. These Marines were assigned the combat cargo billet as a part of ship taxes and come from a myriad of military occupational specialties native to the Marine units aboard the ship.
An aircrew aboard a U.S. Army CH-47 Chinook helicopter, from Joint Base Lewis-McChord, Wash., prepares to take the load of a 14,000 pound buoy that washed ashore just south of the entrance to Tillamook Bay, in Garibaldi, Ore., Dec. 12, 2016. The Army aircrew assisted the Coast Guard in recovering the beached buoy that normally marks the navigable channel into Tillamook Bay.
Coast Guard Cutter Munro crewmembers render honors to the national ensign during colors at an acceptance ceremony for the Munro on December 16, 2016 on the ship’s flight deck at Ingalls Shipbuilding in Pascagoula, Mississippi.
Nick Palmisciano commands an empire of apparel sales, MMA sponsorships, digital content, and social media mastery as the Founder and President of Ranger Up. Started in 2006, the company is on track this year to hit $10 million in revenue, and that’s due in large part to the former Army officer’s ability to overcome significant challenges.
Palmisciano founded the company while pursuing his M.B.A. at Duke University, after he started printing funny military-themed t-shirts for ROTC students there. Now nine years later, it’s a business that continues to grow.
WATM spoke in depth with Palmisciano about his business challenges, how he overcame them, his future plans, his heroes, and much more.
We Are The Mighty: When you refused a promotion and went all-in with RangerUp, it was a huge risk. Do you remember what you were you thinking at that moment?
Nick Palmisciano: I was scared, to be honest. I was scared about giving up the security of the whole thing, but I also felt very free for the first time in ages, you know, because I just — I controlled my destiny, you know, and being able to control your destiny is a very American trait and it’s something I didn’t fully appreciate.
Like I thought of myself as an entrepreneur when I was doing it part-time, but you know, when poor performance means you don’t get a paycheck it hits home so much more, and I’m sure you realize that … but you know you feel alive because you kill what you eat, the company grows, you get a paycheck, the company grows, you get to continue paying employees. [If] the company doesn’t grow, it dies, and you fail. So it’s a lot more exciting and a lot more rewarding when you do well and hits a lot more than a normal job when you do poorly.
WATM: Do veterans have an advantage or disadvantage in starting their own businesses?
NP: We have both. So the statistics show that veterans do better than any other population in the country at starting their own businesses and maintaining their own businesses. I think that’s true for a couple of reasons: One, we have endured a lot, and we are used to a situation where at first we are not the best at something, [and] we have to work really hard at it and, over time we get a skill set. Those are incredibly helpful attributes. When you’ve actually done hard things several times, it makes the next hard thing easier to accomplish.
The other thing is that we genuinely like to work in teams and we are happy when other people succeed, but the military is built around [the idea that] you learn something, and then you achieve a level and then you teach other people how to achieve that level and your success is married to their success. That’s not true in the civilian world. People are a lot more self-centered — whether that’s a good thing or a bad thing, they are focused on their own promotion, their own skill sets, their own growth, and they don’t think about the team as much as military people do.
So that’s the upside. The downside is that the military makes things very easy for us, and that’s probably counterintuitive because nobody looks back at their military experience and says “Man that was so easy” but they tell you “If you want to go to this next job, you go to this school. If you want to go to this next job, you need to do these things in the unit. You need to have these jobs.”
There’s a structure to the whole thing. There is no structure in entrepreneurship and when I see people [who] are trying to start business that are really sputtering, a lot of times they’re coming to me, they’re coming to other entrepreneurs and they’re saying that they’re looking for advice, but they’re really looking for me or others to do all of the work for them and they just want to knock down these easily set up targets. And that’s just not the way that entrepreneurship is. You have to go into nebulous situations and figure out a way through and there’s a lot of suffering in there and you might be great for two years and then something else comes in and changes the whole game, and you have to rethink everything that you’re doing.
So there’s good and bad. You know on the whole, I think you’re better off being a veteran, and the statistics show that, than not, but there are things that kind of bite us in the ass too.
WATM: How about in the corporate world?
NP: Um, again, it’s kind of — it’s a two-pronged answer — thinking that you are better than people, or that you are owed something, or that they all suck because they’re civilians, you are setting yourself up for failure. So if you go in with that approach, which a lot of people do, and then complain that no one wants to hire vets, you’re not going to do well, because frankly, nobody wants to be treated like sh-t. No one want to be looked down upon, so if you go in with a negative attitude, then people aren’t going to like you and you’re not going to get hired. If you go in with the same attitude that you had when you went into a new job in the military — “I don’t really know what I’m doing and I have to rely on the people around me to teach me everything I need to know, but be proactive in learning everything that you can,” — you’re going to do extremely well.
Every time I had a new corporate job, I spent most of my time for the first few weeks basically talking to everybody that was in the group — no different than somebody coming into a new unit [and] figuring out how the unit works what the SOP’s were — and then after that after I felt like I had a handle on it. Then I was going to best practices and other organizations, the internet, etc. to figure out how I could improve my job, the organization, and take it to the next level in any number of areas.
That’s the approach that you need to take to figure out what’s going on and then figure out how you can be most valuable and see what you can bring to the table, as opposed to “let me tell everybody here how things should really work, I was in the military.”
So just like anything else, going in humble with the intention of truly being helpful as opposed to trying to rise above other people is going to make you successful.
WATM: How do we get over that “I’m better than you” military mindset?
NP: I try to flip it around for people. You know, when people get out [of the military] and go to college and college students are making gross assumptions about them, you know about how having post-traumatic stress is going to result in them doing something insane, or about killing people or about this, that, or the other thing … all the stereotypes that you hear about college students.
How much does that infuriate them? How much does that make them want to have nothing to do with these people, does that make them feel like they’re a fish out of water in this organization?
Flip it around and treat somebody like that because they don’t have the same experiences that you had, and guess what? You’re the a–hole. You know, so stop being an a–hole.
You go in and you’re walking into their organization. You wouldn’t walk in from basic training, or for that matter, walk in off the street to basic training and [say] “alright check it out drill sergeant, let me tell you how it really is.” Because they’re gonna be like who the f–k do you think you are?
It’s no different. It’s no different walking into a company. You can’t walk in one day and tell everybody how it is or how it should be or, the way that it should work or that they’re all wrong, because you don’t know what you’re doing — no matter what experience you have — you don’t know what you’re doing. You don’t know how that organization [operates], what they do on a daily basis, and you don’t know the constraints and you don’t know the personalities involved.
You know if you flip it around, it suddenly sounds ludicrous, right? It’s the same thing.
WATM: What do you think was your biggest challenge with RangerUp, and how did you get through it?
NP: [Sighs] There’s a new one every year, man. Honest to God. There’s a new one every year. You know, the most dramatic challenge I went through [was that] I went through leaving corporate America and literally a month and a half later I was going through a divorce, so I rapidly ran out of personal [funds]. I sold everything that I had, mutual funds and all that stuff, and I was down to $1,300.
And the key there, just like the key has been in every other time that I’ve had a crisis with the company is to focus on one thing at a time every single day and try to improve. You know, whether it’s marketing, whether it’s inventory management, whatever, because if you take a step back and you look at all of it, all the problems and all the challenges, it’s overwhelming.
So, you know, putting it in military terms, right, if you can sit back and say I want to conquer the country of Iraq, that’s an insane task that requires many people thinking and assessing and even then it’s challenging but when you break it down: The first thing I need to do is, I need to take this city, I need to take this block, I need to take this street, [and] it becomes manageable.
So sometimes, especially when everything is sh-tty, and when cash flow’s tight and when you don’t have enough inventory … when sales are down for the month and there’s a new predator or whatever it is. When things are very challenging, you’ve got to narrow them into a list, because otherwise it’s overwhelming.
You put one thing on the list at a time, you do it until it’s done, and you do it so that it’s high quality, and then you do the second thing on the list and when you knock things out like that and you go through the formula of A, B, C, you find yourself in a better position after several miserable weeks.
If you just try to solve it all at once, you get nothing done, you can’t sleep at night, and it doesn’t improve. And so, I went from being a dude that had a lot of money to a dude that had $1,300 to his name and had maxed out credit cards.
But by knocking out one thing at a time, the next month I had $1,350, and the next month I had $1,500, and you know, I’ve taken that approach with everything. So every time something goes wrong, you have to assess, what is it?
Well, this time I have too much inventory in styles that weren’t really selling, how did that happen? So you figure all that out, and what I know is that I need money right now to make a sale on this inventory that isn’t showing, even if I take a loss on it because I need to get cash into the system, then how do I figure out how to do that next time? What led me to this?
So you need to go through the steps and at some point, like right now we have a very fancy inventory management system, we use algorithms to determine that we built based on our analysis and how many of something we should order. But that didn’t happen in a day because we f–ked up, and then we fixed it, and then we f–ked up again and then we fixed it, and as long as you don’t make the same mistakes, over time you start building a business that is very efficient and very sophisticated.
But at the beginning it’s like “hey, how many of these should we order? I don’t know, 100? 150?” And now it’s… I don’t want people rounding because we found two years ago that by rounding up to the nearest 12 shirts, we added $80,000 of inventory, 3 or 4 shirts at a time, and that money needs to be working, not sitting on the shelves.
You see what I’m saying? It all kind of builds.
WATM: I’ll follow up by asking, specifically, because you brought up the thing with $1300, how did you break that up, what was your priority there? It’s daunting, you’re looking at your account and seeing that you only have $1300, and you’ve gotta make money. What were the manageable tasks that you found got you to $1350 in the next month?
NP: The first thing was figuring out where the money was going, [and] where are we spending. One of the the big things back then was we really valued things. We were a smaller company, doing what the other people were doing, and we really valued things like athlete sponsorship and trade shows, and you know all the things that all the other companies are doing that everybody tells you are critical.
[We] just kind of walked through that and asked, is this critical? What does it really cost to do a trade show? What does it really cost to have an athlete? And then you figure out what the value of having these things really is. We almost don’t do any trade shows anymore because the average trade show ended up costing around $27,000 when all is said and done, and you just don’t get that kind of return. It’s just a thing that somebody created that people do, and everyone goes, “oh you’ve gotta be involved in this or else you’re not really in the industry.”
Well that’s not true at all, but that’s what everybody says. And you know, we do sponsor athletes, but we only sponsor our kind of athlete, and we figured out what that meant.
Inventory. It was a big issue back then and I was trying to figure out why sales weren’t growing — why we were very profitable, but we had no cash on hand. So it was a simple Excel spreadsheet where I rank-ordered all of the styles by sales and then to the right I put their inventory value and then I realized that I was getting 80 percent of our sales on about 20 percent of our inventory, and the other 80 percent of our inventory accounted for 20 percent of our sales.
It was embarrassing because I knew this stuff from business school, but it’s completely different when you’re in it, day to day, and you think about things like if I only print this smaller number, it’s gonna cost a dollar something more per shirt and that’s gonna be a ton of money — and it is a ton of money — and it’s not hundreds of thousands of dollars in useless inventory, and there’s no science to that.
It’s hard to balance what’s appropriate. Is it profitability or is it cash flow? You’ve gotta strike a balance, like you’ve gotta hold some inventory or you can’t sell but if you have too much inventory you have nothing available for investment.
So we did a fire sale on that 80 percent of the inventory and much of it we took a loss or did breakeven on, and then all of a sudden we had some cash and we invested that cash into styles that sold, and we were able to then create more styles and started developing styles more routinely.
All of these things were things I was working on over several months and the low point just happened to be at that $1,300 and so I had already been working to solve the problem. And it finally started clicking that following month, like all of a sudden these new styles were coming in, we were selling more, we had a little more cash on hand. I was able to pay myself a little more, and it wasn’t a ton more — like another $100 or $150 a month — but that little amount made all the difference. So you kind of chip away at these small things and they add up to be big things very quickly.
WATM: What are the tools you use on a daily basis to be more productive and get things done?
NP: I’m not a really fancy guy even though I have an appreciation for a lot of these crazy apps out there but really at the end of the day there are three tools that I use all the time.
Excel is the lifeblood of everything I do and I am an Excel ninja. People say that they are an Excel ninja because they can do a couple of basic formulas but there is nothing I cannot do in Excel. Spreadsheets are very complicated you know, drop down menus and like it’s just … [being] able to very quickly look at data and convert that into a few possible directions that you should go and that you should look at, is invaluable. If you’re gonna start your own business and you’re one of those people that’s like “Oh I’m not good at that, or I really don’t know that much about Excel,” take courses, start figuring out how to do analysis, [because] it’s really important.
The second thing is Quickbooks; I don’t care if you’re a brand new business and you only have $400 in sales, start using Quickbooks, start figuring out how all the different sheets work and fit together and constantly be looking at your business to see what’s going on. If you don’t know, then your success is just dumb luck.
You have to know what’s going on in the company. And then the last thing is just that I use the notepad on my iPhone and Tom [Amenta, COO of RangerUp] has Evernote or whatever the hell it’s called, and a few other fancy things but I just use the notepad every day and write down what I have to do on this day, and if I don’t get these things done then I have failed.
Or, at the very least I take it and I move it on to the notes for the next day. But every single day I am trying to knock out certain things. So those are the three very simple tools that I use constantly. You open up my computer and there’s always six or seven Excel sheets open and I get a daily Quickbooks report with a list of various things that are important to me along with a scorecard that the various managers inside the business provide me on a weekly basis and I hold myself accountable with my phone which is always with me.
WATM: I’d be really fascinated to learn what your creative process is like. You guys are churning out videos, blog posts, social media, memes, all kinds of stuff. How do you decide what’s good, who’s coming up with this stuff? Can you take me through what that’s like?
NP: We have a really good creative team and that’s me, Tom Amenta, Jack Mandaville, Patrick Thomas Baker, and all of our designers. It’s just a really good group of people, but it also extends to anybody [who] wants to be involved.
So sometimes we have, I don’t know, three organized meetings about various topics in terms of creativity every week so one is the design process, one is videos, and one might just be general ideas about projects you take on.
But then also there are people like Jack, Pat and I that are literally always thinking about this kind of stuff. Like I’ll wake up in the middle of the night sometimes and jot down some stupid video idea or an article I want to write or whatever, and it hits me and I put it down.
And you know, our whole concept is we want to entertain our friends. That’s the way that we look at our business. How can we entertain, educate, or just generally amuse our friends? If we do that right everything falls into place. And if we don’t do that right, we’re just another t-shirt company.
NP: Range 15 is a post-apocalyptic comedy. Think of it as “The Hangover” after the apocalypse with veterans leading the charge to save the world. And in terms of the plot that’s kind of what I can give up right now.
The main character in this movie is going to be Mat Best. He’s got the high cheek bones and the steely blue eyes so we thought it was a no-brainer, and then the rest of the Ranger Up and Article 15 crew who I’m with, Dakota Meyer, Leroy Petry, Tim Kennedy and we just got a really interesting call that I did not expect from another well-known military celebrity that is interested in being involved.
And he has already had a very popular movie done about him, but he has never done a comedy before, and I think we’re going to be adding his seal to the mix here. But the concept here is that veterans are always portrayed in a certain way in movies, even positive movies. It’s always about sacrifice and suffering and they always end up worse off from their experiences. And that’s really just not the case. I mean it’s the case with some people, sure, but on the whole veterans are the most industrious, fun, can-do people that I’ve ever met and that I think most people will ever meet and so we just wanted to have fun with it.
So for example, we’ve got two Medal of Honor recipients in this thing and they’re poking fun at each other and the service. And they’re in a movie that could be described as one of the most ridiculous movies that you’re ever gonna see anywhere, and they’re doing it because they should be able to do it. Nobody should be able to tell these guys, “you can only do this type of film” or this kind of documentary.
No, because they want to do the same kind of thing that we want to do. They want to amuse our friends, they want to show them that you can do anything. I mean for all, for any negative threads that are on us doing this silly movie, at the end of the day, in 24 hours we’ve raised almost $200,000 [Editor’s note: Now it’s almost $500,000] to do a movie for our community.
I’ll be honest, the folks at IndieGoGo spoke to a mutual friend and had told them that we were going to launch and they kind of ignored it. And the president of IndieGoGo called and his question to them was “Who the f–k are you guys?” Because he didn’t understand, he did not understand how we were doing it, and it’s because people don’t understand the community and understand what these kinds of things mean to the community.
It’s gonna be a good movie. It’s gonna be really funny and it’s going to be for us, and because we’re doing it for us we don’t have to compromise the message at all. We don’t care if someone’s offended by it. We don’t care if this isn’t Hollywood appropriate, and if this isn’t gonna do well in the Asian market. We don’t care about any of that stuff.
Because we’re doing a movie that our fans want us to do. And it basically breaks all the rules. Our IndieGoGo campaign wasn’t set up the way IndieGoGo says you should set up a campaign, our marketing strategy isn’t what they say you’re supposed to employ, we’re not relying on Hollywood interviews, we’re not relying on press and we’re not relying on any of this stuff and we’re doing it hardcore, direct and social.
And we’re on pace right now to be one of the largest funded movies ever on IndieGoGo, and I think that speaks less about us and more about the community.
WATM: What about the decline of the military comedy in a post 9/11 environment? Why has that happened and were you actively trying to combat that?
NP: You should be able to have fun with it. And we saw the same kind of thing with some people with “Enlisted.”
Military veterans are not saints. And I don’t mean that in like we aren’t good people, but you do not need to bow down to the altar of the veteran. We’re regular people, and we should be able to make fun of ourselves. And if you think that veterans can’t because they have to live up to some standard or stereotype, that’s your problem, not ours.
I think most veterans have a lot of fun, are funny people, enjoy life and don’t want to be stuck with this view that they are droids that are serious and boring people. I think it’s unfair and we want to shatter that.
WATM: It seems counterintuitive to work with Article 15 Clothing, which outsiders would view as a competitor. How do you explain that relationship? It seems antithetical to the norms of business to be friends with companies creating such similar products.
NP: With Article 15, we have a very similar ethos. Those guys genuinely care about the veteran community; it’s not just window dressing. So they’re genuine guys and I like them personally, but the second part of it is that I don’t think it’s a zero sum game. I don’t wish failure on anybody.
We grow, they grow. Grunt Style [another military apparel company] grows and it’s not a bad thing [because] these people are employing veterans and doing good things. I’ll be honest with you, I haven’t had a single year where we haven’t had triple or double digit growth, so I’ve got no reason to complain.
When you sit around and look at competitors and worry about what they’re doing, and worry about other people, you are stagnant, you’re not improving, you’re not creating new products. You’re just worrying and you’re trying to go backwards. When you [should] look forward you grow.
That’s what we do, so I worked with Article 15, and we became friends, I gave them some advice here and there, and as a result of that mutual trust we kind of hung out and came up with the concept of doing this together and it’s been a really good partnership.
You can ask them the same questions and I’m relentless — that’s my personality — so from the moment that we decided to do this, I’m the guy who is annoying the sh-t out of everybody like “hey, we gotta do this, here’s our timetable, hey, we’ve got to get the lawyers to do this, we’ve gotta fill out this form and here’s the script notes. I need this and I need that.”
And Jarred [Taylor] is a promotional genius, Mat is a very creative dude, he’s hilarious, Jack [Mandaville] is hilarious, and everyone is kind of bringing something to the table. Individually I’m not gonna say, “could Article 15 have not done this without us?” No, I would never say that. They’re motivated guys, and they could have done it, same with us, like we could have done the same thing.
But together, we’re unstoppable. And I truly feel that way. Working together on this, we’re unstoppable. We’re putting up numbers that are shocking on IndieGoGo because the general population has no f–king idea who any of us are. But we’re still putting up numbers that are a quarter of what Broken Lizard just did with “Super Troopers” and that’s a movie that probably 20 percent of America has seen and loves, because we work great together, and have been able to kind of check egos and just work really hard.
So, for me it’s just been a win for everybody and it’s been an awesome experience.
WATM: You were an Army officer, so I’m curious as to what terrifies you more: leading a unit of soldiers, or leading your own company? Or is it similar?
NP: It’s really different. And I also think it’s different because as you get older you think about things differently too. Like to think if I was this age, and if I were to take a platoon now, I would have been a lot more afraid than I was then, because when you’re 21 or 22 and just out of Ranger School, you feel like you’re unstoppable and you’re surrounded by guys who feel like they’re unstoppable.
Deploying was definitely nerve wracking because, a lot of people say this, but I was one of the guys that really loved everybody in my platoon even if they were a pain in the ass, and I really looked at them as my family. And it was terrifying to think of losing somebody. But I was fortunate that I wasn’t in a position where that happened. So, I was a young guy and felt invincible and never was faced with some of the bad things that happened to other people.
The stress is different though. The stress of a business is constant, and it’s not something where there is a clear, there’s no clear enemy right? It’s just this constant stress. Do we have the right inventory? Do we have the right ideas? Do we have the right advertising strategy? Oh crap, this thing went wrong. We need to fix this. The shirts came in wrong, the movie title headline is off because of X,Y, and Z, the lawyers didn’t get us the paperwork in time.
So now, my brain works 24/7, and it’s never over. In the nine years I’ve been doing this, I’ve basically had this constant stress in the back of my head, whereas the military, the stress has much higher peaks but shorter duration.
You get back from deployment and that stress drops significantly, then you deploy and the stress peaks. Within an entrepreneurial endeavor, the stress never goes away. It’s just always there. There’s always something you could be doing. That was a convoluted answer, but in the worst situation, [there’s] no question about it that the military is more stressful. On a day to day basis it’s more stressful to be an entrepreneur.
WATM: Living or dead, who are your top 3 heroes?
NP: George Washington is the best president we will ever have. I’ve read just about everything written on the man and people have no idea how much that dude did for the country and for our way of life.
Cheesy I know, but my father came over from Italy when he was eight years old, volunteered for Vietnam, served for six years, got out and used the GI Bill to be the first person to go to college in our family on either side, graduated valedictorian, and sacrificed significantly so that my mom and my brother and I grew up thinking anything was possible, and essentially made it so that we did make anything possible that we wanted to do.
And then third, gosh, you know the third one is a tough one, I’m not really a big hero worship kind of guy but I’m gonna go with Captain America. I’m serious. I’m going with Captain America because no matter how bad it gets, he sticks to doing what the right thing is and he never allows his principles to be shaken.
WATM: You want to start a new business instead of RU. What is it?
NP: That’s a tough one for me to answer because I have so many offers on the table right now. If I wanted to do something completely different I would do something that involved absolutely zero inventory.
So we’re kind of doing something that’s been a dream of mine for a long time, and that’s to get into the movie business. I mean, we might get into doing this movie and realize that we all hate movies. You know I enjoy doing advertising work, I could also see myself at some point disengaging from business and spending some time doing some nonprofit work.
It’s tough for me, because literally every day someone is trying to buy us, get us involved in a new business or hire me or Tom or somebody away from here. So I almost can’t even answer that.
At the end of the day, I want to work with really good people because the business almost doesn’t matter. I don’t even really like T-shirts. I tell people that all the time. But I really like my customers. And that’s what keeps me in the game with RangerUp.
If I had the opportunity to take over a $200 million business, but the focus was on football players or something, I don’t think my heart would be in it and I don’t think that I would be as good at it. Working with good people, and customers that I believe in, that’s kind of what motivates me. I need to care about what I’m doing.
I was in a position in corporate America where I was making a lot of money, I was on pace to make a bunch more money, and that taught me that I really don’t care about money. I mean obviously, I need to eat and I need to take care of my family, but I don’t need to be Kanye or Mayweather blowing 100K at a strip club. That’s not gonna make me happy. So whatever I do, the work has to be worthwhile.
WATM: What’s the #1 business book you find yourself recommending to people?
NP: I don’t really believe in business books. They’re just cheesy, they’re narcissistic, they’re people telling you how great they are, for the most part.
I would tell you that Ryan Holiday wrote a really cool book called The Obstacle Is The Way. It’s not really a business book but it is a great read and it’s founded on the principles of stoicism. And if you want to go back even further, read Marcus Aurelius. One of the great things that I learned from Ryan, and this is just from personal interaction with him, is that if you want to know something about a topic, any topic, walk into the bookstore and find the oldest book on that topic that’s still in print, because if it’s still in print, it’s because it’s a good book.
If it’s a new thing that someone famous just wrote, it’s probably a piece of sh-t, and I’ve found that to be true. And I’ve started reading older and older books, and the classics, and philosophy, because I find that to be a lot more valuable than reading about some dude that just launched an app and is 25 and trying to tell people how to run their life and run their business.
Sometimes people are really good, sometimes people are really lucky, [and] sometimes people are really good and can’t tell a story. Read old books.
WATM: What about a military-related book?
NP: That’s tough. I really like Gates of Fire, I really like Starship Troopers, the book, not the movie although the movie’s fun. The Long Grey Line, that’s a great book. Black Hawk Down. There [are] so many great books out there it’s hard to pick just one. Sean Parnell’s Outlaw Platoon, that’s a new one. I really enjoyed that book and Sean is a great guy. That probably makes that book even better for me, but to say that I have a favorite is pretty challenging.
WATM: Last thing: Where do people go to learn more about you? Besides RangerUp.com, do you have a personal website, Twitter account, Instagram, or smoke signal that you would recommend? Video you would want people to watch?
NP:@Ranger_Up is my Twitter, and that’s me tweeting 90 percent of the time. I don’t have a personal account yet but I’ve been getting kicked in the ass to start one so that’s coming soon [laughs].
Watch the “How to Get a Job” series. That’s what I care about. Just figuring out how to get people set up for success, so if the question is what am I about, that’s gonna be the best video for that.
Two Department of Energy security experts took off to San Antonio in March, 2017. Their mission was to retrieve potentially dangerous nuclear material from a nonprofit research lab. Just to be certain they were getting the goods, they were issued radiation detectors along with a disc of plutonium and a small amount of cesium to calibrate their sensors.
When these two security experts stopped for the night along the 410 beltway, they left the nuclear materials in their rented Ford SUV in a Marriott parking lot that was not in the best neighborhood. The next morning, they were surprised to find the vehicle’s windows smashed in and the nuclear materials gone.
For the uninitiated, plutonium is one of the most valuable substances on Earth. It’s also one of few elements that will undergo nuclear fission, which is used in nuclear reactors and nuclear weapons. It’s an extremely deadly and dangerous substance with a half-life of just over 24,000 years. One kilogram of plutonium can explode with the force of 10,000 tons of TNT. Luckily, the Idaho National Laboratory says the amount stolen isn’t enough to make a nuclear bomb — that requires nine pounds of uranium or seven pounds of plutonium.
Something the size and weight of a kettle bell could fill the material need for a nuclear weapon.
Cesium is an element that can be used in highly accurate atomic clocks and dirty bombs. It’s one of the most active elements on Earth and explodes on contact with water.
No one briefed the public, no announcement was made in the San Antonio area, and no one would say exactly how much fissile material was stolen and is currently in the hands of someone who thinks they’re just holding cool pieces of metal while slowly irradiating themselves and those around them.
And the military doesn’t have to do any of that, so they don’t. In fact, it happens so often there’s now an acronym for it: MUF – material unaccounted for. An estimated six tons of fissile material is currently considered MUF.
If there’s an acronym AND a powerpoint about it, you know that sh*t is happening all the time.
The Government Accountability Office doesn’t even have a thorough record of material it loaned to other nuclear nations, what the status of that material is, and if their systems are rigorously inspected. At least 11 of those sites have not been visited by U.S. inspectors since before the September 11, 2001, attacks.
In one instance, 45 pounds of enriched uranium — enough for five nuclear detonations — loaned from the military was listed as safely stored when it was actually gone as of 2009 and had been missing for as long as five years. Since 1993, the International Atomic Energy Agency tracked 270 incidents where dangerous fissile materials were trafficked with the intent of doing harm.
“He seems totally trustworthy to me. Let’s transfer our plutonium immediately.”
The security contracting firm who lost the equipment was given an award, government bonuses, and a renewed contract. Since the Idaho National Lab considered the amount of nuclear material stolen to be of little consequence, they closed the case.
The US Air Force is the world’s premier aerial force.
The Air Force has 39 distinct types of aircraft, not counting individual variants within each of those airframes. This range of planes allows the Air Force to highly specialize for each mission and achieve incredible successes.
The following photos show some of the amazing missions that the Air Force carries out both on air and land at night.
A C-130 Hercules from the 36th Airlift Squadron conducts a night flight mission over Yokota Air Base, Japan, May 11, 2016.
Capt. Thomas Bernard, a 36th Airlift Squadron C-130 Hercules pilot, performs a visual confirmation with night vision goggles during a training mission over the Kanto Plain, Japan, Oct. 14, 2015.
Capt. Jonathan Bonilla and 1st Lt. Vicente Vasquez, 459th Airlift Squadron UH-1N Huey pilots, fly over Tokyo after completing night training April 25, 2016.
The F-35 Integrated Test Force is completing a series of night flights, testing the ability to fly the jet safely in instrument meteorological conditions where the pilot has no external visibility references.
A special operations Airman aims his weapon to designate the location of a threat Oct. 9, 2014, during a training mission at Stanford Training Area near Thetford, England.
Staff Sgt. Joseph Pico, a security forces Airman with the 106th Rescue Wing, conducts night-firing training at the Suffolk County Police Range in Westhampton Beach, N.Y., May 7, 2015.
Canadian special operations regiment members call in close-air support from their US Air Force allies during Emerald Warrior 2013 April 26, 2013, at Hurlburt Field, Fla.
Airmen with the 9th Airlift Squadron and 455th Expeditionary Aerial Port Squadron with Marines from the Marine Expeditionary Brigade prepare to load vehicles into a C-5M Super Galaxy Oct. 6, 2014, at Camp Bastion, Afghanistan.
A US Air Force RQ-4 Global Hawk aircraft assigned to the 99th Expeditionary Reconnaissance Squadron, sits on the flight line during pre-flight checks Nov. 23, 2010, while deployed at an undisclosed location in Southwest Asia.
Staff Sgt. Robert Clark directs anArmy M142 High Mobility Artillery Rocket System out of a C-17 Globemaster III, April 25 during Exercise Emerald Warrior, at Hurlburt Field, Fla.
Beneath the light of a full moon, Airmen from the 19th Airlift Wing prepare a C-130J Hercules for a flight March 27, 2013, at Little Rock Air Force Base, Ark.
Senior Airman Larry Webster scans for potential threats using night vision goggles after completing a cargo airdrop Oct. 7, 2013, in Ghazni Province, Afghanistan. Webster is a 774th Expeditionary Airlift Squadron loadmaster.
A US Air Force C-130 Hercules cargo aircraft with the 107th Airlift Wing fires off flares during a night formation training mission.
Maintainers from the 81st Fighter Squadron pull out firing pins and chalks to ready an A-10 Thunderbolt II aircraft for takeoff before a night combat search and rescue training mission July 20, 2012.
Airmen from the 25th Aircraft Maintenance Unit prepare an A-10 Thunderbolt II for a simulated combat sortie in support of exercise Beverly Midnight 16-01 at Osan Air Base, South Korea, March 9, 2016.
Maj. Kurt Wampole, assisted by Capt. Matt Ward taxis a C-130H Hercules back to its parking spot at Bagram Airfield, Parwan Province, Afghanistan, Oct. 7, 2013 after completing an air cargo drop mission in Ghazni Provence Afghanistan.
[China’s] commitment to new-tech military hardware [is] proof that it’s latest laser weapons have a “bright future” on the international arms market, state media has claimed in multiple write-ups aimed at international arms dealers and nation-state buyers.
China Aerospace Science and Industry Corp, has developed a road-mobile laser defense system called the LW-30, which uses a high-energy laser beam to destroy targets.
CASIC, China’s largest maker of missiles, has also brought the CM-401 supersonic anti-ship ballistic missile to market, describing it to the China Daily as capable of making rapid, precision strikes against medium-sized or large vessels, or against land targets.
Meanwhile, China South Industries Group Corporation (CSIGC) a major manufacturer of military ground weapons, wants to secure buyers for its mine-clearing laser gun.
Carried by a light-duty armored vehicle and together with the laser weapon system, CSICG unveiled the laser weapon during the recent Zhuhai China 2018 air show, creatively called the “light-vehicle laser demining and detonation system.”
The system can destroy explosive devices such as mines through high-power laser irradiation at a long distance, avoiding casualties caused by manual bomb disposal, designers told state-owned media.
Flying off the shelves
According to Global Security, CSIGC is an especially large and internationally operating state-owned corporate established under the State Council, which falls under the purview of Premier Li Keqiang.
With splashes across all the major state-owned foreign language media, the China Aerospace Science and Industry Corp (CASIC) has begun a strange sales strategy for its newly developed road-mobile laser defense system.
China has pumped money and perhaps a little hyperbole into its laser weaponry research, but according to state media, the LW-30 is going to fly off the shelves.
The LW-30 uses a high-energy laser beam to destroy targets ranging from drones and guided bombs to mortar shells. It features high efficiency, rapid response, a good hit rate and flexibility, according to CASIC.
An LW-30 combat unit includes one radar-equipped vehicle for battlefield communications and control and at least one laser gun-carrying vehicle and one logistical support vehicle.
The laser gun can be deployed with close-in weapons systems and air-defense missiles to form a defensive network free of blind spots, CASIC claims.
According to The People’s Daily, in a typical scenario, the LW-30’s radar will scan, detect and track an incoming target before transmitting the information to the laser gun.
The gun will reportedly then analyze the most vulnerable part of the target and lay a laser beam onto it.
“Destruction takes place in a matter of seconds,” according to People’s.
As part of the sales pitch, People’s cited a Beijing-based “observer of advanced weaponry,” who seemed to suggest that the new laser weapons were a more effective and less expensive way to intercept guided weaponry.
Wu Peixin, the said “observer of advanced weaponry” told China Daily the new weapons would sell well on arms markets.
The LW-30 laser defense weapon system.
“Therefore, a laser gun is the most suitable weapon to defend against these threats,” he said. “Every military power in the world has been striving to develop laser weapons. They have bright prospects in the international arms market.”
In addition to CASIC, other state-owned defense conglomerates are ready to take their laser weapon systems to market, although science has it’s doubters.
China Shipbuilding Industry Corporation is the world’s largest shipbuilder, and its technology is undoubtedly dual-use. That is to say, one of the reasons China’s navy has been built up so quickly is because of the initial investments made way back by Deng Xiao Ping to revive China’s shipbuilding capacity — all but ignored under Mao Zedong — have resulted in CSIC and other shipbuilders producing both leisure and military naval technology.
CSIC meanwhile, claims has made another vehicle-mounted laser weapon that integrates detection and control devices and the laser gun in one six-wheeled vehicle.
“Observers said the system should be fielded to deal with low-flying targets such as small unmanned aircraft,” state media said.
Showcasing a defense industrial base amid rising global tensions
Before market reforms reinvigorated the People’s liberation Army and the defense industry in China, five corporations and one ministry represented China’s defense industrial base, now each of the five corporations have been divided into two competing corporations in the shipbuilding, aviation, nuclear, ordnance and missile/aerospace arenas.
The current organization of China’s defense industrial base is pretty simple — two competing corporations face one a other in the five key divisions through shipbuilding, aviation, nuclear, ordnance and missile/aerospace.
These include China North Industries Group Corporation (CNIGC) and China South Industries Group Corporation (CSIGC). Each with friendlier subordinate import/export set ups — China North Industries Corporation and China Great Wall Industries Corporation — which facilitate import and sales of commercial and military goods for profit.
Strategic competition with the US is pushing China to speed up the development of new weaponry, from rail gun technology, laser weaponry and hypersonic vehicles and is probably fast tracking and promoting its military inroads amid rising geopolitical tensions.
This article originally appeared on Business Insider. Follow @BusinessInsider on Twitter.
U.S. Fleet Forces (USFF) Command will begin a second round of testing in 2019 on a two-piece organizational clothing variant that offers flame resistance and moves the Navy one step closer to delivering sailors a safe, comfortable, no-cost alternative to the Improved Flame Resistant Variant (IFRV) coveralls, with the same travel flexibility as the Type III working uniform.
USFF conducted the initial wear test on two-piece variants from May through September of 2018 and collected feedback from nearly 200 wear-test participants across surface, aviation, and submarine communities about everything from colors and design, to comfort and options like buttons and hook-and-loop fasteners. The command also received feedback from more than 1,700 sailors in an online survey about colors and design.
An information graphic describing the modernized, two-piece, flame-resistant organizational clothing wear-test design components for sailors.
(U.S. photo illustration by Bobbie A. Camp)
Fleet survey responses indicated that sailors liked the functionality of the Type III but would like to see the design in traditional Navy uniform colors. More than 70 percent of E-6 and junior sailors surveyed liked the navy blue blouse and trouser while a khaki version was the preference for chiefs and officers.
Mass Communication Specialist 2nd Class Anthony Flynn, assigned to the aircraft carrier USS Harry S. Truman (CVN 75), demonstrates the operational de-blousing capability of the flame-resistant, two-piece organizational clothing prototype.
(U.S. Navy photo by Mass Communication Specialist 2nd Class Stacy M. Atkins Ricks)
“Leaders are listening to the fleet when it comes to this design,” said USFF Fleet Master Chief Rick O’Rawe, a wear-test participant. “We have an obligation to keep our sailors safe in inherently dangerous environments, but we also want to be mindful of their time. This is going to be something that’s safe, easy to maintain, and doesn’t require half-masting of coveralls when it’s hot or having to change clothes every time you leave the ship. Never again should we have to pass the words ‘all hands shift into the uniform for entering port or getting underway.'”
Lt. Jamie Seibel, assigned to U.S. Fleet Forces (USFF) Command, demonstrates the operational wearability of the flame-resistant, two-piece organizational clothing prototype (khaki variant) aboard the Ticonderoga-class guided missile cruiser USS Vella Gulf (CG-72).
(U.S. Navy photo by Mass Communication Specialist 2nd Class Stacy M. Atkins Ricks)
The updated design, which won’t require sailors to sew on components, will be tested by 100 officers and enlisted sailors to see how well it performs from wash-to-wear without ironing, and how it holds up to laundering. The two-piece variant will allow for de-blousing in extreme climates and challenging work environments. An undershirt will continue to be tested with a flame-resistant, moisture-wicking fabric in black.
A sailor assigned to the Arleigh Burke-class guided-missile destroyer USS Truxtun (DDG 103) demonstrates the operational wearability of the black Gortex parka and the flame-resistant, two-piece organizational clothing prototype navy blue variant.
(U.S. Navy photo by Mass Communication Specialist 2nd Class Stacy M. Atkins Ricks)
I have received so much feedback just from wearing the two-piece around the command every day,” said Yeoman 1st Class Kelly Pyron, a wear-test participant assigned to USFF. “The best part is that we’ll be able to transit from the ship and run errands in the two-piece; having one standard underway and in-port across the board will be much more convenient. I am excited to see the wear test moving into the next phase of evaluation.”
Once approved, the new prototype will serve as an alternative to the IFRV coverall for operational commands. The coverall may continue to be the prescribed clothing item for some sailors in applicable work environments.
Pyron expressed, “If a clothing item, that I will not have to buy, can make my life easier while keeping me safe, I’m all for it.”
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.
Industrial Revolution has teamed up with Dave Canterbury to release a package called the Bushcraft Survive & Thrive Kit. The kit is made up of somethings that Canterbury sells, along with brands that Industrial Revolution deals in.
From Canterbury you’ll receive the book Bushcraft 101, a nesting cup with lid, pot hanger and bottle. The hanger can be used with both the pot using the included holes in it along with in the opening of the bottle if you want to boil a larger quantity of water. We’ve actually read his book and its a well illustrated, informative read.
From UCO you’ll receive an excellent candle lantern and matches which we have used and recommend. New for the show was the SWEETFIRE strikable fire starter. It combines a fuel cube and a match into a single unit with a burn time of up to 7 minutes. The SWEETFIRE is actually made out of a byproduct from the sugar extraction process from cane. While they aren’t strike-anywhere, the box does include a striker on it.
Every good survival kit comes with a piece of sharpened steel and in the case of this one its a Morakniv (Mora as everyone else calls it) Kansbol. There is a dual grind on the blade and the heel of the blade was ground flat for sparking ferrocerium rods.
While on the subject of the Kansbol, they have a mounting platform for it called the Multi Mount. It is not part of the kit but is something that you can pick up separately or with a Kansbol. It is also compatible with the Garberg the Mora full tang knife. The new mount allows you to attach directly to PALS webbing but opens up other mounting options with a bit of creativity.
Check out more from Industrial Revolution here, or if your at the show head on over to booth 1446.
This article originally appeared on Recoilweb. Follow @RecoilMag on Twitter.
When most ships are decommissioned, they eventually will head to the scrapyard. Mostly, their fate is to become razor blades.
Others become artificial reefs, providing a tourist attraction for divers and a home for fish. But some vessels escape these fates for a more noble end: They are sunk as targets.
And that’s not new.
Back in the early 1920s, the United States used old battleships as targets to test how well air-dropped bombs could sink ships. In fact, since the end of World War II, ships have been sunk as targets – often to test how well current or new weapons work, or to provide crews with training that is quite realistic in using their anti-surface warfare systems.
The 1946 Operation Crossroads was perhaps one of the most dramatic examples. In two tests, the Navy detonated atomic bombs amongst a fleet of obsolete ships, including the Japanese battleship Nagato, the German cruiser Prinz Eugen, and the aircraft carrier USS Saratoga (CV 3). A total of 14 ships sank outright, while the Prinz Eugen sank five months later.
Perhaps the largest ship to be sunk as a target was the aircraft carrier USS America (CV 66). This ship displaced almost 85,000 tons when fully loaded, and had a 31-year career, including service in the Vietnam War, Operation El Dorado Canyon, and Desert Storm.
On May 14, 2005, the America was sunk after the testing by controlled scuttling, which included remote systems monitoring the effects of underwater explosions that took place over four weeks.
The video below shows the sinking of a pair of Oliver Hazard Perry-class frigates and a Newport-class landing ship. Often smaller systems will be used before they unleash the really powerful missiles – and last, but not least, the torpedoes.
In the wake of a recent spate of terrorist attacks in London, the government of Prime Minister Theresa May has turned to the country’s elite Special Air Service counter-terrorist forces to blend into the city’s landscape in hopes of stopping another attack before it starts.
While they’re reportedly deploying alongside police units wearing special uniforms and carrying the latest commando gear, the SAS troopers are also said to be disguising themselves as homeless people and sleeping on city streets.
“The threat level is still assessed by the Joint Terrorism Analysis Centre as severe and that means an attack is highly likely so we must be ready,” a military source told the Daily Mail. “These soldiers provide a very good layer of immediate response at least to minimize casualties or stop injuries or deaths if they react quickly.”
Other SAS operators posing as civilians are offering handouts to the “homeless” commandos to keep them fed and supplied, the paper said.
Unlike the United States, the United Kingdom doesn’t have a Posse Comitatus Act that prohibits the deployment of military forces within the country at the direction of the government. While this might have some scratching their heads, it has many feeling much safer in the wake of recent terrorist attacks which have left scores wounded and killed.
In order to diminish the threat to UK residents and citizens, May has not-so-subtly authorized the British military to turn the SAS loose throughout the country in an effort to prevent further attacks and to hunt down would-be terrorists before they can carry out their dastardly plans.
Soon after initial reports on the May 22 bombing in the lobby of the Manchester Arena surfaced, Blue Eurocopter Dauphins belonging to the British Army Air Corps’ 658 Squadron appeared on rooftops of the city, offloading kitted-out SAS troops, armed to the teeth with assault rifles and sub-machine guns.
In the days since, news media across the UK have noted that these SAS warfighters have been assisting British police teams in assaulting the hideouts of terrorists around the country, sweeping for accomplices who may have been involved in the planning and execution of various terror attacks this year.
According to The Mirror, troops from the SAS’s G-Squadron and Counter Revolutionary Warfare Wing have also been posted in the UK’s largest cities, walking among the general public without anybody the wiser in the hopes of catching terrorists unawares while they attempt to attack unassuming civilians going about their daily lives. These fully operational troops have been trained to blend in, only stepping out with their weapons drawn if the need arises.
The Special Air Service was formed during the Second World War in Africa, an asymmetric warfare detachment of the British Army equipped with jeeps and machine guns to harass German military units when they least expected it. First led by eccentric officer and adventurer, Sir David Stirling, the SAS proved its worth and began operating in the European theater during the war.
In the Cold War, its mission evolved along with the threats the rest of the world faced, and counter-terrorism became a priority, remaining its top directive to this very day.
Recruits vying for a shot at joining the SAS and earning its coveted beige beret face an arduous journey ahead, involving grueling physical tests, sleep and meal deprivation, and a long-distance forced march across a mountain in Wales which has to be accomplished within a time limit. The attrition rates have consistently been incredibly high throughout the selection course’s history and, controversially, the course has even claimed the lives of a few of its attendees.
Upon being selected to the SAS, candidates are trained to be master marksmen, expert drivers, free-fall skydivers and more in a diverse array of climates and environments.
By the end of their training, these soldiers stand shoulder-to-shoulder with the best of the very best special operations forces in the world.
This is not the first time the SAS has seen action inside British borders. In early 1980, the unit was deployed to London to take down the Iranian embassy after terrorists seized control of the diplomatic house, taking a number of civilians hostage. After negotiations failed, SAS teams assaulted the embassy, killing all but one of the perpetrators while arresting the sole survivor. This event is recounted in vivid detail in the upcoming movie “6 Days.”
In the years since the Iranian embassy siege, the SAS has been sent to a number of combat zones throughout the world, operating from the Falklands in the early 1980s to the Middle East in the present day. In Iraq, members of the SAS served as part of a joint multinational hunter-killer unit known as Task Force Black/Knight, systematically rooting out and eliminating terrorists in-country. More recently, it has been rumored that the SAS is once again active in the Middle East, functioning alongside allied partners with the goal of destroying ISIS through both pinpoint attacks and brute force.
While British citizens can sleep well at night, now knowing that their nations’ finest walk incognito in their midst, potential terrorists will likely quiver with the knowledge that these elite operators stand ready in the shadows to visit violence upon those who would do their countrymen harm.
Air-to-air dogfights have been lacking in recent years.
In one sense it is a good thing – it means the United States has been able to take control of the air very quickly. But American pilots still need to be able to practice – and not everyone can get to Red Flag or the Navy’s equivalents.
Recently the Air Force has been using Northrop T-38 Talons to help alleviate the problem. The T-38 Talon is a supersonic trainer that served as the basis for the F-5 “Freedom Fighter” and the F-5E/F Tiger. The F-5s were light, day-time fighters that were very maneuverable, and they have served as Navy and Marine Corps aggressors for the long time.
The Air Force has been using T-38s to supplement F-16s at Nellis Air Force Base in Nevada and at Eielson Air Force Base in Alaska.
Aggressor training, developed after the Ault Report showed shortcomings in naval aviation, has helped keep American airmen good, and emerged in the late stages of the Vietnam War. The famous “Top Gun” school, in particular, had a marked effect, sending kill ratios skyrocketing to over 13:1.
The other reason is that some of the private companies can offer planes beyond the T-38 for these missions. A 2016 report from DefenseOne.com noted that one company has a mix of F-21 Kfirs, A-4 Skyhawks, Hawker Hunters, and L-39 Albatross jets. Among the companies getting into the mix is Textron, which makes the Textron AirLand Scorpion.
The final reason. though, maybe the most important.
That is because turning the aggressor training over to contractors could make them even tougher opponents for Air Force and Navy pilots. While many an Air Force pilot has non-flying billets at various points in their career, contractors will be able to just keep flying and dogfighting. This will make the military pilots they face off against sweat more, but it may prove the wisdom behind one old saying: The more you sweat in training, the less you bleed in war.