Since its founding in 1958, DARPA, the Defense Advanced Research Projects Agency, has kept the United States as a technological leader in robotics, electronics, communications, and combat. President Eisenhower first authorized what was then known as ARPA as a response to the Soviet launch of the Sputnik satellite in 1957, and the Agency quickly became known for its far-fetched research, its startling advances, and its secrecy.
Inventions by DARPA have changed the way we communicate, work, and travel – both in peace and war. Our list of DARPA projects includes concepts crucial to the internet, GPS, interactive maps, advanced computing, and transportation. And DARPA researchers are currently working on an astounding array of projects, everything from robotic dogs to healing microchips. Much of it won’t work, and some of it won’t ever see the light of day – but everything DARPA does keeps the US on the forefront of technological dominance.
This DARPA projects list features some of the coolest, most attention-getting innovations DARPA has been involved with. Which inventions and breakthroughs do you think are the coolest in DARPA history? Vote them up below!
After he parked and got out of his car, he didn’t introduce himself or offer any welcome. The unnamed instructor just said, “okay everybody get over here and sign your death waivers.”
This was my first introduction to a GoRuck Challenge, a team endurance event run by former U.S. military special operators. It was the 83rd challenge to take place in Dec. 2011 — running around Tampa, Fla. with 24 people. Since then, it’s grown to more than 2,500 events that now comprise various skill levels.
GoRuck Challenges usually attract a certain demographic of people: Former military personnel, law enforcement, and fitness enthusiasts. Especially with the ominous intro from our instructor, a former Green Beret, anyone taking part in a GoRuck event knows it will be rough, to say the least.
“We want to promote the sport of rucking,” Kit Klein, partnership manager for GoRuck based in Jacksonville, Fla., told The Tampa Bay Times. “We’re trying to put it on the map.”
The “sport of rucking” that GoRuck promotes now consists of “GoRuck Light,” a four to five hour challenge that covers seven to 10 miles, “GoRuck Tough,” a 10 to 12-hour challenge covering 15 to 20 miles, and “GoRuck Heavy,” a much more demanding 24-hour-plus challenge that can cover more than 40 miles.
But those times and distances can vary, as one of the company’s mottos is to “under-promise, over-deliver.” (For the GoRuck Tough challenge I was on in Tampa, we did roughly 23 miles over 15 hours).
“Your class is led from start to finish by a Special Operations Cadre whose job is to build a team by pushing you to overcome, together,” reads the description of the challenges on the GoRuck website. “You stay with your class the entire time aka a true team event, never in any way confused with a road race or a mud run. And no, your Cadre is not a drill sergeant and no, this is not bootcamp. That stuff belongs to the military, this is simply an event about your team.”
All of the challenges require participants to carry around weights or bricks in a backpack, which is why these events exist in the first place.
In 2008, GoRuck was a new company making rugged backpacks designed to withstand the rigors of military combat. Founded by former Special Forces soldier Jason McCarthy, he sent his bags to friends in the field to test out and he quickly realized selling backpacks may not be his only business.
McCarthy spent two years developing the bags that make up most of GoRuck’s product line (four styles, starting at $195). Early on, he battle-tested his prototypes, literally – sending them to Green Beret buddies in Afghanistan and Iraq. Then he grew concerned about sending unproven gear to men in danger, so he established another proving ground: the GoRuck Challenge. In these team-oriented endurance runs, which are led by combat veterans and incorporate Special Forces training, participants carry a GoRuck sack loaded with rocks or bricks.
“The original intent was very nearsighted,” McCarthy told The Cincinnatti Enquirer of starting his first challenges. “I had a bunch of inventory and wanted people to know about our bags.”
People did learn of GoRuck, and more: “People kept describing this as a life-changing event,” McCarthy told the Enquirer. “I got more and more and more requests to host events.”
An Iraq war veteran, McCarthy began the events in 2010 while attending business school at Georgetown University, according to The Washington Post. Beyond marketing his bags, he told The Post, his goal is “to build better Americans” with his challenges. He does this by promoting leadership, teamwork, and honoring the sacrifices of military service members.
“It’s spiritual, emotional experience they take away,” Derek Zahler, a GoRuck cadre and former Special Forces soldier, told News4Jax. “They get to learn a lot more about themselves. Especially their goals and what they perceive their ability to achieve those goals are.”
The company has moved beyond backpacks and challenging events, however. It now sells apparel, fitness items, and even firearms gear, which it developed in 2014. In that year, the company had $10.8 million in revenue — nearly 30 percent more than the previous year’s figures.
The CEO of the Russian MiG corporation said on Aug. 17, 2018, that work on an experimental design for a MiG-41 fifth-generation interceptor will begin “in the immediate future.”
“No, this is not a mythical project, this is a long-standing project for the MiG and now we are carrying out intensive work under the aegis of the [the United Aircraft Corporation] and will present it to the public soon,” Ilya Tarasenko said, according to TASS, a Russian state-owned media outlet.
Tarasenko, who previously claimed that the MiG-41 would be able to “operate in space,” a highly unlikely prospect, also said that the MiG-41s are expected to start being delivered to the Russia military in the mid-2020s.
But Vasily Kashin, a Russian defense analyst at Moscow’s Higher School of Economics, told The National Interest in 2017 that he thought the MiG-41 wouldn’t fly until the mid-2020s, and wouldn’t be delivered to the Russian Air Force until 2035-2040.
An SR-71B “Blackbird” over the Sierra Nevada Mountains of California in 1994.
“I don’t hold out much hope for an even less proven design concept to make it into series production anytime soon,” Justin Bronk, a combat-aviation expert at the Royal United Services Institute, told Business Insider in an email.
“The Mig-31BM is already a highly capable interceptor platform and there are plans for a second modernisation upgrade of what is a relatively new aircraft for a very specific Russian territorial defence requirement,” Bronk said.
And given that the T-14 Armata tank and Su-57 stealth fighter “have had series production cancelled recently,” Bronk said, “my take is, ‘I’ll believe it when I see it,’ and will remain extremely skeptical until that point.”
But “never say never I suppose,” Bronk added.
Richard L. Aboulafia, Vice President of Analysis at Teal Group, told Business Insider that Tarasenko’s announcement “keeps the idea alive, and you never know, even a chance in a 100 is better than no chance at all.”
“It also, of course, doesn’t hurt in sales campaigns for current generation planes, like the [MiG-29SM],” Aboulafia said. “In other words, people don’t like buying fighter planes from a company with no future.”
Aboulafia also said that the idea of creating a pure next-generation interceptor is like “living in the past” since surface-to-air missiles “are generally a better way of intercepting things.”
This article originally appeared on Business Insider. Follow @BusinessInsider on Twitter.
When a country’s founder dies, they become a lasting national symbol. But rarely has a founder’s actual corpse been the symbol.
That’s because it’s hard to keep a dead body looking good year after year, decade after decade. Just ask the Russians.
Immediately following communist leader Vladimir Lenin’s passing in 1924, scientists and technicians injected the corpse with embalming fluid and squeezed it into a rubber suit containing preservatives. The Russian government built a wooden tomb and put the revolutionary on display in Moscow’s Red Square.
The tomb has changed since then, but Lenin’s body looks as good as ever. But such unearthly beauty comes at a high cost — almost $200,000 a year.
That figure comes from an official notice from Russia’s procurement agency. It cites an annual cost of 13 million rubles for the “biomedical” procedure that keeps Lenin in a “lifelike condition.”
The cost of upkeep has fluctuated since 1924. Russian taxpayers have mostly been on the hook for the bill — except for a brief period following the collapse of the Soviet Union in 1991. Private donations kept the body beautiful until Moscow could once again take over the ghastly duty.
Attitudes toward Lenin have also changed over the years. During the Soviet years, Russians viewed Lenin as a kind of communist saint. Millions visited his tomb. But after the ’91 collapses, people were free to express opinions they’d long kept to themselves.
That catharsis culminated in a 1998 art exhibit for which artist Yury Shabelnikov baked a lifesize cake replica of Lenin’s interred body and filmed local school children devouring it. The still extant communist party called for an investigation, but its pleas fell on deaf ears.
The science behind preserving Lenin’s corpse is impressive and bizarre. According toScientific American, upkeep requires a team of five or six scientists.
Every other year, the scientists re-embalm the corpse, “submerging the body in separate solutions of glycerol solution baths, formaldehyde, potassium acetate, alcohol, hydrogen peroxide, acetic acid solution and acetic sodium.”
“They have to substitute occasional parts of skin and flesh with plastics and other materials,” University of California, Berkeley social anthropology professor Alexei Yurchak told the science magazine.
Lenin’s death-bath takes a month and a half.
Damage happens and science can only do so much. During the height of the Soviet era, more than 200 people worked to keep Lenin looking fresh. Technicians sewed artificial eyelashes on to the leader, swapped decaying chunks of the man’s face and nose with a mix of paraffin, glycerin and carotene and once replaced portions of his foot when it went missing in 1945.
Today, Russians overwhelming favor burying Lenin. But Pres. Vladimir Putin has pushed back against the idea. In 2001, he told the public that interring the corpse would send a signal to the Russian people that they’d lived under false values during the Soviet era.
Questioned about the expensive embalming in 2012, Putin deflected. “We can see holy remains in the Kiev-Pechora Monastery and in other places,” he said, implying that it’s totally normal to keep historical figures’ bodies on display, well, forever.
Trying to emerge from scandals that shook the agency to its core, the U.S. Department of Veterans Affairs is attempting to overhaul what officials admit was sometimes pretty bad customer service.
Quietly, since 2015, the U.S Department of Veterans Affairs has built a national Veterans Experience Office.
The office’s first steps have been rolling out over 100 community veterans committees nationwide and retraining employees to be less rigid and more customer-focused.
The VA even hired professional writers to redraft the language of 1,200 official letter templates to make them more reader friendly.
“(We) had somehow gotten away from the primary mission of organizing the enterprise through the eyes of the customer,” said Joy White, who leads the office’s Pacific district, which includes California and the West Coast.
“(We did) things that made sense to us, made it easy for us as the VA,” White said. “But, in all of that, we lost the voice of the customer.”
The task at hand: How to change the culture of a massive federal agency that provides everything from medical care to monthly disability checks to funerals.
Some might wonder if — with what’s a famously dense bureaucracy — it can be done. Even new VA Secretary David Shulkin has said it’s a struggle to fire bad apples, including employees who watch porn on the job.
The new Veterans Experience Office’s budget this fiscal year is $55.4 million, up from $49 million last year, “to lead the My VA transformation,” according to a budget document. About 150 jobs now fall under this office’s umbrella.
Two years in, the nation’s veterans organizations are still taking a wait-and-see position.
“We’re not sure how much the VEO has improved the VA to date, but we are encouraged by this initiative and hope to see it succeed,” said Joe Plenzler, American Legion spokesman. “Any effort to improve dialogue between veterans and VA employees and administrators is time and money well spent.”
One vocal critic of the VA said the office has potential but not if it tries to just “paper over” structural issues facing the veterans agency.
“Doing things that are more feel-good measures, but actually don’t address some of the core problems of the VA, could distract from what’s needed to be done,” said Dan Caldwell, policy director at Concerned Veterans for America.
“That’s the danger I see, potentially, with this office. But I want to say there’s a lot of opportunity here. If this office is managed well and insists that they are here to improve the outcomes for veterans — and not just ‘the experience’ — they could be successful.”
The “veterans experience” campaign started under former VA Secretary Bob McDonald, the retired Proctor Gamble chief executive brought in by President Barack Obama in mid-2014 following a national scandal over wait times for VA medical care.
McDonald installed a “chief veterans experience officer” in early 2015.
The office reports directly to the VA secretary — now Shulkin, a doctor and health-care executive who is the first non-veteran to lead the agency.
Whether he will continue the “experience” campaign is an open question.
However, in April he named Lynda Davis, a former Army officer and Pentagon civilian executive with experience in personnel and suicide prevention, to head the office. She replaces a former McDonald’s executive, Tom Allin, who held the job for about two years.
Some of the hiring was for “human-centered design” teams. These teams, which include people from Stanford’s prestigious D School, are supposed to re-engineer VA routines that aren’t working.
They produced a “journey map” showing what VA patients experience.
It identifies “pain points” along the way, such as cancelled appointments. It also calls out “moments that matter,” such as the check-in process and whether it’s hard or easy to park.
Two early goals were to establish one consumer-oriented website and one toll-free telephone number for all VA divisions. The result was vets.gov and 1 (844) My-VA311.
The VA is now looking for inspiration from national brands famous for good service. Starbucks, Marriott, and Walgreens are on the list.
“We get the experience that we design. Historically, we haven’t put an emphasis as an organization on customer service. There was no program of record that said ‘this how we do customer service,'” White told the San Diego Union-Tribune.
One change the Veterans Experience Office has led: hiring for customer-service skills, instead of just looking for people qualified for a position.
“We weren’t hiring for attitude,” said White, who said her office identified questions to insert in the VA’s interview process to draw out whether an applicant had customer service aptitude.
In a changing health-care industry, this is a bandwagon that the VA is belatedly jumping on.
Other hospital organizations have rebooted their customer experience in the past decade in response to a shift in Medicare reimbursement policy that now rewards for patient satisfaction, experts said. The power of social media is also a factor.
The Cleveland Clinic was the first major academic medical center to appoint a chief experience officer in 2007. Across the country, hospitals have built grand entrances, opened restaurants intended to draw non-patients and put flowers by bedsides.
“My sense of it is that we live in the age of the empowered consumer,” said John Romley, an economist at the University of Southern California’s Schaeffer center for health policy.
“VA customers maybe have less choice in the matter, but at the same time, there’s a great deal of sensitivity in the broader population about how we treat these people in the VA system.”
The VA’s new customer service motto — Own the Moment — sounds a bit like a commercial TV jingle.
Training is rolling out across the country, including at the La Jolla VA hospital.
The premise: Each VA employee should “own” their time with a customer, the veteran, and do their best to ensure the person gets the help he or she needs.
That contrasts to the like-it-or-lump-it experience that veterans have sometimes complained about in the past.
“We’re moving away from a rules-based organization to a more of what we call a values, principle-based organization,” said Allan Castellanos, the VA employee teaching the La Jolla seminar.
“I call it more like integrated ethics, like doing the right thing for the right reason,” he said.
The employees were shown a video of VA workers going the extra mile to welcome an uncertain new veteran into a clinic.
In another, VA workers allowed the family of a dying veteran to bring his horse onto hospital grounds.
The VA is trying to emerge from bunker mentality after back-to-back national embarrassments.
First, in 2013, the backlog of disability claims rose to mountainous proportions, bringing down the wrath of Congress and the public.
Then, in 2014, news reports revealed that VA medical workers were keeping secret lists of patients waiting for appointments to make wait-time data appear satisfactory.
All of this occurred as the VA struggled to handle a flood of new veterans coming home from the Iraq and Afghanistan wars.
A few of the ideas being pursued by the Veterans Experience Office have origins in San Diego.
Officials acknowledge that what they are calling Community Veterans Experience Boards — the 152 community boards they eventually want to create nationally — came from San Diego’s longstanding example.
San Diego veterans leaders meet monthly with VA officials here in both closed-door and public sessions.
Additionally, the tragic suicide of 35-year-old Marine Corps veteran Jeremy Sears appears to have helped spur a campaign to redraft VA correspondence to make it more user friendly.
Sears shot himself at an Oceanside gun range in 2014 after being rejected for VA disability benefits despite the cumulative effects of several combat tours.
Veterans advocates suggested that the VA rejection letter could have offered advice on where to go for counseling and other assistance, instead of just a “no.”
“That was one of the ‘pain points’ that was identified,” White said, referring to the veteran’s “journey mapping” that her office did. “There was a lot of legalese, when in fact we just want it to be simple and clean.”
They started with the Veterans Benefit Administration’s correspondence and are working their way toward the Veterans Health Administration’s appointment cards.
Veterans Experience Office officials first told the Union-Tribune that they could provide examples of the rewritten letter formats, but later said they weren’t ready yet.
The Veterans Experience Office, headquartered in Washington, now has split the country into five districts and dispatched “relationship managers” to each.
The Veterans Experience Office is now trying to finesse those moments that matter to veterans. In 2017, officials expect to roll out a veterans real-time feedback tool in 10 locations. They also plan to release a patient experience “program of record.”
“Our goal is to build trust with veterans, their family members, and survivors,” White said. “How do we do that? By bringing their voices to everything we do.”
In this edition of The Daily Aviation, we get up close and personal with the F-15 Eagle aircraft, one of the most successful fighter aircrafts in the Air Force. The F-15 Eagle is a twin-engine, all-weather, tactical supersonic warfighting machine.
A little bit of history
Like plenty of good war stories, the F-15 Eagle’s origin story begins in Vietnam. During the Vietnam War, both the Navy and the Air Force were competing with one another over air tactical superiority. No one was clear on how aircraft would play a role in the emerging conflict.
But everyone knew we needed superior air power. The problem was we just didn’t have the right fighter aircraft to engage the enemy. So then SecDef Robert McNamara decided he had the best solution. Make the Air Force and the Navy use as many aircraft in common as possible. McNamara didn’t consider that performance compromises might need to be made.
So the Air Force and the Navy formed the TFX Program. Its main mission was to deliver long-range interdiction aircraft for the Air Force that could also be used as long-range interceptor aircraft for the Navy.
Air Interdiction aircraft uses preventive tactical bombing by combat aircraft against the enemy. In contrast, interceptor aircraft is a type of fighter aircraft designed specifically for defensive roles. Talk about a difficult project, since air interdiction and interceptor aircraft are two very different things.
It’s no surprise that it took several years until the TFX found a compromise. In April 1965, research into an “F-X” aircraft began. These early studies looked for ways to create an aircraft that focused on maneuverability over speed. DoD requirements were finalized in October 1965, and a request for proposals was sent out to 13 companies, including the McDonnell Douglas company who won the bid. McDonnell Douglass would later become part of Boeing.
The Eagle’s specs are impressive
The Eagle’s maiden flight took place in 1972, but the aircraft didn’t enter service for four years. Once it was in service, the Eagle quickly became one of the most successful fighter aircraft. To date, the F-15 has over 100 victories and no losses in aerial combat.
It has a combat range capability of 1,220 miles and can achieve top speeds of Mach 2.5, or 1,650 mph.
Turkey feathers or propelling nozzles are the moving parts at the back of the engine. They expand as the engine accelerates and help regulate pressure to control turbine speed.
There are 11 hardpoints for drop tanks and armaments on the F-15 Eagle.
Pratt and Whitney F100-PW-200 after-burn turbofans deliver the Eagle’s thrust, which helps it achieve max speeds. Each of the turbofans produces 14,590 pounds of thrust. The higher a thrust-to-weight ratio, the faster an aircraft can accelerate, and the heavier load it can carry. The Eagle can accelerate straight up into the air until it runs out of either air (from the thrusters) or fuel (for the engines). That makes it one of the most capable fighter aircraft in production today.
Recent upgrades to the F-15 include adding a second seat to allow for all-weather, air-to-air, and deep interdiction missions. The rear cockpit has recently been upgraded to include cathode ray tube displays for weapons management. Currently, the Air Force operates 212 F-15C and 23 F-15D aircraft.
Bonus fun fact: In 1988, NASA used an F-15 to test a HIDEC system at Edwards AFB.
To say that Amber Smith comes from a military family is an understatement. Her great-grandfather was in World War I, her grandfather was in World War II, and her father was a paratrooper with the 82nd Airborne. Both of her parents were pilots. Both of her sisters are military pilots.
Her parents’ love of flying sparked her interest, and she started flying private planes at a young age. As she got older she started considering a career in aviation, specifically military aviation. Then in 2003, she was introduced to a future she didn’t know was possible.
“I talked to the Marines, I talked to the Air Force, and I talked to the Navy because I didn’t even know the Army had aviation,” Smith says. “I grew up in fixed wings. Never once did the thought of helicopters cross my mind.”
The other three branches told her the same thing: get a college degree and then come talk. But Smith just wanted to join the military as an aviator. When she spoke to the Army they told her could still be a pilot, just flying helicopters instead of planes. Smith’s experience as a civilian pilot allowed her to join before finishing her degree through the Warrant Officer Flight Training Program.
While still in college and before joining the Army, Smith met her parents at an air show where helicopter rides were offered. She hopped in to see if a helicopter was really something she wanted.
“I went on this helicopter flight and I was immediately hooked,” she remembers. “I was like, ‘this is for me. I love it!’ I didn’t even want planes anymore, give me a helicopter.”
After basic training and Warrant Officer Candidate School, she went to flight school where she met her bird: the OH58 Kiowa Warrior Helicopter. The Kiowa Warrior is a light attack reconnaissance helicopter; a two-seater carrying a fifty cal machine gun and 7-shot 2.75 in (70 mm) Hydra-70 rocket pods, configurable for Hellfire missiles.
“I loved my time flying the Kiowa,” Smith recalls. “I knew that was the best and most bad ass flying I would ever do in my life.”
Her mission was direct support for ground forces, looking for IEDs, providing aerial security for convoys, and responding to troops in combat (TICs). Smith deployed with her unit, the 101st Airborne Division, to Iraq from 2005, where she made Pilot in Command. She went to Afghanistan in 2008, where she made Air Mission Commander, seeing combat in a combat arms role years before the ban on women in combat ended.
“Before they lifted the restriction, aviation was the only branch within what was called Combat Arms – now it’s maneuvers, fire, and effects – but it was the only Combat Arms branch that allowed women,” Smith says.
Her views on women in combat is simple: there needs to be a mission standard, not a gender standard.
“As long as the standards remain the exact same as today, I think women should be given the opportunity to try it,” Smith says. “I don’t believe in quotas or lowering standards but I don’t think it should matter if you’re a man or a woman. If you can do the job and contribute to the mission that’s what matters.”
The Army’s proposed integration plan includes first adding female officers to leadership roles within combat units. Amber Smith think it’s a smart move but the plan for and acceptance of women in combat jobs will take time.
“Reducing the standards creates resentment,” she says. “When I got to my unit in 2004, women were very rare in the Kiowa Warrior community. I worked very hard to do my job and contribute to the mission. As soon as they realized that, I was a part of the team.”
Smith left the military in 2010, but while she was in, she completed a Bachelor’s in Professional Aeronautics from Embry-Riddle Aeronautical University. After transitioning, she earned her Master of Science in Safety, Security, and Emergency Management with a specialization in Homeland Security from Eastern Kentucky University.
While in graduate school, she noticed that too often the media lacked a credible veteran’s point of view.
“It’s important the American people need to hear the perspective of people who have been on the operational side of national security,” she says. “People who have been to war and have seen the enemy everyone talks about on TV every day.”
Smith started a blog and got published wherever she could. Within three months, the calls for television appearances started. Her career just took off from there. She just completed her first book, Danger Close: One’s Woman’s Epic Journey as a Combat Helicopter Pilot in Iraq and Afghanistan.
“2015 was the year of my book,” Smith says. “I wrote it myself, I didn’t have a ghostwriter or anything. I wanted to preserve my voice. The Kiowa Warrior is an incredibly effective tool on the battlefield, essential in the two theaters of war. Nobody knows about it, all anybody knows about is the Apache. So I want people to know who we are and what we did.”
Smith is now a Senior Fellow at the Independent Women’s Forum and Senior Military Advisor for Concerned Veterans for America. She is also a writer and television commentator on national security issues, foreign policy, and military operations. She regularly appears on Fox News, Fox Business, CNN, and MSNBC.
“That was the greatest and finest moment of my life,” one of the world’s most brutal tyrants reportedly said after touring the newly Nazi-occupied French capital.
The day after Germany signed an armistice with France, Hitler and his cronies toured the Dôme des Invalides which holds Napoleon’s tomb, the Paris opera house, Champs-Elysees, Arc de Triomphe, Sacre Coeur, and the Eiffel Tower on June 23, 1940.
In all, Hitler spent three hours in the “City of Light,” but spent four years occupying northern France until Allied Forces liberated Paris, 71 years ago on Tuesday.
“The Germans were driven from many strategic parts of the city by the combined onslaught of the French military and the fury of citizens fighting for their liberties,” the Associated Press reports.
During Hitler’s brief tour, he instructed friend and architect Albert Speer to take note of the city’s design to recreate similar yet superior German buildings.
“Wasn’t Paris beautiful?” Hitler reportedly asked Speer.
“But Berlin must be far more beautiful. When we are finished in Berlin, Paris will only be a shadow.”
While sightseeing, Hitler also ordered the destruction of two French World War I monuments that reminded him of Germany’s bitter defeat.
Much of the world knows how visually stunning films from India can be, especially since Bollywood produces an incredible number of colorful and evocative films every year. So it makes sense their recruiting videos would be just as visually appealing.
From the Indian Army’s YouTube page, comes a video titled “Indian Army: A Life Less Ordinary,” and it’s quite stunning.
The video gives an interesting look inside a foreign military, showing everything from troops marching, physical training, operating in the mountains, and special operations forces jumping out of airplanes.
YouTube comments, notorious for being so bad they sap people’s faith in humanity (they’re so bad Forbes wrote about them), are overwhelmingly positive, especially among those who appear to be the target age range for joining. Another win for the Indian Army.
It even starts with a little hat tip to famed Revolutionary War patriot captain John Paul Jones.
Check out the Indian Army’s full page of videos. They have some interesting recreations of the ADGPI’s win at the Battle of Haji Pir
Weeks prior to the 2017 NFL draft, service members from Joint Base McGuire-Dix-Lakehurst in Mount Laurel, New Jersey, were given the chance of a lifetime to undergo a surprise mission as part of the “Salute to Service” program.
Hosted by USAA, these unexpected military analysts from the Army, Navy, and Air Force, received the opportunity to team up with NFL broadcasters Ron Jaworski and Sal Paolantonio (US Navy vet) for a chance of a lifetime and partake in a draft strategy session.
Glen Coffee was a superstar at Alabama — an SEC First Team running back in 2008, Coffee decided to skip his senior year with the Crimson Tide and throw his name into the NFL draft.
He was picked up by the San Francisco 49ers in 2009 in the third round of the draft and played a decent season there, rushing for 226 yards with 11 receptions for 76 yards and one touchdown.
But according to a Washington Post profile, Coffee quickly fell out of love with the gridiron and wanted to something more with his life.
“I just felt like the league and that path wasn’t for me,” he told the Washington Post. “I just knew that I didn’t want to waste, for me, my younger years doing something that I didn’t want to do. That was kind of my viewpoint on the situation.”
In 2013, Coffee enlisted in the Army with the intent to become a Ranger. He didn’t make it into special operations, but he was assigned to the 6th Ranger Training Battalion in Florida to help America’s commandos hone their craft. But now Coffee wants back into the NFL — a tall task for a player who’s been out of the game for nearly a decade.
The closest analogy would be Deion Sanders, who sat out four NFL seasons before returning to the Baltimore Ravens in 2004.
The 30-year-old free agent might have a tough time attracting a team given this year’s crop of talented young running backs who are eligible for the draft on April 30. But with his Army training and military focus, this “squared away” soldier might have what it takes to get back in.
“My cardio and endurance is definitely a lot better right now,” Coffee said during an interview with The Post in 2015. “Because in football, you’re not really in shape. People think you’re in shape, but you’re really not. Not like that.”
On Day 1 of her training as an astronaut, Navy Lt. Kayla Barron walked out of NASA’s Johnson Space Center and watched with her new colleagues as the moon partially blotted out the sun.
Eclipse glasses in hand, the Naval Academy graduate said she began to get a sense of her place in at the agency. The astronauts are some of NASA’s highest-profile employees, but Barron said they’re just one part of the team.
“Everybody here is really excited about what they’re doing and doing really interesting things,” Barron said August 22 in an interview. “In a big-picture sense, everybody comes to work for the same reason.”
Barron, 29, was working as an aide at the academy in Annapolis when she was selected earlier in the summer to become an astronaut. She’ll now embark on two years of training with 11 other NASA candidates and two Canadians.
Many of the lessons will focus on the workings of the International Space Station, but there is a chance that members of the 2017 class — the agency’s largest in years — could end up on a mission to Mars.
“There’s a lot for us to learn, a lot of new things to master,” Barron said.
Among them: working from the back seat of a training jet, practicing spacewalks in a pool, and getting to grips with speaking Russian.
Barron was initially interested in pursuing a career as a naval aviator, but couldn’t meet the eyesight requirements. But now NASA will train her on its supersonic T-38 jets, working alongside a pilot and learning about making quick decisions and communicating clearly and getting used to extreme G-forces.
Barron will keep her Navy rank but said NASA’s astronaut office blends military and civilian cultures — a reflection of the varied backgrounds of the trainees.
“It’s an interesting kind of melting pot,” she said.
The trainees are expected to bring their own ideas to the class and learn from one another.
Barron, who has a master’s degree from the University of Cambridge and served as one of the first female officers on a submarine, said her military experience taught her about working as an engineer under extreme conditions.
“I think that gives me a bit of perspective on how you can keep your equipment and team running when you’re in a hostile place with limited resources,” Barron said.
During a question-and-answer session between the trainees and three astronauts on the International Space Station, biochemist Peggy Whitson said being able to fix things is one of the most important parts of the job.
“You can’t be hesitant about taking something apart and putting it back together,” Whitson said.
Barron, who said she’s both excited and nervous about learning Russian, asked the astronauts what advice they had about working with crew members from other nations.
Col. Jack Fischer said that it was important not just to learn the language but to gain an understanding of the other culture.
“It’s no different from how you would figure out how to get along with anyone in a small-group dynamic,” he said.
Barron is originally from Richland, Wash., but will now be living in Houston near the space center.
“We all live out in town,” she said. “We have a real life outside of work.”
The Department of Defense disclosed its count of China’s nuclear warheads for what is believed to be the first time in a new 200-page report on China’s rapidly growing military power and said that the country’s stockpile of nuclear warheads may double this decade.
The department assesses that China has an operational nuclear warhead stockpile in the low 200s, a small but deadly force that could make an adversary with a larger arsenal think twice. “Over the next decade, China will expand and diversify its nuclear forces, likely at least doubling its nuclear warhead stockpile,” the Pentagon argued in its annual China Military Power report, the latest of which was released Tuesday.
The Pentagon report explains that China is believed to have “enough nuclear materials to at least double its warhead stockpile without new fissile material production.”
Discussing the report at a virtual American Enterprise Institute event Tuesday afternoon, Deputy Assistant Secretary of Defense for China Chad Sbragia stated that “just looking at number of warheads by itself is not the entire picture.”
He said that “China is expanding and modernizing and diversifying its nuclear forces across the board.”
“China’s nuclear forces will significantly evolve over the next decade as it modernizes, diversifies, and increases the number of its land-, sea-, and air-based nuclear delivery platforms,” the new Pentagon report states.
The newly-released report also noted that China intends to put at least a portion of its nuclear forces, particularly its expanding silo-based force, on a “launch on warning” status, which would mean that some weapons would be armed and ready for launch with limited notice during peacetime, as the US does with its intercontinental ballistic missile force.
Secretary of Defense Mark Esper previewed the Pentagon’s expectation that China’s nuclear warhead stockpile will double over the weekend, writing in a social media post that “as Communist China moves to at least double the size of its nuclear stockpile, modernizing our nuclear force and maintaining readiness is essential to a free and open Indo-Pacific.”
The US is in the process of modernizing the various legs of the nuclear triad in response to advances by China and Russia. At the same time, the US has been pushing China to join an arms control agreement placing limits on nuclear arms expansion.
“If the US says that they are ready to come down to the Chinese level, China would be happy to participate the next day,” the head of the Chinese foreign ministry’s arms control department said in July, the South China Morning Post reported. “But actually, we know that’s not going to happen.”
The US has several thousand more nuclear warheads than China has in its stockpile. The Federation of American Scientists estimates that the US has a total nuclear weapons inventory of about 5,800, an arsenal only rivaled by Russia.
In addition to its assessments on China’s evolving nuclear force, the Pentagon also reported that “China has already achieved parity with—or even exceeded—the United States in several military modernization areas.”
In particular, China is outpacing the US in shipbuilding, land-based conventional ballistic and cruise missiles, and integrated air-defense systems.
The Department of Defense says that China has “the largest navy in the world” and “is the top ship-producing nation in the world by tonnage and is increasing its shipbuilding capacity and capability for all naval classes,” it has over 1,250 ground-launched ballistic missiles and ground-launched cruise missiles, and it has “one of the largest forces of advanced long-range surface-to-air systems.”
China’s objective as it modernizes its fighting force is to achieve a world-class military by the end of 2049, a goal publicly stated by China’s leadership.